Managing staff workload
18. MANAGING STAFF WORKLOAD
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.
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.
18.3 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.
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 Manager for a workload assessment.
18.5 Upon receipt of a written request the Manager will undertake a workload assessment in consultation with the relevant Supervisor and Staff Member(s). In carrying out a workload assessment the Manager may also seek the assistance of the Director, Human Resources or nominee.
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.
18.7 The Manager will prepare and finalise a report within 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 18.6 (a)–(g);
(c) make appropriate recommendations; and
(d) be provided to the relevant Supervisor and Staff Member(s).
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.
18.9 If the matter remains unresolved following finalisation of the report by the Manager, the Staff Member(s) may refer the matter to the Disputes Settling Procedures of this Agreement.
18.10 In addition to the above processes, the 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 PSIC identifies workload issues in particular work areas or certain structural factors, which are adversely impacting on workloads, the PSIC will discuss and recommend strategies to remedy the situation.