In April we carried out our latest Pulse Survey. Below are the key themes taken from staff comments. Click the ‘Read more…’ button below each section to view feedback from the ELT. The full survey results can be viewed here.
Working at Unitec
1. Finance
There were concerns about Unitec being financially sustainable, the lower student numbers and impact this may have. Some staff expressed the hardship associated with no pay increases during 2018. Many feel they are overworked and underpaid and that remuneration is not transparent enough.
We are pleased with the progress that we are making toward long-term financial sustainability and appreciate that everyone is mindful of fiscal restraints and working hard to stay within budgets. We came close to achieving our forecast student numbers in Semester 1 but do expect a decrease in Semester 2, particularly in the international space. This is largely due to our Category 3 EER rating, recent changes to visa rules and the uncertainty around ITP sector reforms. We will continue to focus on working efficiently and do our best to reduce operating costs rather than make staff reductions.
Because of our financial situation we were not able to give pay rises in 2018. It was important for us to maintain as many jobs as we could in 2018 as part of the renewal, rather than give pay rises and have to reduce more staff. This year we aim to conduct pay reviews, as we have done in previous years, and have budgeted for some modest increases.
In 2017, all roles at Unitec were reviewed, sized and banded. This remuneration process creates a robust framework for determining salary levels and adjustments. All Individual Employment Agreements are reviewed each year and any adjustments are effective from 1 July. Remuneration bands are set for each role depending on the requirements of the role and a number of things will impact the determined salary for the role e.g. responsibilities, direct reports, technical expertise, delegated authorities and/or qualifications required for the role. Each year, Managers receive spreadsheets (in May) showing their people’s remuneration and where they sit in the remuneration framework and market. Managers will take into account internal relativity and the remuneration budget and will then recommend an adjustment to salary/wages based on the individual’s performance in the role.
Remuneration is treated as confidential to the individual and we do not openly advertise remuneration bands. The Unions’ collective agreements (TEU and TIASA) do stipulate Grades and Steps for roles. If you are on a collective agreement, you will normally go onto a Grade and Step.
2. Workloads and Staff Performance
There were several comments around high workloads and non-replacement of some positions when people either left or were made redundant. Some staff expressed concerned that RoVE will create more work and further overload. There is a sense amongst academic staff that there is a disparity in the workload of academic staff versus non-academic staff (e.g. requirement to do badges). Some frontline staff don’t feel they are being heard when it comes to their workload.
Comments were made around some employee’s efforts going unnoticed while others are not being held accountable for poor performance.
We are all working very hard in times of ongoing uncertainty and unprecedented change. For academic staff we have a workload allocation model to provide transparency and consistency.
Our academic restructure, announced last year under our Renewal Plan, sought to create a flatter academic leadership model and the first step was creating 11 Schools. Workload allocations for Academic Leaders had evolved over time to be largely inconsistent across Schools. In many cases Academic Leader roles do not allow sufficient autonomy, authority or scope, and with responsibilities varying widely it is difficult to get alignment and build a cohesive team with the requisite capability. We are currently introducing the next steps of our new academic model and anticipate that workloads will improve with the different approach proposed.
We do not think that RoVE will create more work, but could bring about more efficiencies with the sharing of resources and collaboration across the sector.
It is important that we recognise staff achievements and contributions. We have been focussing on recognising strong performers and particular staff achievements. This is done through our regular newsletters, blogs and at events such as Arōnui.
Accountability is one of the Unitec values and we are all accountable for our own performance and behaviour. We have just commenced rolling out the new Code of Conduct which was created by Unitec staff from diverse groups across the organisation. The Code of Conduct encourages staff to raise issues through our new “Speak Up’ process if poor behaviour is seen or experienced.
3. Communication
The increase in communication and level of transparency is strongly acknowledged and appreciated but it was felt that some middle managers and Academic Leaders do not appear to be communicating back to their direct reports.
