Schedules

SCHEDULE A
Classification and Salary Schedule

The rates set out in column B of the salary schedule provide for a 1.5% salary increase which shall apply from 8 December 2008.

The rates set out in column C of the salary schedule provide for a 1.5% salary increase which shall apply from 16 March 2009.

The rates set out in column D of the salary schedule provide for a 3% salary increase which shall apply from 9 November 2009.

Salary Schedule

* These points represent Salary Protection Points (SPP) and are not accessible to all employees.

WAGES STAFF TRANSLATION TABLES

The following job categories will be classified at the following HEE classification levels:

The following descriptors are the primary factor for determining the classification of positions at all levels.

Supervision is distinguished in these descriptors, from line management and management. Supervision refers to providing day to day guidance, straightforward rostering, assistance and control to staff. It includes on the job training, work allocation and attendance monitoring.

Close supervision

Clear and detailed instructions are provided. Tasks are covered by standard procedures. Deviation from procedures or unfamiliar situations are referred to higher levels. Work is regularly checked.

Routine supervision

Direction is provided on the tasks to be undertaken with some latitude to rearrange sequences and discriminate between established methods. Guidance on the approach to standard circumstances is provided in procedures, guidance on the approach to non-standard circumstances is provided by a supervisor. Checking is selective rather than constant.

General direction

Direction is provided on the assignments to be undertaken, with the occupant determining the appropriate use of established methods, tasks and sequences. There is some scope to determine an approach in the absence of established procedures or detailed instructions, but guidance is readily available. Performance is checked by assignment completion.

Broad direction

Direction is provided in terms of objectives which may require the planning of staff, time and material resources for their completion. Limited detailed guidance will be available and the development or modification of procedures by the employee may be required. Performance will be measured against objectives.

Line management refers to processes of reviewing performance against objectives and/or job requirements, of contributing to local procedures and job design to achieve section objectives, allocating resources within agreed levels and categories and participating in the selection and promotion of staff. Management adds to line management the setting of longer term priorities and objectives, the shaping of organisational structures and a greater influence over the size and composition of the resources available

Education, Training and Experience

The type and duration of formal education and training which the duties of the classification level typically require for effective performance. Education and training is the process of acquiring skills and knowledge through formal education, on-the-job instruction or exposure to procedures. Experience is the process of acquiring skills and knowledge through previous employment.

Supervision and Independence

This dimension covers both the way in which staff are supervised or managed and the role of staff in supervising or managing others. Independence is the extent to which a staff member is able (or allowed) to work effectively without supervision or direction.

Task level

The type, complexity and responsibility of tasks typically performed by staff within each classification level.

Organisational relationships and Impact

The level of knowledge and awareness of the organisation, its structure and functions that would be expected of staff at each proposed classification level, and the purposes to which that organisational knowledge may be put. Impact refers to the level of influence staff may have on the organisation.

Judgment and problem solving

Judgment is the ability to make sound decisions based on an understanding of relevant procedures and, recognising the consequences of decisions taken or actions performed. Problem solving is the process of defining or selecting the appropriate course of action.

This dimension looks at how much of each of these two qualities applies at each classification level.

1.   INTRODUCTION

The evaluation and classification of positions is a process which has been implemented at the University to ensure that positions with similar levels of duty and responsibility are accorded similar levels.

The University will evaluate the classification of positions for the following reasons:

• the creation of a new position;
• a request for reclassification;
• major changes to a position description;
• the advertising of a vacant position;
• an organisational restructure.

Determination of position classification will focus on two main factors consistent with the University’s Position Classification and Review Policy:

• Work Value Principles
• Broad Level Classification Descriptors

In addition, comparative positions will be considered to ensure equity and to produce a measurement of work value against a standard.

The classification process will deal with the assessment of the position and not the employee who may occupy the position. Any performance issues must be addressed by management as part of a separate process and as soon as they become evident.

