HR

Organisation

The organisation structure for the CRC will be dependent on the size and nature of the specific CRC program.

 

CRC Boards range in size from 5 to 8 members and are drawn from industry, government and research and the structure of the Board will be defined within the Constitution.

 

Three committees are recommended (research advisory, audit and risk and nominations) with advisory roles generally unpaid.

·        The CEO role is full-time with direct reports in the areas of marketing and communications, finance and risk (CFO) and the chief scientist also fulltime roles.  The other reports to the CEO can be part-time in nature.  The number of research program leaders depends on the number of research areas to be undertaken by the CRC and these are recommended to be full-time roles.  Support roles such as HR, Cosec/legal, business operations, project roles, finance and the industry lead can often be undertaken on a part-time basis.

 

 

Recruiting

 

·        Generally recruiting is undertaken by utilising the partner (industry and research) networks.

 

·        Whilst it would be optimal to recruit people with CRC experience to the organisation it will not always be possible due to the nature of a CRC as an industry innovator. It is valuable to ensure experienced resources are available and working in key operational support areas who undertake the management of the business of the CRC (such as the COO and CFO) who have worked in CRCs and understand the unique nature of the CRC.

The CRA can advertise roles across their network.

 

·        The Chair and Board roles evolve to an extent from the business advisory board which is formed during the pre-bid stage.

 

·        During the bid phase it is critical to refer to key people who will lead the organisation in the Bid document. Identifying CEO and Chief Scientist along with a Chair and one or two Board Members to be included in the bid is optimal.

 

·        The CEO, in conjunction with the Chair and selected board members, are involved in recruiting the key functional roles (marketing and communications, finance and risk and the chief scientist).

 

 

Employment Models

• Australia has complex industrial relations legislation and employment laws. It is important to determine what is the best model for engaging people to work with the CRC. Below outlines some different ways that staff can be engaged by the CRC.
• Direct employees of the CRC (where there is an employment agreement between the CRC and the individual directly) are generally paid as salaried staff.
  Contracts can be permanent (on an ongoing basis with no end date) or for a fixed term and be on a full-time, part-time or casual basis.
• University secondees involved in research seconded to the CRC with the university invoicing the CRC on a pro-rata basis for time spent on the CRC.
  The individual maintains its employment agreement with its’ host university and then there is a formal agreement between the university and the CRC to second that individual to the CRC for specified term.
• A Secondment Heads of Agreement should be established between the CRC and the University outlining the terms and conditions of the secondment arrangement. This would include a specific schedule outlining the arrangements applicable to each individual secondee(s) covering such information as roles and responsibilities, term of secondment, the total cost of the secondment and how the secondment may be ended or extended.
• Consultants, who work with the CRC for specific activities, are generally paid through the use of standard consulting contracts.
  Please see the below section on Contractor and Employee for further information.
• Some CRCs also choose to outsource some administration tasks such as finance admin tasks on a fee for service basis.
• CRC Boards may consider recommending incentive schemes for CRC spin-off businesses.  All incentive programs have to be approved by DISR.

Employee vs Contractor

An employee is someone hired under an employment contract where the employer is responsible for such things as Directing what work and how work is to be performed and the hours of work. The employer is also responsible for providing tools and equipment the employee will require. The employer is responsible for paying the employee regularly including deduction of tax. payment of superannuation and adhering to all employee entitlements such as paid leave for permanent employees. The employer is also responsible for risks and insurances related to workplaces and employment.

 

An independent contractor provides services to a business and can work for multiple clients at one time. Contractors negotiate their own fees and time-frame for providing services and would hold relevant insurances to cover their work. The work undertaken by a contractor is generally undertaken on a short-term basis and the period of work can vary depending how long it will take to deliver their services. A contractor has a high degree of control over how work is done.

 

Employment Contracts

 

Whatever type of employment arrangement you have in place for employees or independent contractors the arrangement should be clearly outlined in a contract that outlines all the essential details of an employment engagement. This should include:

 

•  Job Description: statement of the role and responsibilities.
• Remuneration: specify salary, bonuses, and benefits.
• Working Hours: Define the standard and overtime hours.
• Leave Entitlements: Detail the various types of leave available and entitlement
• Termination Conditions: Outline the conditions under which the contract can be terminated.

Examples of employment contract templates[PD1]  are available from Rozetta. These should be reviewed by the CRCs legal advisor to ensure they remain fit for purpose and are up to date with latest federal and state legislations (where applicable).

 

 

Position Descriptions

A position description (PD) document is an important tool for the CRC and all employees (whether employed directly or via secondment) should have an up-to-date PD that documents the key roles and responsibilities and performance expectations for a specific position. It can also include the skills, experience and capabilities required for a role.

PDs are useful to:

• Clarifying expectations and responsibilities for both the employee and their managers.
• Enhancing Recruitment and Selection by providing clarity on expectations to potential candidates.
• Supporting performance management assisting with objective and fair assessment of performance in a role
• Facilitating professional development in identifying skills and capabilities and where development opportunities exist
• Ensuring Legal and Regulatory compliance with relevant employment law and can also be very useful where there may be an employment dispute
• Promoting organisational efficiency through clarity of roles, responsibilities avoiding duplication and clarity of oversight and supervision
• Assist with setting the right remuneration structure for the position
• Rozetta and the CRC community can be helpful starting points for position description templates. As each CRC is unique it is important to consider what is appropriate for your specific circumstances and updating the position descriptions accordingly.
• Position descriptions should be reviewed annually or whenever there is a change in roles and responsibilities to ensure they remain up to date.