Some staff were unclear on the potential impact of becoming a Category 3 organisation.
Questions were raised about where to go to get support for counselling/support, bullying.
There were concerns that Academic Programme Manager feedback hasn’t been given serious consideration.
We will continue to encourage managers at all levels to pass on information to their teams so that everyone is informed about what is happening at Unitec. We use a variety of channels to communicate important information: newsletters, blogs, meetings, staff events etc. We encourage you to check the Nest each day, read emails, and attend events such as Arōnui - Focus 2019.
Details on the potential impacts of becoming a Category 3 organisation were shared with team leaders to help communicate with their teams. Please speak with your team leader if you have not already had an opportunity to discuss this.
Our new ‘Speak Up’ process will be discussed at the upcoming roll-out of the new Code of Conduct. If you feel comfortable and it is safe to do so, raise your concerns at the time. You can report any poor behaviour to an appropriate manager or to your HR Business Partner. Any issue raised will be taken seriously.
Feedback on Academic Programme Managers has been fully considered and you can find an update on the Academic Leadership model here.
4. Systems, processes and equipment
People continue to experience challenges with using old IT equipment and systems are clunky, but setting classes for enrolments, setting up fees and enrolling students is a real pain point. There are concerns around ATOM and queries around the need for a review and update. The need for partnering, clearer structures, processes and streamlined systems was a theme.
We understand that there are some teaching spaces with aged audio visual equipment, however, we have been prioritising investment in technology in line with the overall Unitec strategy and where the business priorities are. We have been maximising the investment in our technology where possible and looking for new cost-effective replacement technology such as our VDI (Virtual Desktop) platform as well as improving the enrolment experience for students.
We have been working with key business process owners across all business functions on identifying pain points and where technology can optimise processes. These initiatives have been logged and prioritised based on business impact and will be addressed as and when the Information Technology team have capacity or when funding is allocated for specific resources.
We are still in the process of implementing ATOM with regard to support and academic restructures and there appears to be some confusion over what it refers to. Given it is addressing a number of issues arising from the transformation, it will take time for the benefits to be fully understood and communicated and we will be constantly looking at ways to improve this.
5. Unitec’s direction
Overall, people find Unitec has turned a corner and are enthused about the future opportunities as we are able to serve our community and students better. While some people want to get involved and provide feedback on areas such as the Renewal Strategy, many are just trying to focus on doing their job and don’t really have the capacity or energy to focus on ‘how we’ll get there’. Suggestions about having Committees dedicated to informing our strategy have been made.
Staff commented that Wellness initiatives seem to be working well. Many staff reminisced about how great Unitec was in 2014/2015 and see this as any opportunity to get back to that. Some staff however, are still deeply hurt by transformation and therefore can’t see any opportunities ahead. While new leadership structures and newly appointed managers are positives, high workloads and people not feeling they have someone they can go to for support are real issues.
The Pulse Survey indicates that many people are feeling more hopeful and more included than in the past. It took several years to get into the position we find ourselves in, financially, academically and emotionally. It will take some time to turn things around so that all people believe that Unitec is a great place to work and there is evidence that we are focussed on students and our core business of learning, teaching and applied research.
We do acknowledge the hurt caused by the transformation and this too will take time to heal. The extended leadership team are focussed on the Renewal Strategy and have a real desire to see engaged and inspired staff. We have HR Business Partners who work closely with teams across the organisation and we also provide professional neutral support in the form of EAP Counselling Services. This is available for all employees and can be accessed on 0800 327 669.
Please continue to give feedback, both formal and informal so that we can respond to your concerns.
6. Senior Leadership
People strongly acknowledge the efforts of ELT. More specifically the CEO as a strong leader, ELT leading Te Noho Kotahitanga, the level of complexity associated with navigating the change, sustaining the transparency, being accessible and present – this is all highly valued.
