MANAGING STAFF WORKLOAD. 4.6.1 The University does not encourage or condone a workplace culture that requires Staff to work hours that are regularly in excess of their ordinary hours of work. Supervisors will ensure workloads for Staff are realistic and reasonable, distributed as equitably as possible and the process used in allocation is open and accountable.
4.6.2 A Staff Member’s workload will comprise activities consistent with their position description and will take into consideration the Staff Member’s level of appointment and ordinary hours of work.
4.6.3 Should a Staff Member or group of staff have a concern about their workload, the matter should initially be raised with their immediate Supervisor. The Supervisor will examine the concerns raised and attempt to resolve the matter. Indicators of an unreasonable workload may include:
(a) an ongoing requirement to work excessive hours;
(b) unsustainable work patterns;
(c) inequitable distribution of tasks within a team or work unit;
(d) inability to take annual leave;
(e) excessive work volume;
(f) high levels of staff turnover;
(g) decline in Staff Members motivation or performance.
4.6.4 If after 10 days the matter remains unresolved to the satisfaction of the Staff Member(s) or their Supervisor, either may make a written request to the Head for a workload assessment.
4.6.5 Upon receipt of a written request the Head will undertake a workload assessment in consultation with the relevant Supervisor and Staff Member(s). In carrying out a work load assessment the Head may also seek the assistance of the Director, Human Resources or nominee
4.6.6 The workload assessment will consider what data and evidence is required to establish the actual workload situation, including:
(a) actual hours worked, whether authorised or not;
(b) changes in staffing levels over time;
(c) changes in volume of work generally, and in any measurable transactions or relevant student/staff ratios;
(d) changes to the nature and requirements of work;
(e) the impact of deadlines and the cyclical arrangement of work;
(f) significant time in lieu accruals, use of personal leave, and other forms of leave;
(g) Staff Member(s) experiences and/or concerns.
4.6.7 The Head shall prepare and finalise a report within four (4) weeks of receiving a written request for a workload assessment. The report will:
(a) address the specific concerns raised by the Supervisor or Staff Member(s);
(b) contain findings in respect of the relevant factual information referred to in s...
MANAGING STAFF WORKLOAD. 8.1 The objective of this clause is to ensure that workloads are equitable, transparent, and reasonable within the ordinary hours of duty and without risks to health and safety.
8.2 The allocation of work will be determined, in consultation with the staff member, by the staff member’s supervisor. Workloads will take into consideration the staff member’s level of appointment and time fraction and the importance of maintaining an appropriate balance between work and family/community life.
8.3 In determining whether work or workloads are reasonable or unreasonable the following must be taken into account:
(i) any risk to the staff member’s health, safety and welfare;
(ii) the needs of the University;
(iii) the nature of the staff member’s role, and their level of responsibility;
(iv) the staff member's personal circumstances including any family and/or carer responsibilities; and
(v) any other relevant matter.
8.4 A staff member’s concerns about workload should be raised with the supervisor in the first instance. The supervisor and staff member will meet to discuss and attempt to resolve the staff member’s concerns about workload.
8.5 If the staff member’s concerns remain unresolved, the issue should be raised with the appropriate Director or equivalent.
8.6 If the staff member believes the issue is still not resolved, the matter may be referred by the staff member to the Director, People and Workforce Strategy who will investigate the matter and make a recommendation to resolve the matter.
8.7 Broad, systemic workload concerns are to be raised directly with the Director, People and Workforce Strategy or through the Teachers Consultative Committee.
(i) the ongoing need to work excessive hours;
(ii) excessive overtime;
(iii) the inability for staff members to clear accrued leave or TOIL.
MANAGING STAFF WORKLOAD. Teachers
