Workload Planning and Management
To define principles and responsibilities for ensuring that the workload of Otago Polytechnic Limited’s (Ltd) staff is managed in a way that results in workloads that are equitable, reasonable, and safe, considering individual needs, circumstances, and personal and professional development.
This policy applies to all Otago Polytechnic Limited (Ltd) staff except part-time academic staff (as defined by the Tertiary Education Union (TEU) Academic Staff Collective Employment Agreement).
Employment Relations Act 2000 and all subsequent amendments
Public Service Act 2020 and all subsequent amendments
- This policy is underpinned by a set of principles:
- Workload will be equitable: Staff members in comparable positions will have similar workloads.
- Workloads will be managed in a way that is transparent: Information of each staff member’s workload will be available to other staff members within a work area. There is flexibility for Formal Leaders to determine how this is achieved.
- Staff members will have a reasonable workload: Workloads will be manageable within specified timeframes and to meet required deadlines and enable staff members to maintain a balance between professional and personal life. It is accepted that fluctuations in workload will occur in response to business and teaching patterns.
- Workloads will be safe: Work should not cause mental, physical, or emotional harm to staff members, or consequentially to learners
- Workload planning and management will be comprehensive: All aspects of workload must be taken into consideration when planning and manging workloads.
- Personal circumstances will be considered: Family, cultural, community and other professional responsibilities, , disabilities, and personal preference will be considered when planning and managing workload.
- Workload will be allocated to make the best use of resources: To minimise duplication and unnecessary activity and include workload allocation as part of any change, development, or programme planning activity.
9. Otago Polytechnic Ltd will provide a range of tools and supports to ensure the principles are understood and implemented.
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Role: |
Responsibility: |
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Executive Leadership Team |
· Allocate and deploy resources to ensure this policy can be implemented. · Setting expectations and prioritising resources. · Ensuring workload is congruent with the Otago Polytechnic Ltd goals. |
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Deputy Chief Executive: People, Culture and Safety |
· Implement this policy. · Through the People and Culture Team, support for Formal Leaders and staff members to resolve any issues in determining workload allocations. |
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Directors, Heads of College |
· Negotiating to have equitable, reasonable, safe, and transparent workloads for staff members in their areas within the resources allocated. · Establishing and monitoring staff member's workload prior to the beginning of each year, during performance reviews, and at other times, as necessary, where there are events that impact on workload on a temporary or ongoing basis, · Consulting with staff members and monitoring workloads are in accordance with the principles. |
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All Staff Members |
· Indicating to Formal Leaders any intended changes, from their perspective, prior to workloads being established, e.g., leave without pay, temporary reductions in hours, etc. Indicating, at an early stage to Director/Head of College any issues affecting workload and/or their ability to carry out the work agreed. |
10. Workload Planning
For General/Professional staff members workload planning will be based on the job description and the needs of the school/service area.
For Academic staff members, workload planning will be based on the role profile and expectations and the needs of the school/service area with a focus on teaching, teaching levels, scholarship and research. Clause 5 of the Tertiary Education Union (TEU) Collective Agreement has more detail regarding this process.
11. Workload issues or concerns
Where a staff member has concerns about their workload, they need to be raised with their Formal Leader in the first instance. Should that not result in the concerns being resolved, then the staff member can seek support from People and Culture and/or their Union.
- Delegations from the Board to the Chief Executive and Authorities and Sub Delegations from Chief Executive policy
- Staff Development a
- Flexible Working policy
- Hazard Management policy
- Leave Management policy
- IEA, TEU and TIASA Employment Agreements
Approved by:
Dr. Megan Gibbons
Chief Executive
30/10/2022
