2007 Annual report (PDF 8.1 Mb) - University of Melbourne

lead change. Following a report by the
Boston Consulting Group into change
leadership and collaboration capabilities
at the University, additional support was
provided through workshops dealing with
the impact of change run by external
consultants with specialist expertise.
Communication and planning forums
reached a wide audience while individual
coaching was provided to managers
and leaders. Work has commenced on
planning a number of other initiatives in
response to the findings of that report.
Organisational Change
Strategic Priority
> Support the development and
implementation of workforce plans
(in the Faculty of Arts, the Faculty of
Engineering, the School of Creative Arts
and IS Division for example)
Achievements
Decisions taken by the University during
the year to bring about organisational
change impacted on various groups of staff.
In particular:
> An ‘Arts Renewal Strategy’ was adopted
to ensure that the Faculty dealt with
its operating deficit in a way that
strengthened its teaching and research
in the humanities, social sciences and
languages and preserved its status
both nationally and internationally.
Human Reseources supported faculty
management and staff to manage these
changes during 2007.
> The closure of the School of Creative
Arts and the consequential transfer of all
programs of the School, together with
its academic and administrative staff,
to a new unit, the School of Culture and
Communication, required careful planning
and assistance to management and staff
of the former School.
> The review of professional staffing
arrangements in the Faculty of
Engineering involved the consolidation of
professional staff support services. This
change required progressive consultation
with staff and their representatives to
ensure that changes involving improving
the effectiveness and efficiency of
professional staff support services in the
faculty were introduced fairly and with the
involvement of the staff affected.
Human Resources staff supported the
development and implementation of
workforce plans in each of these faculties
and schools. A Workforce Planning
Framework developed in partnership with
Business Planning will be used in Faculty
Business Planning during 2008. The
framework includes procedure to ensure
fair and effective transfer of staff into the
new Student Centres. (refer page 67)
Equal Opportunity
Strategic Priorities
> Prioritise and work towards the
achievement of the targets identified for
2007 included in the Staff Equity and
Diversity (SED) plan
> Support equal opportunity initiatives and
promote a ‘family-friendly’ workplace
Achievements
The Staff Equity and Diversity Framework,
adopted in 2007, outlines University-wide
goals and activities to be undertaken over
the next five years to promote staff equity,
diversity, and inclusive workplace cultures
and practices.
Activities include policies and procedures
concerning discrimination, harassment and
bullying, and the introduction of specialist
programs, initiatives and services to
enhance the employment of staff from
under-represented groups across all levels
and areas.
Work towards the achievement of the
SED targets identified for 2007 was
undertaken with widespread consultation
with stakeholders regarding the priorities,
accountability and timelines for SED plan
targets and strategies. The number of
Indigenous staff in the University increased
from 33 in 2006 to 44 in 2007.
Promotion of equal opportunity and an
inclusive workplace has also been fostered
through ongoing development of training,
guidelines and other resources for staff and
through the University–wide faculty Equal
Opportunity for Women in the Workplace
(EOWW) networks and the Staff Equity
and Diversity Committee. In recognition
of the University’s achievements, the
University was once again successful in
2007 in meeting the stringent requirements
for the Employer of Choice for Women
Award for 2007/8.
The SED framework aims to increase the
representation of women at the Associate-
Professor (Level D) and Professor (Level
E) and at Professional Staff level HEW 10
and above. In 2007 the University achieved
a further increase in the proportion of
women at level D from 27.4 per cent to
28.3 per cent and a slight increase in the
proportion of women professors to 20.1
per cent, the highest in the Go8.
Marketing and
Communications
Achieve a strong
marketing profile and
communicate effectively
with stakeholders,
particularly in relation to
the Melbourne Model.
Communication of the activities and
contributions of the University of
Melbourne in Teaching and Learning,
Research and Knowledge Transfer are
critical for enhancing the reputation of the
University and the success of the Growing
Esteem Strategy.
Representation of Female Staff in Total Staff Population
2003 % Fem 2004 % Fem 2005 % Fem 2006 % Fem 2007 % Fem
Total Academic Staff 2829 41.6% 2971 42.4% 3168 42.7% 3258 42.6% 3371 42.7%
Total Teaching & Research staff 1847 36.8% 1916 37.4% 2113 39.0% 2071 39.0% 2102 38.8%
Staff at Level E (Professor) 255 16.0% 273 18.7% 277 18.6% 293 19.5% 358 20.1%
Staff at level D (Assoc. Professor) 329 24.0% 349 25.6% 342 26.7% 362 27.4% 374 28.3%
Senior Professional Staff (HEW Level 10) 105 46.5% 117 46.8% 119 47.3% 160 45.8% 176 43.9%
NB. Full Time Equivalent Data