Contractor Management Procedure



Employee Development PolicyBackgroundAustralian Business and Management Network (ABMN) recognises that knowledge, experience and skills of its employees are vital factors in ensuring that we remain a successful organisation providing quality services to students and our stakeholders.PurposeABMN is committed to the ongoing development opportunities for workers, both on and off the job to:attain our organisational missionmaximise individual and organisational productivityprovide job satisfaction for employeesdevelop individual careers.This policy reflects the process by which professional development is managed.DefinitionsWorkers include employees (full time, part time, casual) and contractors engaged under a ABMN Consulting Services Agreement that undertake substantive roles in the ABMN petency is a combination of knowledge, skills and behaviour required to perform a specific petency Matrix is the ABMN document which outlines the behaviour standards expected at each workers level. Position Description is a document outlining the purpose, major job responsibilities and key accountabilities of a position and should reflect the day to day requirements of a role.Performance Plan is a document outlining specific Goals required over a defined period of time. Performance Plans are unique to individuals and should detail specific work goals, actions and behavioural requirements beyond those contained in a Position Description. Performance Review is the formal review of work performance and development requirements outlined in the performance plan. Development Plan sets out the planned development activities, as agreed between Managers and workers. Policy DefinitionDevelopment activity is both formal and informal and may include:On the job trainingMentoring and coachingAccess to appropriate up to date resource materialProject work and stretch assignmentsExternal training coursesFurther educationDevelopment activity aims to improve an employee’s knowledge, experience or skills required to perform their role.During the annual performance review process workers and their manager identify learning and development activities which are aligned to both the business and the individual’s goals.ProcedureInduction and ProbationDuring the induction and probation, Department Managers will provide training in knowledge and skills required for the workers member to undertake their duties as described in individual Position Descriptions. During this period, particular emphasis should be on providing a supportive and encouraging environment for the new workers member to gain the required competency level to be successful in their job.Evaluation of progress is formally reviewed at mid-probation and end of probation period where any gaps in skill or knowledge are identified and a plan to address these gaps is developed. At the completion of the probation period, the manager and workers member will complete a Performance Plan detailing the specific work goals, actions and behavioural requirements expected for the job role.Development PlanAll workers complete an annual Development Plan as part of the Performance Review process. The Development Plan should support the achievement of an individual’s work goals in support of business key result areas.ABMN encourages managers and workers to tailor Development Plans for their current needs and to also consider future positions/job functions within the business.The Development Plan is a living document and it is the responsibility of individual workers to drive the completion of identified activities within the identified timelines in consultation with their manager.When determining development activities, ABMN encourages the use of the 70/20/10 model. That is:70% of development activities should be based on experience (on the job learning, work assignments, job rotation)20% on exposure (coaching and mentoring, shadowing team members, involvement in projects), 10% on education (internal learning programs, external training, conference attendance)There are a range of options available to facilitate the acquisition of knowledge and workers may identify a different medium or combination of mediums that complement their individual learning style. The following list identifies some of the options available:In house training/learning programsOn the job trainingJob rotation / cross skillingOnline learningReading and networkingExternal training programs and facilitated workshopsAttendance at conferences and seminarsProfessional membershipsJournals and subscriptions The manager of a department or team may identify team learning and/or development needs based on the operational plan and client (both internal and external) feedback. In this instance an additional learning plan for a specified period of time may be developed for the team as a whole, in addition to any individual learning plan that is required. Refer to the intranet for templates of both team and individual learning plans.Participation in Development ActivitiesAll workers development activities should be recorded in individual Development Plans in the first instance. When arranging participation in development activities, workers must complete a request for approval for formal training to be signed off by their manager and the Manager of People & Culture prior to attending.Study LeaveABMN is committed to the professional development of workers and may offer study leave to eligible workers undertaking Continued Professional Development or an approved job related course of study. Workers must make study leave arrangements with their direct manager prior to confirming enrolment in any study.Workers must complete the Leave Application Form and gain approval for the leave prior to the commencement of any Study Leave.Training RecordsThe team in People and Culture will maintain records of all training activities undertaken in each personal file and in accordance with the Records Management Procedure.Where workers attend an internal training program their attendance will be captured on the Training Record Form which is distributed by the facilitator.When workers attend approved external training activity, they must provide evidence of attendance. This may include:Enrolment or Registration formInvoice Certificate of ParticipationQualification issued at completionResponsibilitiesPeople and Culture ManagerThe People and Culture Manager is responsible for discussing, planning, implementing, organising and reviewing all training and development needs/plans in the pursuit of the company’s primary business objectives and personal fulfilment.Department ManagersDevelopment of workers is a key responsibility of Department Managers. ABMN expects managers to provide the vision, direction and coordination to support workers learning and development activities. Managers are expected to budget for development activities for their team members and ensure that Development Plans are completed in line with the Performance Planning and Review Procedure.WorkersWorkers have a responsibility for their own learning and development and as such should:Identify and learn the skills relevant to their job including any Continuing Professional Development requirementsHave an active Development PlanActively engage in development opportunitiesLook for ways of implementing new skills, knowledge and behaviours in the workplaceSelf-evaluate progress and performance Training ManagerThe Training Manager is responsible for maintaining records of all development and education undertaken by ABMN workers. ReferencesPerformance Management PolicyPerformance Review PolicyCompetency MatrixEquity in the workplace policyLearning and Development Plans ................
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