Principal Induction Toolkit

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Human Resources

Workforce management

Workforce management combines effective workforce planning and personnel administration. This makes workforce management a pre-requisite for the effective delivery of the strategic plan goals and targets.

Key human resource decision-making is located at the school level and resources are provided through the Student Resource Package (SRP). This level of control over key resource allocation decisions means workforce planning is essential to ensure that resource allocation is effective and targeted to the educational needs of the school.

The Student Resource Package Planner is a modelling tool that allows principals and other school planners to model the impact of enrolment variations and other changes on the Student Resource Package, and build an overall workforce plan that acknowledges current salary commitments for staff and considers the affordability of planned changes. The SRP Planner allows schools to develop a 1-year, 2-year or 3-year plan and includes useful analytical tools and graphical information.

Employment framework

Members of the Teaching Service (principal class, teacher class and education support class) are employed under the Education and Training Reform Act 2006.

The Minister for Education has the power under the Act to make orders relating to the employment conditions and salaries of members of the Teaching Service employed by the Department or persons employed by school councils.

Under the Act the Secretary has personnel powers and functions that provide for the administration and the management of Department employees. Some of these functions and powers have been delegated to principals.

Employees also have their terms and conditions set out in workplace agreements. Members of the principal class enter a contract of employment with the Department.

Principals may generally rely upon Department policy and guidelines but are encouraged to familiarise themselves with the legislative framework.

Equal opportunity and diversity

As an educational institution and an employer, the Department must comply with Commonwealth and State anti-discrimination legislation.  The key pieces of legislation are: the Charter of Human Rights and Responsibilities 2006 (Vic); the Equal Opportunity Act 1995 (Vic); the Racial and Religious Tolerance Act 2001 (Vic).

The Department’s equal opportunity and diversity policies and guidelines are designed to

  • ensure that our early childhood and education sectors are compliant with human rights and equal opportunity legislation and that schools and all department work places are accessible, diverse, inclusive, safe and free from unlawful discrimination and harassment
  • reflect the diversity of the Victorian community within the workforce
  • assist principals and managers to consider the implications of diversity and equal opportunity in managing employees
  • provide access to practical tools and employee training to build fair and inclusive workplaces

The objectives of the Equal Opportunity Act 1995 are to provide equality of opportunity and eliminate discrimination on the basis of age, breastfeeding, gender identity, impairment, industrial activity, lawful sexual activity, marital status, parental status or status as carer, physical features, political belief or activity, pregnancy, race, religious belief or activity, sex, sexual orientation and personal association (with a person who is identified by reference to any of the above attributes); to eliminate sexual harassment; and to provide redress for people who have been discriminated against or sexually harassed.

Principals and School Councils need to consider their responsibilities seriously and are reminded that they may be named as respondents to any equal opportunity or sexual harassment complaint and may be liable for any discrimination or sexual harassment held

Suggested references

 

Recruitment and staffing

The recruitment and staffing policies for school staff are designed to:

  • provide a recruitment system, Recruitment Online, that takes advantage of web based technology and enables schools to advertise and fill vacancies through an online system;
  • provide flexibility to schools through the capacity to offer ongoing, fixed term and casual employment in line with state wide policy guidelines;
  • maximise the incidence of ongoing employment;
  • provide the capacity to offer fixed term positions where agreed criteria are met;
  • make staffing decisions in line with workforce planning and employee needs;
  • provide a process to manage excess employees;
  • provide targeted recruitment programs to encourage the employment of teacher graduates and to assist schools to fill hard to staff areas in terms of subject areas or geographic location

Suggested references

Selection

Selection of all school based staff is delegated to school principals and undertaken through a local, merit based selection process including a review process available through the Merit Protection Boards. The selection process is designed to ensure that:

  • external and internal applicants are given equal opportunity to be considered for school based positions;
  • applicants are assessed on merit against known selection criteria through a process free from discrimination and bias;
  • selection is undertaken by a selection panel with expert knowledge of the position requirements and the learning and teaching policy of the school;
  • an independent statutory authority (Merit Protection Boards) may hear grievances raised regarding selection matters.

