Future Workforce Plan
Staff are supported to perform at world-class levels and to be innovative in their practice
1.1 Recruit and retain outstanding academic and professional staff from across the globe through competitive search processes.
1.2 Introduce a sector leading ‘UoN Career Advantage Package’ for new academic and professional staff that articulates the career benefits and support provided to promote a strong ‘employer of first choice’ reputation.
1.3 Implement a ‘UoN Professional Development Program’ for academic and professional staff, to support career development and re-energise performance.
1.4 Embed a culture of international engagement and mobility among academic and professional staff through a range of initiatives including visiting fellowships, targeted SSP visits and exchange programs with partner organisations.
1.5 Ensure the proportion of our ongoing academic staff who hold doctoral qualifications is above 80 per cent by 2015.
UoN has the leadership capacity and capability to deliver the 2025 Vision, performance targets and lead strategies
2.1 Develop a ‘UoN Leadership Framework’ that articulates the leadership skills and capabilities required, and is supported by relevant leadership development programs for academic and professional staff at different levels within the University.
2.2 Ensure leaders throughout the University implement effective approaches to succession planning so that future academic and professional leaders are identified internally and externally.
2.3 Attract outstanding leading academics to UoN as ‘Global Innovation Chairs’ to ensure the University develops or maintains global leadership in its spheres of achievement.
2.4 Implement a ‘Program Leadership Scheme’ to support the work of Program Convenors to improve the effectiveness and status of the role.
2.5 Provide University leaders with access to robust, real-time and relevant performance data to support evidence-based decision-making, and review the outcomes of institutional strategic and operational plans.
Staff actively engage with international, national, and regional communities, and our conjoints, alumni, friends and benefactors
4.1 At an institutional level, identify a defined number of key partnerships with world-class international institutions, corporations, and government and non-government agencies, to build UoN's reputation, and facilitate academic and professional staff exchange and joint appointments.
4.2 Attract, retain and develop academic and professional Indigenous staff as outlined in the University's ‘Reconciliation Action Plan 2011-2015’.
4.3 Introduce two new public lecture series: ‘Disruptive Innovation Works’ and ‘New Professors Talk’ to showcase the capabilities, achievements and impact of outstanding disciplinary leaders, commentators, innovators and thinkers.
4.4 Develop creative and thoughtful ways to identify, recognise, and reward staff achievements, including their contribution to our communities.
4.5 Actively engage with our conjoint and alumni communities, recognising their significant achievements; and engage with and acknowledge our friends and benefactors.
UoN is a vibrant and dynamic community, and a healthy and rewarding place to work
5.1 Enhance staff communication strategies by establishing a Staff Portal website and all-staff fora, such as ‘Research and Innovation Clusters’ and ‘Knowledge Exchange Hubs’ to promote staff engagement in thematic interdisciplinary education and research activities, and facilitate open dialogue and ideas exchange.
5.2 Increase the proportion of academic and professional women in senior leadership positions to sector leading levels by maintaining UoN's status as an Employer of Choice for Women, addressing the ‘Universities Australia Strategy for Women: 2011-2014’, and developing and implementing Faculty and Division ‘Gender Equity Action Plans’.
5.3 Develop a sustainable and flexible staffing model for the institution in the context of the changing and competitive global education environment, and develop new models of workload that:
- focus on the outputs required to develop competitive careers for academic and professional staff in a top 20 percent Australian university; and
- support the performance of UoN as an institution in the top two per cent of the world's universities for education and research.
5.4 Implement the ‘Healthy University Scheme’, a whole-of-institution approach that consolidates and expands upon existing health, safety and wellness programs, including the UoN Equity and Diversity Management Plan 2012-2015, and supports a working and learning environment that promotes and advocates positive physical and mental health.
5.5 Promote a dynamic social and intellectual environment for staff, conjoints, alumni and students through great ‘UoN Life’ initiatives (concerts, well being activities and social events).
The illustrations on this site have been created by the University of Newcastle's Head of the discipline of Design, Professor Mario Minichiello.