(1) The University of Western Sydney (UWS) is committed to providing a supportive and rewarding environment for employees and recognises that the quality, responsiveness and professionalism of its workforce are inextricably linked to the University's achievement of its mission and strategic direction. (2) The purpose of the Professional Development Policy is to encourage and support employees to actively pursue their professional and career development as an integral element of their employment with the University. The University acknowledges that continuing professional development contributes to personal job satisfaction, workplace productivity, reward and recognition. (3) This policy applies to all UWS employees, both academic and general, and sets out the principles that underpin professional development at UWS. (4) This policy should be read in conjunction with the relevant Clauses of the UWS General Staff Agreement 2009 - 2012 and UWS Academic Staff Agreement 2009 - 2012 and any other applicable University policy or procedure. (5) For the purpose of this policy: (6) The University will identify organisational goals and priorities, and develop and implement a range of strategies and programs to enhance and build the capacity, skills and professionalism of employees to enable them to contribute effectively to the University's mission and strategic directions. The University is committed to providing employees with: (7) Organisational units are required to plan and prioritise the development needs of their employees in alignment with organisational goals. Supervisors and unit heads are expected to ensure equity of access to relevant professional development activities and opportunities. Employees are encouraged to take an active role in their own ongoing professional and career development and to apply their learning to its most effective use. (8) The principles that underpin the provision of professional development at the University comprise: (9) Employees and their supervisors should consider the various professional development activities that enhance organisational and individual development and capabilities. Formal and informal activities, processes and programs include: (10) Provision of resources for professional development including allocation of funding for professional development in all unit budgets and centrally funded internal professional development providers. (11) Opportunities for career development within the University through internal vacancies or the temporary appointment of employees to a higher classified position, secondments or job exchanges. (12) Academic development programs including orientation, induction and on-the-job training; career development and transition programs; teaching and learning support and programs; research supervision and support; undertaking research or project work; participating in internal or external committees or in University governance; and networking, coaching and mentoring programs. (13) Planning processes including organisational unit planning; identifying professional development plans and priorities by Heads of Units; ensuring equity of access to professional development for all employees; and individual development plans prepared as part of the University's performance, planning and development process for its employees. (14) Provision of professional development funding including support for attendance at internal and/or external professional development courses and conferences; Academic Development Program (ADP) for academic employees; support for ongoing accredited education; study and exam leave; and study visits. (15) Recognition of service to the profession including being a member of a professional board or committee, volunteering as a convenor of a professional forum or special interest group, judging or assessing professional excellence awards, acting as an assessor on a state or national accreditation committee, participating in a professional bodies' mentor program, writing articles for professional magazines or journals, participation in research related to the profession. (16) Recognition for other Continuing Professional Development activities including self-directed learning. (17) The University's Learning and Teaching Unit and the Office of Organisational Development (OOD) have primary responsibility for the provision of University wide academic development programs and activities. The Learning and Teaching Unit provides support and professional development for learning and teaching. OOD provides support for organisational development and individual and group learning and development. (18) Internal academic development programs will be informed by the University's strategic goals and priorities. Internal providers are funded by the University, and as a general principle, organisational units are not required to fund internal academic development programs other than to provide work time for employees to attend programs or to subsidise costs such as an external provider, catering or printing. (19) Where an organisational unit requests the Learning and Teaching Unit or OOD to develop and deliver a specific development program, the costs of development and delivery are to be met from the requesting unit's budget with costs agreed to as part of the planning process. (20) An important component of the University's performance, planning and development process is the planning and discussion of the employee's professional and career development such as undertaking professional development (short courses or conference), further studies, performing higher duties, undertaking a secondment, job exchange, study visit or other Continuing Professional Development activities. It is recommended that each employee develops, in consultation with their supervisor, an Individual Development Plan, and that the employee, with the support of their supervisor and unit head, actively implement the Individual Development Plan and summarise progress and outcomes of the plan at least annually as part of the annual performance planning and development process. (21) Supervisors have a responsibility to ensure the effective