Professional Employee Workloads
V1
12Professional Employee Workloads
12.1 The University recognises the importance of ensuring that Professional employees Employees have a suitable workload. Managers and Supervisors of Professional employees Employees have the responsibility to manage actively, effectively and equitably the workloads and working hours of their employees and will take all reasonable positive steps to ensure that Professional employees Employees are not regularly working hours in excess of the ordinary hours of work provided by this Agreement.
12.2 The Management of Professional Staff Workloads – Guidelines, outline ways in which Supervisors and employees can should work together to effectively and responsibly manage workloads and working hours. These Guidelines should be read in conjunction with this Agreement but do not form part of this Agreement.
12.3 Consultation about workloads, and the allocation and monitoring of workloads, are a fundamental and necessary part of the Annual Performance and Development process and should be discussed on an ongoing and regular basis. The Organisational area’s Units review and future workplan will include, where reasonably practicable, consideration of individual workloads and the impact on workload of decisions relating to the replacement of Professional employees Employees on leave, the filling of vacancies and the planned introduction of new or changed services. The management of these arrangements will have regard to the hours of work provisions of this Agreement, the sustainability of workloads, access to leave and to employee development opportunities and work life balance.
12.4 Where there are workload concerns that affect more than one (1)1Professional employeeEmployee, reports relating to workload in an Organisational Unit or work unit may be requested through the Professional Staff Consultative Committee.
12.5 Should an Professionalemployee Employee have concerns about the workload that has been assigned to them by their Supervisor or manager, the Professional employee Employee (or their Representative) may raise the matter in writing in the first instance with their Supervisor.
12.6 Should the matter not be resolved through these discussions,following the process in clause 12.5, the Professional employee Employee may refer the matter in writing to the next level of management for review. Where the concerns remain unresolved, an Professional employee Employee or their representative can utilise the dispute settlement procedure under clause 18. The next level of management will provide a written response.
12.7 Should the matter not be resolved following the process in 12.5 and 12.6, the Professional Employee may refer the matter in writing to the Chief Human Resources Officer, or nominee to conduct a review of the written materials referred to in clauses 12.5 and 12.6. The Professional Employee will be provided with a written response and any decision under clause 12.7 will be final.
V2
12 Professional Employee Workloads
12.1 The University recognises the importance of ensuring that Professional employees Employees have a suitable workload. Managers and Supervisors of Professional employees Employees have the responsibility to manage actively, effectively and equitably the workloads and working hours of their employees and will take all reasonable positive steps to ensure that Professional employees Employees are not regularly working hours in excess of the ordinary hours of work provided by this Agreement.
12.2 The Management of Professional Staff Workloads – Guidelines, outline ways in which Supervisors and employees can should work together to effectively and responsibly manage workloads and working hours. These Guidelines should be read in conjunction with this Agreement but do not form part of this Agreement.
12.3 Consultation about workloads, and the allocation and monitoring of workloads, are a fundamental and necessary part of the Annual Performance and Development process and should be discussed on an ongoing and regular basis. The Organisational area’s Units review and future workplan will include, where reasonably practicable, consideration of individual workloads and the impact on workload of decisions relating to the replacement of Professional employees Employees on leave, the filling of vacancies and the planned introduction of new or changed services. The management of these arrangements will have regard to the hours of work provisions of this Agreement, the sustainability of workloads, access to leave and to employee development opportunities and work life balance.
12.4 Where there are workload concerns that affect more than one (1)1Professional employeeEmployee, reports relating to workload in an Organisational Unit or work unit may be requested through the Professional Staff Consultative Committee.
12.5 Should an Professionalemployee Employee have concerns about the workload that has been assigned to them by their Supervisor or manager, the Professional employee Employee (or their Representative) may raise the matter in writing in the first instance with their Supervisor.
12.6 Should the matter not be resolved through these discussions,following the process in clause 12.5, the Professional employee Employee may refer the matter in writing to the next level of management for review. Where the concerns remain unresolved, an Professional employee Employee or their representative can utilise the dispute settlement procedure under clause 18. The next level of management will provide a written response.
12.7 Should the matter not be resolved following the process in 12.5 and 12.6, the Professional Employee may refer the matter in writing to the Chief Human Resources Officer, or nominee to conduct a review of the written materials referred to in clauses 12.5 and 12.6. The Professional Employee will be provided with a written response and any decision under clause 12.7 will be final.
12.8 Nothing in this clause prevents a Professional Employee or their representative from notifying a dispute under clause X (Dispute Avoidance and Settlement Procedures).