Queensland University of Technology 2011 Annual Report - QUT

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BENCHMARKING ACTIVITIESIn preparation for its Corporate Review in 2012, IHBIundertook national and international benchmarking activityin 2011. This process will inform institute operationsin 2012–2013.QUT annually benchmarks its research income (particularlycompetitive grants performance) against the AustralianTechnology Network (ATN) and other Australian universities.QUT participates in the National Survey on ResearchCommercialisation which benchmarks QUT against both Go8and ATN universities.QUT worked with the ATN universities to prepare asubmission in response to the Australian Government’s2011 Sustainable Research Excellence (SRE) ConsultationPaper on Options for the Inclusion of ERA in SRE FundingAllocation Model.QUT, in consultation with the University’s ERA Working Party,is preparing its ERA portfolio to the ARC for submission inMarch 2012.As a major research faculty, Health worked closely withthe Office of Research to assist preparation of QUT’s ERAsubmission for the 2012 national benchmarking activity. TheERA benchmarking conducted in 2010 was used to identifyareas of strength and strategies to build research capacityfor this subsequent round.PAGE 28 | QUT ANNUAL REPORT 2011
Developing asustainable workforceDr Carol DickensonRegistrar and Head Administrative ServicesHIGHLIGHTSQUT maintained its focus on regeneration of theacademic workforce throughout 2011. Continueddevelopment and facilitation of the Early Career AcademicRecruitment and Development (ECARD), Middle-CareerAcademic Development (MCAD) and Sessional CareerAdvancement Development (SCAD) programs were integralto this effort. The ECARD program had 61 participants,MCAD had 32 participants and SCAD had 68 participants.QUT conducted its fifth staff opinion survey in 2011.These surveys are conducted every three years. The ratingfor the core dimension of ‘QUT satisfaction’ increased to79 per cent from the 2008 score of 71 per cent. A separatesurvey was conducted of sessional academic staff.The University cemented its position as one the nation’spreferred employers of women, with the ‘Employer ofChoice for Women’ award for the tenth consecutive year.QUT was one of 99 employing authorities across Australia toreceive this award.Outcomes and achievements against thekey priorities OF THE qut bLUEPRINTRecruitment and workforce development programsAn aim of the QUT Blueprint is to enhance QUT’s recruitmentand workforce development programs, including leadershipdevelopment. A number of programs were offered in 2011 foremployees to increase their leadership capabilities, includingthe Leading Others Program, Strategic Leadership Program,Women in Leadership, and the Senior Leadership GroupAnnual Conference. Leaders are increasingly engaging inindividual and executive team-based coaching to developperformance, improve engagement with staff, and toachieve change. Almost 100 staff participated in leadershipsurvey tools during 2011 with subsequent debriefings anddevelopment identified.Consultation occurred with senior staff on the developmentof a leadership capability framework. The framework willbe launched in 2012 with related capability developmentmodules available to selected senior staff in a pilotarrangement.A critical component of strategic planning is ensuring thatQUT’s workforce is aligned with the future directions definedin Blueprint 3. Workforce planning facilitates this by definingQUT’s future desired workforce and identifying strategiesthat will assist in achieving that workforce. The 2011Workforce Planning Review focused on academic workforceregeneration, workforce profile, and strengthening leadershipcapability for the period 2011–2014.Faculties and divisions considered workforce strategieswithin the framework of capacity, capability and culture(capacity: both actual number and deployment of positions;capability: knowledge and skill; culture: fostering successfulservice delivery and engaging the workforce).Workforce initiatives to ensure capabilities and knowledgeare retained and enhanced included the following staffdevelopment strategies:• ECARD, MCAD and SCAD programs• Coaching Conversations for Supervisors (performancemanagement)• ChangeWise and ChangeSMART – (changemanagement capability)• Responding to Emotional Behaviour, andCommunication – from Conflict to Resolutionand the following retention strategies:• reward and recognition programs including theVice-Chancellor’s Performance Fund and theVice-Chancellor’s Awards for Excellence• 2011 staff opinion survey of all staff and separate surveyof sessional academic staff• workload management strategies for academic staff• management support and engagement strategies forsessional academic staff• succession planning for key senior managementpositions.In 2011, 450 sessional academics attended the SessionalAcademic Program (SAP). In second semester a revised SAP,featuring a three-tiered suite of programs enabling sessionalstaff to build capacity over the semester, was piloted.Efforts were made to increase the number of externallyfunded fellowships. QUT submitted three ARC LaureateFellowships and was successful in receiving one, andsubmitted 10 Future Fellowships and was successful inreceiving four.Building academic quality and achieving majordemographic changeQUT aims to maintain the momentum of building academicquality and achieving major demographic change byrecruiting 500 people to the ECARD program and appointing75 research capacity professors by 2016, includingappropriate proportions of women and Indigenous people.During 2011 work towards realising this objective includedthe appointment of three research capacity buildingprofessors, bringing the total number of appointmentsPAGE 29 | QUT ANNUAL REPORT 2011
Page 6 and 7: QUT’s vision and valuesThe QUT Bl
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Queensland University of Technology 2011 Annual Report - QUT

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