planning, support, monitoring and implementation of Individual Development Plans. The Unit Head or delegate, as part of the performance, planning and development process, must approve and support agreed individual development plans in line with organisational unit plans and budgets. (22) Unit heads should formulate an annual School or Unit Development Plan for their area of responsibility that identifies professional development priorities to support the achievement of operational goals and Division/School Plans and is informed by the University's strategic goals, organisational unit priorities and Individual Development Plans. (23) Unit heads should include in their annual reports, data on employee participation in and costs of professional development activities including participation in internal and external academic development programs, conferences, Academic Development Program for academic staff, study leave, secondments and exchanges. Annual reports should be provided to the Office of Organisational Development (OOD) detailing the organisational unit's Professional Development Plan and priorities to enable reporting at the organisational level to the University Executive. (24) Units are expected to fund professional development activities for academic and general employees. The budget allocation must be available to support professional development activity costs, including costs associated with the Educational Support Allowance, Study Leave, Academic Development Program, participation in short courses, conferences, secondments, job exchange and/or study visits. Unit heads must ensure equity of access for all employees when allocating resources for professional development. As a guide, a minimum of the equivalent of 2% of the salaries budget should be allocated to professional development. (25) The University provides an organisational induction program for new employees to ensure access to: (26) All new employees are required to participate in the University's induction program including completion of training and/or development in specified areas. Completion of relevant training is an aspect of the satisfactory completion of probation. These include but are not limited to training on statutory obligations and University policies, records management, equity and diversity, occupational health and safety, risk management, the University's information systems, supervisory responsibilities, and the University's performance, planning and development process. (27) Employees new to their roles and those who have not previously completed such training are also required to complete training in specified areas, as outlined in Clause (26). (28) Employees who are expected to undertake new tasks or roles are to be provided with on-the-job training or the opportunity to attend relevant training and development appropriate to organisational and individual needs. (29) Academic employees new to teaching are also required to complete a academic development program on learning and teaching at UWS and are encouraged to develop a Professional Portfolio that covers teaching, research, governance and engagement activities. Professional Portfolios may be used for the purposes of: (30) Supervisors of new employees or employees new to their roles are responsible for the induction of employees in the workplace by outlining the expectations of the role, responsibilities of the position, establishing a work plan and development plan, and ensuring the employee has adequate support, resources, equipment and training, and receives supervision on a regular basis. (31) All full-time and part-time ongoing employees and employees on fixed term contracts of 12 months or more are required to participate in the relevant performance, planning and development process appropriate to their employment classification. (32) A supervisor will meet at least annually with each employee who reports to them to discuss organisational unit goals, individual performance goals and work plans, and Individual Development Plans. (33) Continuing Professional Development (CPD) facilitates the recognition of employees as a professional group. A commitment to CPD by both managers and employees enables joint responsibility for demonstrating high professional standards; reviewing current knowledge and skills; building professional capabilities; continuous quality improvement in work practices; and optimising career opportunities for employees. (34) CPD allows employees to actively participate in, track and monitor their continuing professional development and recognises the range of development activities that add to or broaden an individual's body of knowledge. CPD may include formal and informal, internal or external professional development activities such as formal short courses of study, seminars and conferences, work-based activities, professional network forums, and self-directed informal learning. (35) The undertaking of CPD activities should be discussed by the employee with their supervisor at the time of the annual performance, planning and development meeting and form part of the employee's Individual Development Plan. (36) A guideline of up to 105 hours of CPD every 3 years (or 35 hours over 12 months) is suggested, and allows for flexibility in planning and scheduling at the organisational unit and individual level. Within this framework, employees should undertake any mandatory or compliance-related training required from time to time as it relates to statutory or legal obligations or application of UWS policies or systems. Refer to the attached Guidelines. (37) An employee may attend a short course or conference that is directly relevant to the employee's work or career or professional development with the support of their unit head. Support will be in the form of granting work time to attend the short course or conference and/or a contribution towards the registration fee and travel costs to be met from the Unit budget. Delegations regarding the approval of travel are covered by Schedule A4 in the Delegations (Administrative) Policy. (38) Where an employee is required and directed by the unit head to undertake a course essential