2.   CLASSIFICATION REVIEW COMMITTEE

The Classification Review Committee is a part of the process for reclassification. The purpose of the committee is to review appeals and also to monitor trends and deal with major issues. The Committee would ensure equity and consistency in the classification process. The Director Human Resources would report to the Committee on any trends and major issues.

The Committee will meet on a quarterly basis, when required or more frequently as it determines:

• policy review, including monitoring and auditing;
• classification statistical review, unsuccessful applications, gender and diversity;
• classification appeals; and
• review of standard position descriptors.

The Committee may recommend an amendment to the effective date of classification where it can be shown that there has been an excessive delay in the registering of an application with Human Resources.

The Committee may recommend that the applicant submit an application for salary progression in the appropriate way.

Membership

The constitution of the Classification Review Committee is as follows:

• Director, Human Resources or nominee (Chair);
• Head or past Head (Vice-Chancellor’s nominee);
• Two (2) staff representatives selected by the Chair from a pool of four (4).elected Staff representatives on the basis of a relevant occupational group;
• A representative from the relevant Union; and
• Employee Relations Officer (Classifications)

In finalising membership for each Committee the aim should be to achieve a satisfactory balance in terms of classification levels and gender.

Membership will be for 3 years according to policy. The Committee will be authorised to make recommendation with a quorum of four members including at least 1 staff representative, 1 Union representative and the Chair.

3.   CHANGES TO A POSITION DESCRIPTION

Changes to a position description must be dealt with in accordance with University policy and where a position is occupied shall be done in consultation with the employee who holds that position.

4.   TIMELINE

The objective is to meet fair and reasonable timelines for processing all matters which are the subject of the University’s Position Classification and Review Policy.

These allowances will be varied on an annual basis each July to give effect to movements to the CPI Index.

1.   PRINCIPLES

That the redeployment, redundancy and retrenchment provisions herein shall be implemented to produce outcomes which are consistent with the following.

1. Employees are actively encouraged to participate in the restructuring of the University to improve productive performance and maximise its potential and actual growth in levels of service and achievement of its goals.
2. Retraining and/or reskilling will be provided where necessary to employees placed on the redeployment list with the aim of enhancing the employees' skills in order to match those skills required by the University.
3. Employees placed on the redeployment list who do not wish to accept redeployment will have, at their own discretion, the opportunity to terminate their services in accordance with these provisions.
4. The employee is informed of the options available.
5. Decisions take into account the preferences of employees placed on the redeployment list.
6. Employees' employment status is not altered as a result of becoming a redeployee.
7. Decisions and processes embody the principles of natural justice, are documented and are capable of review.
8. The redeployment of an employee should not be a process for the management of performance issues.
9. Appropriate confidentiality is maintained.

2.   APPLICATION

The provisions of this clause apply to general staff of the University who hold ongoing appointments.

3.   DEFINITIONS

3.1   “On going appointment” means an engagement which requires the appointee to work full time or part time on a continuing basis until the employee –

1. retires at or over the age of 55 or is retired by the University on the grounds of ill health or for any other cause;
2. resigns;
3. is dismissed; or
4. is retrenched.

3.2   “Retrenchment” or “Redundancy” means a situation where a job performed by an employee ceases to exist or becomes surplus to requirements as a result of:

1. financial and staffing constraints leading to the rearrangement of functions or classifications;
2. a decision by the University to discontinue or curtail a particular service or activity;
3. reduced demand or other workload factors;
4. technological change and development;
5. statutory change.

3.3   “Redeployment” means a situation where the position occupied by the employee is identified as redundant and the University determines that the employee can be transferred to suitable alternative employment elsewhere in the University.