ELT and the extended leadership team are pleased with the positive feedback around leadership and will continue to endeavour to provide the support, transparency and relentless communication they have committed to. That said, there will be times that decisions may be unpopular but we have to take a long-term view, do what is best for our students and ensure we create a sustainable organisation.
7. Environment
People commented that the working environment had improved and more care was being shown. – At the same time, the challenges associated with workloads have led many staff to ask for some form of recognition for the efforts being exerted. While many staff enjoy working at Unitec, a lack of job security and high workload is a concern.
We agree that the working environment is more positive and that there is evidence that trust is growing. We also understand that it is challenging to work in an environment of constant change and the uncertainty it brings. However, this is our reality and we expect this to become the norm across the sector.
8. Career Growth
Because many people enjoy working for Unitec, there is great concern that aside from a fear of job losses, the opportunity to progress in one’s career generally is limited There is concern that some good people are leaving. With reduced funding for classroom-based professional development it is difficult to demonstrate value and investment in staff.
We believe that there is opportunity to grow a career at Unitec, within the tertiary education sector and beyond. We are always concerned when good people leave, but we have also been hiring some excellent new staff and are seeing some valuable ‘old’ staff returning.
We believe that demonstrating we value and invest in staff is much wider than just paying for formal professional development. Giving staff on-the-job opportunities that widen their experience or linking them to mentors and coaches are important parts of professional development along with formal courses and events. More information on our 70/20/10 development model.
General Comments
1. Engagement
Overall, people continue to enjoy working for Unitec and remain committed. Staff believe they really do make a difference by coming to work. Team spirit, the beautiful grounds and the sense of inclusion are driving job satisfaction. There is acknowledgement that the whanau has become more resilient because of the last 12 months, and to get through this next phase we must all work together.
We agree that the positive changes are heartening and that we must continue to come together as a community to support each other through the next few years and make Unitec a great place to work.
2. Renewal Plan
Similar themes emerged in this section and are already covered above. Lack of pay increases, concerns around ATOM, IT equipment and the need for students to be the priority were mentioned several times. We have responded to these concerns in the section above.
3. Reform of Vocational Education
Some people said they were eager to see Unitec’s submission which would help build trust if shared. Staff think Unitec is in a good position but are concerned moving to NZIST means Unitec losing its’ identity. There is uncertainty about how a Category 3 rating will or will not impact Unitec’s future but it was noted that RoVE could be a positive and mitigate the effects. There was a feeling that the RoVE presentations are too broad. Although it sounds good in principle, the devil is in the detail, which is missing. Some staff think no direct competition will be a key benefit.
Unitec want the change to be led by Unitec and not external contractors. We should be led by the principles of Te Noho Kotahitanga.
There were mixed feelings about the proposed changes for ITOs.
Concerns were expressed about job losses, losing good people along the way and how the funding would work.
Many thought that RoVE was a positive step to get consistency and minimise duplication. There were questions around what it means for programmes level 7 and above.
The Unitec submissions were shared with staff in this Nest post - Reform of Vocational Education: Update on our submissions. Although Unitec is now a Category 3 organisation, we will be collaborating with other ITPs which are rated higher and this can be to our benefit.
We agree that the RoVE presentations are broad but the detail is yet to be discussed. Once the outcomes of the proposal are announced then we expect there will be considerable consultation around the details over the next 18 months. As this information is shared with us we will ensure you are all kept well informed and up to date on any proposed changes.
We agree that any changes should be led from within. We have highly capable staff who understand the industry and have the established relationships across Unitec for this sort of work. As with all our undertakings, we will be led by the principles of Te Noho Kotahitanga.
It is too early to understand the implications for staff with the changes that RoVE will inevitably bring. However, if the entire proposal goes ahead we see opportunities for growth rather than reductions. We agree that if the full proposal is adopted this will help create consistency, minimise duplication and the ability to share resources freely. Taking away the current competitive model will open up a range of possibilities to work together for the benefit of all students across the country.
