Change in the higher education sector is constant. To remain competitive, UTS needs to be proactive and responsive to change, continuously improving the quality and cost effectiveness of its programs and support services in response to changing internal and external environments.
UTS principles of workplace change
The principles underpinning workplace change at UTS are:
- The approach to change should be transparent and involve staff likely to be affected by the change.
- There should be timely communication and consultation with relevant staff throughout the change process.
- Where the change is likely to adversely affect staff, the University will treat them fairly, sensitively and with respect.
- Staff will be consulted on measures to mitigate any negative consequences of change that may affect them.
A change process can be directed towards:
- re-organising or restructuring a work group or part of the University
- re-shaping the composition of a particular group of staff
- changing services on the way work is performed
The reasons for change can include:
- shifts in funding or in student demand
- the introduction of new technologies
- changes in government policy affecting higher education
UTS workplace change process
The change processes at UTS are set out in broad terms within the UTS Collective Agreements:
- Academic Staff Agreement 2010 - Part A Clauses 14 and 16
- Support Staff Agreement 2010 - Part A Clauses 14 and 16
- Senior Staff Collective Agreement 2007 – Part A Clause 9
UTS has embedded quality management across the University and applies the PLAN, DO, REVIEW, IMPROVE cycle for all University projects, processes and activities. Change management initiatives reflect this quality approach.
If you have any change management issues you wish to discuss, please call 9514 2166 or contact Organisation and People Development.
