Workforce Design Sample Clauses

The Workforce Design clause outlines how an organization structures, organizes, and manages its personnel to meet business objectives. It typically specifies the types of roles required, reporting lines, and the allocation of responsibilities among employees or teams. For example, it may detail the use of full-time staff, contractors, or outsourced services, and set expectations for workforce flexibility or scalability. The core function of this clause is to ensure that the organization has a clear and effective framework for deploying human resources, thereby supporting operational efficiency and adaptability to changing business needs.
Workforce Design. The employer commits to proactively reviewing the roles of the Administrative Officer level 2 (Administration Officer) and Administrative Officer level 4 (Convenor) classifications, employed in Youth Justice Service Centres. The review will be undertaken on a service centre basis, in consultation with role occupants and Together Queensland Union, along with Regional Consultative Committees where appropriate. Workforce design principles will be utilised when undertaking the review, including the confirmation and consideration of matters relevant to duties, role responsibilities, the employee and service centre requirements. The review will ensure work is appropriately aligned to agreed classification levels in the context of broader service centre staffing mix and levels. JEMS will be utilised to assess classification level and associated remuneration where applicable.
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Workforce Design. The employer commits to proactively reviewing the roles of the Administrative Officer level 2 (Administration Officer) and Administrative Officer level 4 (Convenor) classifications, employed in Youth Justice Service Centres. The review will be undertaken on a service centre basis, in consultation with role occupants and Together Queensland Union, along with Regional Consultative Committees where appropriate. Workforce design principles will be utilised when undertaking the review, including the confirmation and consideration of matters relevant to duties, role responsibilities, the employee and service centre requirements. The review will ensure work is appropriately aligned to agreed classification levels in the context of broader service centre staffing mix and levels. JEMS will be utilised to assess classification level and associated remuneration where applicable.  General Employees (Queensland Government Departments) and Other Employees Award – State 2015; and  Queensland Public Service Officers and Other Employees Award – State 2015 L1 1 $1,508.00 $1,477.90 2 $1,583.00 $1,559.10 3 $1,678.00 $1,640.00 L2 1 $1,885.00 $1,824.10 2 $1,932.00 $1,866.20 3 $1,981.00 $1,909.40 4 $2,031.00 $1,953.00 5 $2,080.00 $1,997.70 6 $2,130.00 $2,044.80 7 $2,184.00 $2,097.40 8 $2,245.00 $2,155.50 L3 1 $2,393.00 $2,303.80 2 $2,480.00 $2,392.60 3 $2,569.00 $2,481.10 4 $2,656.00 $2,568.90 L4 1 $2,811.00 $2,723.90 2 $2,900.00 $2,814.10 3 $2,992.00 $2,904.40 4 $3,082.00 $2,995.30 L5 1 $3,241.00 $3,156.80 2 $3,333.00 $3,248.50 3 $3,425.00 $3,339.60 4 $3,515.00 $3,431.20 L6 1 $3,707.00 $3,621.90 2 $3,791.00 $3,706.70 3 $3,875.00 $3,791.10 4 $3,959.00 $3,875.20 L7 1 $4,135.00 $4,052.70 2 $4,234.00 $4,150.60 3 $4,331.00 $4,248.40 4 $4,428.00 $4,345.80 L8 1 $4,572.00 $4,490.20 2 $4,660.00 $4,577.10 3 $4,745.00 $4,662.50 4 $4,831.00 $4,749.10 L1 1 $1,338.00 $1,322.00 2 $1,433.00 $1,416.90 3 $1,546.00 $1,512.50 4 $1,640.00 $1,607.30 5 $1,753.00 $1,702.60 6 $1,847.00 $1,798.00 L2 1 $1,885.00 $1,824.10 2 $1,935.00 $1,868.70 3 $1,987.00 $1,914.00 4 $2,037.00 $1,959.40 L3 1 $2,068.00 $1,987.10 2 $2,108.00 $2,023.80 3 $2,152.00 $2,064.60 4 $2,197.00 $2,107.70 L4 1 $2,285.00 $2,197.10 2 $2,357.00 $2,268.80 3 $2,430.00 $2,340.90 4 $2,500.00 $2,412.10 L5 1 $2,564.00 $2,475.90 2 $2,645.00 $2,558.20 3 $2,730.00 $2,641.10 4 $2,811.00 $2,723.90 L6 1 $2,929.00 $2,843.80 2 $3,007.00 $2,919.90 3 $3,082.00 $2,995.30 L7 1 $3,226.00 $3,139.50 2 $3,301.00 $3,216.60 3 $3,378.00 $3,293.40 L1 1 $1,451....
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Related to Workforce Design

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  • Workforce A. The Contractor shall employ only orderly and competent workers, skilled in the performance of the services which they will perform under the Contract. B. The Contractor, its employees, subcontractors, and subcontractor's employees may not while engaged in participating or responding to a solicitation or while in the course and scope of delivering goods or services under a City of ▇▇▇▇▇▇ contract or on the City's property . i. use or possess a firearm, including a concealed handgun that is licensed under state law, except as required by the terms of the contract; or ii. use or possess alcoholic or other intoxicating beverages, illegal drugs or controlled substances, nor may such workers be intoxicated, or under the influence of alcohol or drugs, on the job. C. If the City or the City's representative notifies the Contractor that any worker is incompetent, disorderly or disobedient, has knowingly or repeatedly violated safety regulations, has possessed any firearms, or has possessed or was under the influence of alcohol or drugs on the job, the Contractor shall immediately remove such worker from Contract services, and may not employ such worker again on Contract services without the City's prior written consent.

  • CUTTING AND PATCHING OF WORK 4.14.1 The Contractor shall be responsible for all cutting, fitting or patching that may be required to complete the Work or to make its several parts fit together properly. 4.14.2 The Contractor shall not damage or endanger any portion of the Work or the work of the State or any separate contractors by cutting, patching or otherwise altering any work, or by excavation. The Contractor shall not cut or otherwise alter the work of the State or any separate contractor except with the written consent of the State and of such separate contractor. The Contractor shall not unreasonably withhold from the State or any separate contractor his consent to cutting or otherwise altering the Work.

  • Technology Upgrades Notwithstanding any other provision of this Agreement, Verizon shall have the right to deploy, upgrade, migrate and maintain its network at its discretion. The Parties acknowledge that Verizon, at its election, may deploy fiber throughout its network and that such fiber deployment may inhibit or facilitate Covista’s ability to provide service using certain technologies. Nothing in this Agreement shall limit Verizon's ability to modify its network through the incorporation of new equipment or software or otherwise. Covista shall be solely responsible for the cost and activities associated with accommodating such changes in its own network.

  • Program Design The County Human Resources Department will operate a Catastrophic Leave Bank which is designed to assist any County employee who has exhausted all paid accruals due to a serious or catastrophic illness, injury, or condition of the employee or family member. The program establishes and maintains a Countywide bank wherein any employee who wishes to contribute may authorize that a portion of his/her accrued vacation, compensatory time, holiday compensatory time or floating holiday be deducted from those account(s) and credited to the Catastrophic Leave Bank. Employees may donate hours either to a specific eligible employee or to the bank. Upon approval, credits from the Catastrophic Leave Bank may be transferred to a requesting employee's sick leave account so that employee may remain in paid status for a longer period of time, thus partially ameliorating the financial impact of the illness, injury, or condition. Catastrophic illness or injury is defined as a critical medical condition, a long-term major physical impairment or disability which manifests itself during employment.