Suggested references

Staff performance and development

The performance and development arrangements for all school staff are designed to:

  • support the school in meeting its responsibilities to students, parents and to government through linking staff performance with achievement of school and government objectives;
  • provide feedback on performance which will support ongoing learning and development of staff with a focus on ways in which student learning can be improved;
  • enhance the capacity of staff in promotion positions to apply the leadership and management competencies required in their positions;
  • recognize effective performance through salary progression; and
  • provide a supportive environment for improving performance where the required standards are not met.

Flexible work

The Department's Flexible Work Options: achieving Work/Life Balance policy recognises the importance of flexible work options and family friendly work practices in maintaining a diverse, healthy and high performing workforce.

Under the Equal Opportunity Amendment (Family Responsibilities) Act 2008 the employer has an obligation to accommodate the responsibilities that an employee may have because of their parental status or status as a carer, unless that accommodation is not reasonable given the circumstances of the case and the needs of the workplace.  Principals must therefore seriously consider requests for flexible work arrangements from staff members who hold parent or carer responsibilities. Family Responsibilities - Guidelines for Employers and Employees

Flexible work options are defined as mutually agreed long-term or short-term changes to working time and leave arrangements within the context of organisational needs. Their successful implementation depends on employee and management knowledge, pre-planning, regular review, and the creation of a supportive workplace culture.

The policy provides the opportunity for all staff to be considered for flexible work arrangements regardless of their seniority. The Kit:

  • outlines the range of flexible work options available;
  • gives employees and ordered and structured method for submitting flexible work requests;
  • and provides detailed guidelines to assist managers with the negotiation, implementation and review of flexible work arrangements.

The Flexible Work Options Kit consists of:

Employee Health & Workcover

The Employee Health Unit (EHU) supports the integration of employee health, safety and wellbeing in schools and Department workplaces. EHU focuses on occupational health and safety (OHS) accountability, identification and prevention of hazards, OHS risk management, compliance with legislative requirements for health and safety and improved injury management systems. EHU provides principals and workplace managers with advice and support to meet these obligations. The unit has a strong focus on organisational health which considers improvements in culture, systems and procedures to enhance the health, wellbeing and productivity of individuals and the organisation.

Suggested references

NOTE: Regions are advised to contact the Employee Health Unit prior to conducting any induction training on Employee Health in relation to employee health and wellbeing.

Contact

Employee Health Branch, Phone: 9637 2385 or 9637 2367, employeehealth@edumail.vic.gov.au

Complaints, unsatisfactory performance and serious misconduct

The Department has a responsibility to ensure that employees maintain high standards of conduct and performance.

It is incumbent on a principal to act where a complaint, unsatisfactory performance or misconduct involving an employee is observed or brought to her or his attention, whether or not a formal complaint has been lodged.

In determining the appropriate action the principal, subject to satisfying any legal or policy requirements, should use his or her professional judgement to decide whether the matter should be dealt with under the applicable Guidelines for Managing Complaints, Unsatisfactory Performance and Serious Misconduct,  and if so, whether it should proceed under the complaints, unsatisfactory performance or serious misconduct procedures. The Department’s Conduct & Ethics Branch will provide advice and assistance on the appropriate course of action to take.

Where the matter involves the implementation of the unsatisfactory performance process, or misconduct including sexual harassment process, the Conduct & Ethics Branch must be contacted for advice regarding the appropriate course of action.

Comprehensive policy and information concerning the management of complaints, unsatisfactory performance and serious misconduct in relation to school based employees is available on the  Human Resources website

Note:   Regions are advised to contact the Conduct and Ethics Branch prior to conducting any induction training on managing complaints, unsatisfactory performance and serious misconduct.

Contact

Conduct and Ethics Branch Phone: 9637 2595 Fax: 9637 2430 white.carmel.t@edumail.vic.gov.au