for carrying out their current duties, the Unit Head is expected to cover the cost of participation from the Unit budget. Where the employee initiates a request to attend a course or conference that is relevant to the employee's work, the Unit Head may approve a contribution towards the total cost of participation. (39) Employees seeking to attend a short course or conference should discuss this with their supervisor and apply in writing to their Unit Head. The application should include the following: (40) Where a Unit Head does not support an application to attend a short course or conference they should provide a reason to the employee in writing. (41) Tenured academic employees are eligible to apply for a Academic Development Program (ADP) which is designed to support academic staff in a period of sustained professional development. Details regarding eligibility, how to apply, the application form, and the approval process are provided in the Academic Development Program (ADP) for Academic Staff Policy. (42) An employee undertaking an approved formal award course may be eligible for education support in the form of paid study leave, exam leave and/or an education support allowance. Education support is available to full-time or part-time employees who have completed a minimum of the equivalent of 12 months' full-time continuous service and who have satisfactorily completed the performance planning and development process. The approved study should be discussed by the employee with their supervisor at the time of the performance planning and development meeting and form part of the employee's individual development plan. (43) Decisions on the relevance of the course in enabling an employee to advance into other areas or positions within the higher education sector are to be made by the employee's supervisor and supported by the Unit Head. Advice may be sought from the Director, Organisational Development or the Head, Learning and Teaching Unit. (44) Study leave may be used to undertake activities directly related to and required by the approved course of study, for example, to attend weekly lectures or a residential program, course related research, or practicum. Where an employee is undertaking study where face-to-face learning is not required, the employee must provide documentation from the provider regarding the equivalent number of hours' study commitment (equivalent to attending weekly lectures) to satisfy course requirements. (45) The maximum study leave entitlement will be applied pro-rata for part-time employees in accordance with the fraction that their position represents of a full-time position at the time of application and for the period of the study leave. (46) Study leave will be granted only once in respect of a subject. Where an employee fails a subject no further leave will be granted for that subject or an equivalent subject. (47) Study leave for completion of postgraduate research studies will be granted subject to the employee meeting the requirements for satisfactory progression and for completion within the maximum time limit allowed. (48) Study leave may be used on a per week basis or accumulated and used in a block period. Study leave must have prior approval of the supervisor and Unit Head. The nature and extent of study leave will be determined as part of the annual performance, planning and development process, workload negotiation process and in accordance with the relevant University policies. In the event that an application for study leave to undertake an approved formal award course is not approved, reasons for the decision are to be provided to the employee. (49) An employee undertaking an approved formal award course is entitled to take up to 5 hours paid leave per week to attend lectures. Study leave will be calculated on the basis of one 0.5 hour for each hour of face-to-face learning for each subject undertaken. The maximum grant of study leave per subject undertaken is 2.5 hours per week, and the total maximum grant per week is 5 hours. This time may be accumulated to a maximum of 35 hours in any semester. Arrangements for taking leave are to be agreed between the employee and their supervisor and approved by the Unit Head. (50) An employee required to undertake, for example, a practicum or to attend a residential program to satisfy course requirements may apply for up to 35 hours block study leave in any semester within the maximum grant of study leave. If the time needed exceeds this amount, the balance should be taken from other forms of leave such as annual leave. (51) Employees must provide evidence of satisfactory progress to their Unit Head. (52) Eligible employees enrolled in an approved formal award course will be granted paid leave to undertake an examination. Exam leave will be limited to the time necessary to complete the examination and does not include travel time. Exam leave is additional to any study leave granted. A leave form must be completed. (53) The University will provide support to employees enrolled in an approved formal award course through payment of an Education Support Allowance. The Education Support Allowance is for assistance with course fees, purchase of text books or course materials. (54) The Education Support Allowance is to be approved by the Unit Head and paid from the Unit budget. The Education Support Allowance is $2,000 per person per annum where the employee is enrolled for a full academic year or two or more subjects. When an employee is enrolled for less than a full academic year or for one subject, the allowance is $1,000. The amount will be set by the Vice-Chancellor and reviewed periodically. Refer to the Education Support Allowance Schedule. (55) The employee should discuss their proposed studies with their supervisor as part of the performance planning and development process. To be eligible for the allowance the employee must provide evidence that they are enrolled in an approved formal award course. (56) The Education Support Allowance will be granted only once in respect of a subject in a course. Where an employee fails a subject, no further support will be granted for that subject or an