3.4   “Suitable alternative employment” shall be defined as that which provides the employee with a position which –

1. does not alter the employee’s ongoing status;
2. has a wage or salary as close as possible (but not less) to that of the employee’s existing position provided that in accordance with the provisions of subclause 9 of this clause the employee may agree to accept a lesser wage or salary if redeployed to a lower classified position;
3. has regard to
   1. the relevance of the duties and responsibilities and selection criteria of the position, to the qualifications, experience and competence of the employee; and
   2. the ordinary hours of duty being in general no less than those worked by the employee in their original position.
4. the employee is capable of being trained to perform the full range of duties of the position within a reasonable time period.

3.5   “Redeployment List” means a list of staff occupying positions identified as being excess to the University’s requirement.

3.6   “Work area” will normally refer to a department or administrative section within the University.

4.   REDUCTION OF POSITION FRACTION

Where a full time position becomes part time because the requirements of the job have decreased and the occupant of the position is made part time as a result of the decreased requirements the following shall apply:

1. the employee may request redeployment to a full time position or full time status;
2. where the employee has requested redeployment the University shall attempt to find suitable alternative employment in accordance with these provisions;
3. the employee has no entitlement to receive and the University may not make any pro rata severance payments as a result of an employee converting to part time employment.

5.   REDUNDANCY

1. No employee shall be entitled to receive a promotion as a consequence of being declared redundant.
2. Where potential redundancy situations arise the University shall provide written advice to the employee/s. Such advice shall detail the reasons for the potential redundancy or redundancies. An employee may request that their employee representative be involved.
3. An employee who has been notified that their position is redundant shall be given a minimum period of four weeks to notify the University, in writing, whether or not they wish to be considered for redeployment.

6.   REDEPLOYMENT

1. Where an employee elects to be considered for redeployment in accordance with sub-clause 5, the University shall attempt to find suitable alternative employment for a period of up to six months from the date that the employee was notified that the position they occupy is surplus to the University’s requirements.
2. The suitability of alternative employment or training shall be determined after consultation with the employer and employee in accordance with subclause (1) of this clause and having regard for the particular circumstances of each employee.
3. Human Resources shall be responsible for identifying all vacancies which may be suitable for redeployees.
4. Once such positions have been identified every endeavour will be made to facilitate the initial trial placement of the redeployee to the position. This will include a requirement that the redeployee be interviewed by the Head and the relevant school/section staff prior to the advertisement of the vacant position.
5. As a result of the interview process should it be determined that the redeployee is not able to demonstrate that he/she meets the essential criteria for the position the Head shall provide written reasons detailing why the redeployee is not suitable. This information is to be forwarded to the Director Human Resources through the Dean.
6. The Director Human Resources is responsible for reviewing the report submitted and providing clearance for the vacant position to be advertised.
7. The Director of Human Resources may direct that a redeployee be placed in a position for which they are suitable.
8. During the redeployment period the employee may be directed by the University to clear all accrued and banked flexi leave and accrued time off in lieu.

7.   ELECTION

1. While on redeployment, an employee may elect to leave the services of the employer.
2. Where an employee does elect to leave the services of the employer, and provided that there is at least four weeks remaining of the maximum six month redeployment period the employee will receive four weeks pay in lieu of notice.
3. An employee who does not elect to be redeployed will be given eight weeks notice of the date on which he or she will be retrenched, or will be given payment in lieu of all or part of this notice.
4. An employee who elects to leave the service of an employer shall be paid the severance and other payments prescribed by subclause (12) of this clause.

8.   TERMINATION

1. An employee who elects to be redeployed under this clause may be terminated by the University by the giving of four weeks’ notice or payment in lieu of all or part of this notice, on the grounds that successful redeployment is no longer considered possible. Provided that notice under this provision shall not be given until a period of four months has elapsed since the employee was notified, in accordance with the provisions of subclause 6(1), that the position they occupy is surplus to requirements.
   
   An employee whose services are terminated by the employer shall be paid the severance and other payments prescribed by subclause (12) of this clause.

