Common use of MANAGING STAFF WORKLOAD Clause in Contracts

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 sub clause 4.6.6 (a) (g); (c) make appropriate recommendations; and (d) be provided to the relevant Supervisor and Staff Member(s). 4.6.8 Where, following a workload assessment, it is established that the Staff Member(s) is/are undertaking an unreasonable workload the University will take appropriate steps to address the Staff Member(s) workload. 4.6.9 If the matter remains unresolved following finalisation of the report by the Head, the Staff Member(s) may refer the matter to the Disputes Settling Procedures of this Agreement. 4.6.10 In addition to the above processes, the Macquarie University Consultative Committee (MUCC) will review workloads of Professional Staff groups or work areas across the University from time to time. This will generally be done on an informal basis but may involve initiatives such as workplace surveys and focus groups. If the MUCC identifies workload issues in particular work areas or certain structural factors, which are adversely impacting on workloads, the MUCC will discuss and recommend strategies to remedy the situation.

MANAGING STAFF WORKLOAD. 4.6.1 18.1 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 18.2 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 18.3 Should a Staff Member or group of staff 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 Staff turnover; (g) decline in Staff Members motivation or performance. 4.6.4 18.4 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 Manager for a workload assessment. 4.6.5 18.5 Upon receipt of a written request the Head Manager will undertake a workload assessment in consultation with the relevant Supervisor and Staff Member(s). In carrying out a work load workload assessment the Head Manager may also seek the assistance of the Director, Human Resources or nominee. 4.6.6 18.6 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 18.7 The Head shall Manager will prepare and finalise a report within four (4) 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 sub sub-clause 4.6.6 18.6 (a) (ga)–(g); (c) make appropriate recommendations; and (d) be provided to the relevant Supervisor and Staff Member(s). 4.6.8 18.8 Where, following a workload assessment, it is established that the Staff Member(s) is/are undertaking an unreasonable workload the University will take appropriate steps to address the Staff Member(s) workload. 4.6.9 18.9 If the matter remains unresolved following finalisation of the report by the HeadManager, the Staff Member(s) may refer the matter to the Disputes Settling Procedures of this Agreement. 4.6.10 18.10 In addition to the above processes, the Macquarie University Consultative Committee (MUCC) will PSIC may review workloads of Professional Staff groups or work areas across the University from time to time. This will generally be done on an informal basis but may involve initiatives such as workplace surveys and focus groups. If the MUCC PSIC identifies workload issues in particular work areas or certain structural factors, which are adversely impacting on workloads, the MUCC PSIC will discuss and recommend strategies to remedy the situation.

MANAGING STAFF WORKLOAD. 4.6.1 8.1 The University does not encourage or condone a workplace culture objective of this clause is to ensure that requires Staff to work hours that workloads are regularly in excess of their equitable, transparent, and reasonable within the ordinary hours of work. Supervisors will ensure workloads for Staff are realistic duty and reasonable, distributed as equitably as possible without risks to health and the process used in allocation is open and accountablesafety. 4.6.2 A Staff Member’s workload will comprise activities consistent with their position description and 8.2 Workloads will take into consideration the Staff Memberstaff member’s level of appointment and ordinary hours time fraction and the importance of workmaintaining an appropriate balance between work and family/community life. 4.6.3 Should a Staff Member 8.3 In determining whether work or group 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 have a concern 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 their workload, the matter workload should initially be raised with their immediate Supervisorthe supervisor in the first instance. The Supervisor supervisor and staff member will examine the concerns raised 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. Indicators of an unreasonable . 8.7 Broad, systemic workload may concerns are to be raised directly with the Director, People and Workforce Strategy or through the Professional Staff Consultative Committee. 8.8 In assessing workload concerns, primary indicators to be considered include: (ai) an the ongoing requirement need to work excessive hours; (bii) unsustainable work patternsexcessive overtime; (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; (eiii) 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 concernsinability for staff members to clear accrued leave or flex credits. 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 sub clause 4.6.6 (a) (g); (c) make appropriate recommendations; and (d) be provided to the relevant Supervisor and Staff Member(s). 4.6.8 Where, following a workload assessment, it is established that the Staff Member(s) is/are undertaking an unreasonable workload the University will take appropriate steps to address the Staff Member(s) workload. 4.6.9 If the matter remains unresolved following finalisation of the report by the Head, the Staff Member(s) may refer the matter to the Disputes Settling Procedures of this Agreement. 4.6.10 In addition to the above processes, the Macquarie University Consultative Committee (MUCC) will review workloads of Professional Staff groups or work areas across the University from time to time. This will generally be done on an informal basis but may involve initiatives such as workplace surveys and focus groups. If the MUCC identifies workload issues in particular work areas or certain structural factors, which are adversely impacting on workloads, the MUCC will discuss and recommend strategies to remedy the situation.