equivalent subject. (57) Employees should complete the Education Support Allowance Application Form within 2 months of receiving the results of the subjects they enrolled in. The allowance is to be approved by the Unit Head then forwarded to the Office of People and Culture for processing. The Education Support Allowance will be paid via the payroll as a taxable allowance. (58) A temporary appointment to perform the duties of a higher classified position provides eligible staff with a career development opportunity. An opportunity for higher duties may arise through the taking of leave, secondment or resignation of another employee who is at a higher classified position and is generally a short term appointment. Appointment to a higher classified position is covered in the Recruitment and Selection Policy. (59) A secondment provides an eligible employee with a career development opportunity. Where a vacancy is advertised internally for a specified period of time and an eligible employee is selected as the preferred applicant, the employee may be seconded from their substantive position for the duration of the vacancy. Appointment by secondment, eligibility, approval and associated conditions are covered in the Recruitment and Selection Policy. (60) The opportunity for a secondment or other forms of career development should be discussed by the employee with their supervisor at the time of the annual performance planning and development meeting and form part of the employee's individual development plan. (61) The University recognises the important relationships between Schools and Divisions and supports a program where employees are encouraged to participate in a job exchange within or between the Schools or Divisions. (62) The most appropriate conditions for an exchange are those which provide employees with a professional or career development opportunity and enable suitably qualified and skilled employees to exchange positions. (63) An internal job exchange is a two-way opportunity where both substantive positions involved in the exchange will be staffed for the entire duration of the approved exchange period. This differs from an internal secondment where an individual employee moves to another unit and their substantive role is not automatically filled. While the University recognises the importance and value of job exchange opportunities, an exchange may not be possible in all circumstances. (64) All ongoing full-time employees who have completed a minimum of the equivalent of 12 months' continuous service and who have completed performance planning and development may be considered for participation in a job exchange program. Refer to the attached Guidelines for eligibility, application process and conditions. (65) An external secondment is an arrangement made with the mutual consent of the University and an employee where the University agrees to make the employee available under specific agreed conditions to work with another employer (host organisation) for a specified period of time. The opportunity for a secondment or exchange or other forms of career development should be discussed by the employee with their supervisor at the time of the annual performance, planning and development meeting and form part of the employee's Individual Development Plan. (66) An external exchange is a placement of a UWS employee with another University or organisation either in Australia or overseas. External exchanges normally involve a reciprocal visit by a staff member from the other organisation or University. The conditions of an external exchange must be negotiated and agreed by both organisations including details of functional placement, cost responsibilities and insurances. (67) The employee and their supervisor may initiate applications for a secondment or exchange. All details of the proposed program including estimated costs and conditions of the secondment or exchange together with a written agreement by the host organisation are to be forwarded to the relevant Unit Head for approval. The Director, Organisational Development or the Executive Director, People and Culture will be available for advice in relation to the secondment or exchange during its operation. (68) All full-time or part-time employees who have completed a minimum of the equivalent of 12 months' full-time continuous service and who have satisfactorily completed performance planning and development may apply for a secondment or exchange. Refer to the attached Guidelines for eligibility, application process and conditions. (69) An employee may be eligible to undertake a study visit to another university(ies) or institution(s). A short study visit is usually from a few days to two weeks duration where an employee undertakes a study visit to a similar area or department at another university or institution. The purpose of a study visit is to further the employee's professional development and learn other business practices, processes or systems to support the implementation of improvements or organisational change initiatives at the University. (70) The opportunity to undertake a study visit or other forms of career development should be discussed by the employee with their supervisor at the time of the annual performance, planning and development meeting and form part of the employee's Individual Development Plan. (71) All full-time or part-time employees who have completed a minimum of the equivalent of 12 months' full-time continuous service and who have satisfactorily completed performance planning and development may apply for a secondment or exchange. Refer to the attached Guidelines for application process and conditions. (72) Annual monitoring and reporting of University wide professional development activities will be undertaken by the Office of Organisational Development and Learning and Teaching Unit. Reporting will include data on employee participation rates, outcomes of participation in, and costs of professional development activities and will be informed by management information systems data (Finance System, HRIS, Learning Management System) and by Unit Heads annual reports on Professional Development activities. (73) Unit Heads are responsible for implementing, monitoring and reporting on their Organisational Unit Professional Development Plans. (74) An annual Professional Development Report will be provided by the Director, Organisational Development and Head, Learning and Teaching Unit to the University Executive. Reports will also be provided to the Equity and Diversity Unit for external reporting and for internal monitoring of equity of access to academic development programs for employment equity groups, and to the Staff Liaison Committee and/ or Implementation Committee as required. (75) Continuing Professional Development Guidelines. (76) External Secondment or Exchange Guidelines. (77) Internal Job Exchange for General Employees Guidelines. (78) Study Visit Guidelines.Professional Development Policy