9.   TRIAL PERIOD IN ALTERNATIVE EMPLOYMENT

1. An employee shall be granted a trial period of up to six (6) months in any alternative employment during or at the completion of which the employee may elect to resign if that employment is not suitable, in which case the employee shall receive the entitlements provided by subclause (12) of this clause.

10.   LEAVE AND ASSISTANCE TO SEEK ALTERNATIVE EMPLOYMENT

1. The employer shall facilitate redeployment by granting employees to be redeployed reasonable leave to attend interviews and career counselling without loss of pay.
2. By agreement between the employer and employee, leave without pay may be approved where it is sought by a redeployee as a means of exploring career options outside the University labour market.
   
   This period of leave without pay will not count as service for any reason. However, the employee’s service shall be deemed continuous and the employee retains the right to accept an offer of severance in accordance with subclause (12) prior to the completion of the period of leave without pay.
3. The employer shall provide assistance in the preparation of a resume and applications for employment.

11.   INCOME MAINTENANCE

1. Redeployment to a position which is classified at a lower level than the position previously occupied may only occur if the employee agrees to accept redeployment to such a position.
2. An employee who is redeployed to a position which is classified at a lower level than her or his previous classification level shall receive salary maintenance at her or his previous rate of pay for the position into which she or he has been redeployed for a period of 12 months.
3. Following this period the employee will be paid at the rate of pay for the position into which she or he has been redeployed.
4. For the purpose of subclauses 11(1) and 11(2), the total remuneration shall include allowances which represent:
   1. a relieving allowance that has been paid continuously for 12 months;
   2. an allowance which is paid on a regular basis and would continue to be paid during periods of annual leave and includes special allowances granted through salary progression.

12.   SEVERANCE

1. Each employee whose position has been identified as being surplus to the University’s requirements and who cannot be found suitable alternative employment and who elects to resign in accordance with sub-clause 5 or whose employment is terminated in accordance with sub-clause 6 shall be entitled to the benefits of this clause.
2. Severance Pay
   
   Each employee referred to in subclause (1) of this clause shall receive the following severance payment from the employer.
   1. Three weeks pay for each completed year of service for the first ten years and two weeks pay for each completed year of service for subsequent years to a maximum of 104 weeks.
      
      Where an employee has had periods of part time and full time employment their payment will be based on an average of the years worked full-time and the years worked part-time over their whole period of employment.
   2. 4 weeks’ pay at their substantive rate in lieu of notice, provided that in accordance with subclause 7(3) of this Schedule, an employee who does not elect to be redeployed shall receive eight weeks' pay in lieu of notice.
   3. Accrued annual leave entitlements.
   4. Accrued annual leave loading.
   5. Accrued long Service Leave entitlement
   6. Pro rata annual leave calculated in accordance with the relevant Award or Industrial Agreement.
   7. Pro rata long service leave.
   8. All accumulated or bank flexitime that can not be cleared.

13.   SUBSTITUTED REDEPLOYEE

1. Where an employee whose position is identified as surplus to requirements is able to carry out the duties and responsibilities of a equivalent position which has not been identified as surplus, the occupant of the equivalent position may with the approval of the employer elect to resign in place of the employee whose position has been identified as surplus to requirements. Where approval is given for this to occur the severance pay entitlements contained at subclause 12 of this clause will apply to the employee who has elected to resign.

14.   EMPLOYEES TO WHOM THESE PROVISIONS DO NOT APPLY

1. Employee retired on grounds of ill health.
2. Employees whose employment is terminated as a consequence of poor performance or misconduct on the part of the employee.
3. Casual employees.
4. Any employee who is transferred to alternative duties where such duties are within the limits of the employee’s skill, competence and training.
5. Employees to whom subclause 15 of this clause applies.
6. Employees who are on probation.
7. Employees engaged for a fixed term or for the duration of a specific project.

