ORGANISATIONAL AND PROFESSIONAL DEVELOPMENT POLICY


Date approved:	13 July 2010	Date Policy will take effect:	On approval	Date of Next Review:	July 2013
Approved by:	Administrative Committee
Custodian title & e-mail address:	Manager, Professional & Organisational Development Services pods@uow.edu.au
Author:	Manager, Professional & Organisational Development Services
Responsible Faculty/ Division & Unit:	Professional & Organisational Development Services, Human Resources Division
Supporting documents, procedures & forms of this policy:	Advertising Internal General Staff Secondment Procedure
References & Legislation:	Recruitment & Selection Policy Attraction & Retention Allowance Policy Development Program Assistance Policy Study Allowance Policy Study Time Policy Supplementary Funding Policy Performance Planner Guidelines Postgraduate Sponsorship Program Guidelines Academic Study and Conference Leave Policy Performance Enhancement and Career Development Record
Audience:	Public – accessible to anyone
Expiry Date of Policy:	Not applicable

Contents

1 Purpose of Policy 2
2 Definitions 2
3 Application & Scope 2
4 Aims 2
5 Roles & Responsibilities 3
6 Organisational Development Strategies 4
7 Version Control and Change History 5

1 Purpose of Policy

1. The University of Wollongong recognises that the ability to fulfil its mission relies heavily on the expertise, enthusiasm and engagement of its staff. The recruitment, retention and development of versatile, skilled and committed staff who can respond creatively to challenges and opportunities is a strategic goal of the University.
2. It is critical for the University to develop the knowledge and skills of individuals as well as the organisation in order to meet its strategic goals and initiatives.
3. The University is therefore committed to enabling individuals, teams and work units to carry out their duties effectively and realise their full potential. This is reflected in a broad range of initiatives supporting current and emerging development needs. Initiatives are regularly evaluated and where necessary revised to ensure effective targeting of effort and resources.

2 Definitions

Word/Term	Definition
Organisational Development	Developing the organisation and its people to function effectively in order to achieve short and long term goals and objectives. Organisational development focuses on ongoing improvement within a constantly changing environment.
Professional Development	Enhances staff members’ or teams’ knowledge, skills and attitudes relevant to their current work or to future roles.
Career Development	Focuses on assisting individuals with the progression of their career in the context of their work, and lifelong learning.

3 Application & Scope

1. The Organisational Development Policy covers organisational development strategies, professional and career development initiatives for members of Academic and General Staff appointed on a permanent or limited term basis. In general the initiatives only apply to Casual staff where specifically identified.
2. University of Wollongong is committed to the individual development of staff and they are encouraged to continue their development throughout their career at UOW. The University recognises that this development is integral to both personal job satisfaction and reward and to the advancement of the organisation.

4 Aims

1. This policy aims to set out a framework for effective organisational development. Outcomes will include:

a. an enhanced ability to meet University strategic goals;
b. development of leadership capabilities;
c. ensuring the health and well being of the organisation and its staff;
d. improved problem solving;
e. strengthened capacity for system and process improvement;
f. retention of high performing staff;
g. regular and continuing opportunities for all employees to formulate meaningful and achievable career plans and goals;
h. a supportive climate and open communication style that encourages participation of staff and management in the design and revision of organisational, professional and career development systems;
i. increased capacity of staff to initiate and respond constructively to change; and
j. enhanced team effectiveness enabling groups to respond to the challenges placed on them by organisational change at faculty, school or unit level.

5 Roles & Responsibilities

1. The effective implementation of organisational, professional and career development is the joint responsibility of the organisation, managers and supervisors and individual staff members.

Organisation

2. The responsibilities of the organisation are:

a. providing support and guidance on organisational development both to individuals and managers;
b. providing internal professional development opportunities that help meet the University’s vision and goals;
c. development and promotion of career development initiatives;
d. providing support and leadership development opportunities for all staff who are responsible for leading or managing others;
e. monitoring the effectiveness of organisational development strategy; and
f. providing advice and support for ongoing change initiatives.

Managers/Supervisors

3. The responsibilities of Managers/Supervisors are:

a. ensuring that all staff receive appropriate initial training and induction;
b. assisting staff to develop their performance, both in their current role and in meeting the changing requirements of their role, in order to contribute effectively to their unit or divisional plan;
c. assisting staff members to regularly define, develop and refine their career goals, skills, attributes and responsibilities (career planning);
d. identify group/team development needs;
e. evaluating the effectiveness of training and development undertaken by staff; and
f. conducting annual Performance Planner/Agreement (General Staff) or Performance Enhancement and Career Development Record (Academic Staff) discussions with staff.

Individual Staff Members

4. The responsibilities of individual staff are:

a. identifying their development needs (in consultation with their supervisor) ;
b. discussing and prioritising their professional and career development needs with their manager/supervisor within the context of the needs of the Unit;
c. seeking out and participating in forms of professional and career development that will assist in meeting agreed needs;
d. applying new knowledge and skills in their work as appropriate;
e. undertaking their Performance Planner/Agreement (General Staff) or Performance Enhancement and Career Development Record (Academic Staff) discussions with their supervisor;
f. commitment and willingness to develop skills in order to keep up to date with relevant technical and professional areas; and
g. undertaking any statutory training that is required by the University.

6 Organisational Development Strategies

1. The University has implemented a range of overarching organisational development initiatives which include:

a. leadership development programs;
b. mentoring and coaching;
c. reward and recognition strategies;
d. Performance Planner/Agreement (General Staff) and Performance Enhancement and Career Development Record (Academic Staff);
e. provision of in-house professional development to support individual and organisational learning and skill development (including specialist areas of teaching and learning, research and information technology);
f. study leave for Academics;
g. support for Deans and Directors in the implementation of change management initiatives;
h. strategic communication strategies;
i. leadership surveys; and
j. the UOW Workforce Survey.

2. The University conducts a range of regular Training Needs Analysis activities resulting in a core curriculum of training programs available to all staff. These programs will address training needs and skill requirements of staff at all levels. The core curriculum is advertised to staff via the Staff Development Calendar. Members of General Staff require supervisor approval to attend. Training initiatives include:

a. structured group training;
b. one-to-one consultations;
c. tailored programs delivered to specific work units;
d. on-line programs; and
e. support for attendance at external programs.

3. This is complemented by support for development of individuals through a range of programs (e.g. study time, study allowance, postgraduate sponsorship) which may include financial support and/or release from duties to attend study, conferences etc. These programs are regularly reviewed and advertised to staff. In each case, staff must satisfy the relevant criteria to be eligible for the support provided.
4. Career mobility initiatives encourage the broadening of staff members’ skills and experience, offering opportunities for growth and change and thus expanding career path potential. Career Mobility initiatives include but are not limited to placements on secondment, job rotation and job exchange. The University policy on secondments is contained within the Recruitment and Selection Policy.

7 Version Control and Change History

Version Control	Date Effective	Approved By	Amendment
1	13 July 2010	Administrative Committee	First Version – replaces Career Development Policy & Career Mobility Guideline
2	26 August 2010	Vice-Principal (Administration)	Updated to reflect divisional name change from Personnel Services to Human Resources Division