Section 1 - Purpose and Context
Section 2 - Definitions
Section 3 - Policy and Principles
Section 4 - Procedures
Part A - Internal University Professional Development Providers
Part B - Individual Development Plans
Part C - Organisational Unit Professional Development Plans
Part D - Allocation of Salaries Budget to Meet Professional Development
Part E - Induction
New Employees
Employees new to their roles
Teaching and Learning for Academics
Part F - Performance, Planning and Development
Part G - Continuing Professional Development
Part H - Short Courses and Conferences
Part I - Academic Development Program (ADP)
Part J - Education Support
Study Leave
Exam Leave
Education Support Allowance
Part K - Higher Duties
Part L - Internal Secondment
Part M - Internal Job Exchange Program for General Staff
Part N - External Secondment or External Exchange
Part O - Study Visit
Part P - Monitoring Access and Participation in Professional Development
Section 5 - Guidelines
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a. Approved formal award courses are courses that lead to a national qualification issued in the higher education sector and that are recognised under the Australian Qualifications Framework (AQF). Approved formal award courses must be relevant to the employee's current position or career and have significant value to both the individual and to the University.
Top of Pageb. Short Courses are courses of short duration that are normally from half a day to five days in length, run on consecutive days or over a period of time, offered by an external provider and which would not normally lead to a qualification under the AQF.
c. Professional Development includes the provision of learning and development opportunities and activities to extend and broaden the scope of professional capabilities of employees in relation to their role and responsibilities. Professional development activities build on the collective knowledge and experience of employees, and provide employees with opportunities to acquire, practice and adopt new knowledge, thereby enhancing individual, group and organisational learning and capabilities. Within this context:
i. Capabilities refer to the combination of attributes, qualities, skills, knowledge, and understanding of ethical principles that underpin the professional practices of employees and that enable a person to perform to a high standard in a given context and role.
ii. Career Development refers to the process of enabling employees to plan their careers and engage in career development activities that will improve their career prospects and job progression or promotion.
iii. Career Management refers to the process of actively planning, managing, developing and evaluating one's career.
iv. Continuing Professional Development facilitates recognition of employees as a professional group and reflects a commitment to demonstrating high professional standards, building professional capabilities, continuous quality improvement in work practices and optimising career opportunities.
a. The opportunity to develop capabilities that complement organisational and work unit goals.
b. The opportunity to develop a career plan and participate in career development activities that extend and enhance their capabilities and capacity for advancement within the University.
c. Equity of access to professional development opportunities.
a. Acknowledging Continuing Professional Development as a framework to support and encourage opportunities for continuous learning.
b. Ensuring equity of access to academic development programs, resources and support for particular groups and individuals.
c. Recognising that responsibility for professional development is shared between employees, supervisors and managers for the planning and undertaking of professional development relevant to their roles and responsibilities.
d. Ensuring the provision of training and development that meet the core requirements of the University's and employees' roles and responsibilities and that comply with statutory obligations and university policies.
e. Using performance planning and career development processes as the primary means of ensuring alignment between individual, unit, and organisational plans and priorities and identifying individual and work unit learning and development needs of employees.
f. Engaging in planning, development and continuous improvement of internal academic development programs.
g. Evaluating employee participation, outcomes and the relevance and quality of academic development programs on an ongoing basis.
a. Information on the University's Vision, Mission and Strategic Plan; Governance, statutory and policy framework; organisational structure; Code of Conduct and core values; and conditions of employment; and
b. Support, development and training in core skills or capabilities required for the carrying out of duties related to the position.
a. Probationary review before confirmation of ongoing appointment
b. Annual Performance, Planning and Development
c. Promotions application
a. Description of the course or conference.
b. Expected outcomes from participating in the course or conference.
c. Costs and financial assistance applied for to attend the course or conference.
d. Recommendation and support for participating in the course or conference by the line supervisor.