15.   RESTRUCTURES

Where a decision has been made to restructure a work area and positions have been identified as surplus to requirements, the employer shall transfer staff to vacant positions within the work area that are of the same classification and salary. The provisions of subclause 7 of this clause shall not apply in the case of employees transferred to vacant positions under the provisions of this clause.

16.   DISPUTE RESOLUTION PROCEDURES

Any dispute over the applications of these provisions will be dealt with in accordance with the dispute resolution procedures of this Agreement.

1   It is the intention of the University to ensure that all general staff fixed term contract positions be assessed at the end of their current contract to ensure that the future employment relationship matches the nature of the position. The four categories of employment are:

2.   Ongoing

3   General staff who are employed in positions at level HEE 10 or above are excluded from the application of the provisions below.

4   Ongoing contingent funded research contract of employment

5.   Fixed Term

6.   Casual Employment

Casual contracts will be offered when the nature of the work requires the engagement of an employee by the hour and paid on an hourly basis

1   A casual employee may, subject to the provisions of this sub-clause, be entitled to have his or her appointment converted to a non-casual appointment.

2   Eligibility

3   Refusal to convert

4   Conversion to Non-Casual Employment

5   Procedures

1.   Introduction

A traineeship is a means by which trainees can develop appropriate skills and the University can attain a skilled, competent workforce to meet its current and future needs. The University of Western Australia (UWA) strongly supports and encourages the employment of trainees.

Definition

A Trainee is an individual who enters into a training agreement with the University and is involved in paid work and structured training, which may be on or off the job. "Trainee" does not include an individual who already has the competencies to which the traineeship is directed.

Approved Training means that training which is specified in the Training Agreement. It includes training undertaken both on and off-the-job in a Traineeship and involves formal instruction, both theoretical and practical, and supervised practice. The training leads to a qualification under the Australian Qualification Framework.

A traineeship is a structured programme designed to train employees joining an organisation, which has been approved by the Department of Training and Employment. It is an arrangement involving a contract of training between the University and a trainee. It can be conducted 100% on-the-job or a combination of on-the-job and off-the-job. Off-the-job training must be undertaken with an approved Training Provider.

School based traineeship is a part-time training program with the University and is undertaken as part of a student’s broader study towards a Western Australia Certificate of Employment (WACE). It is a combination of school, off-the-job training and work. It is only for students who are enrolled as full-time secondary student in Years 11 and 12.

Training Agreement is a legally binding agreement that is registered with the Western Australian Department of Training and Employment, that allows the University and the trainee to undertake a traineeship.

Training Program is a training plan that forms part of a Training Agreement registered with the Department of Training and Employment.

2.   Training and Employment Conditions

3.   Period of Traineeship

Traineeships may be offered on a full or part-time basis. Anyone who is between 15-64 years of age could be engaged on a traineeship.

• nominal duration of 12 to 24 months dependant on the program and the student;
• hours of paid employment and training per week must be eight hours or more;
• where training is off-the-job the minimum of eight hours of employment must be maintained;
• off-the-job training must be undertaken by a Registered Training Organisation (RTO);
• a Training Agreement and Training Program Outline must be completed and registered with the Western Australian Department of Training and Employment.

Full-time traineeships

Table 1: Trainees who have left school - Skill Level A

Table 2: School based traineeships

* Figures in brackets indicate the average proportion of time spent in approved training to which the associated wage rate is applicable. Where not specifically indicated the average proportion of time spent in structured training, which has been taken into account in setting the rate is 20 per cent.

Part time traineeship

The tables below set out the hourly rates of pay where the training is either fully off-the job or where 20% of time is spent in approved training.

Table 1: Trainees who have left school ($per hour)

Table 2: School based traineeships ($ per hour)

Where the training falls within the categories of solely on-the-job or, partly on-the-job and partly off the job then, the weekly rate is determined by multiplying the total hours spent in work and training by the applicable hourly rate, and by deducting 20 per cent:

1.   During the life of this Agreement and in consultation with the parties the University will commence reviews of: