Management For Performance (MPS)

MPS is valuable when:

• The staff member - gains a clear idea of what is expected.
• The supervisor - has an expected means of communication that minimises surprises for staff and maximises collaboration and contribution.
• The team - each member understands how his/her performance supports the responsibilities of the whole team. Team members have clarity about what outcomes are expected from each other.
• The director or Executive Dean - sets the culture for managing performance. Establish the key work priorities, indicators and targets for the faculty/centre that cascade down to all staff within the work area.

The Staff Member

• develops "My Work Plans" that are SMART with specific targets that demonstrate a clear alignment to faculty/centre & ECU's strategic priorities;
• assists in determining the criteria for monitoring the achievement of these objectives;
• works consistently towards the achievement of the work objectives and professional development activities;
• monitors the performance and records and/or collects evidence of achievements;
• actively leads performance discussions at formal and informal meetings;
• notifies your supervisor of any circumstances that may affect your work performance; and
• acts on feedback and honestly self-assesses their work performance.

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The Supervisor

• leads and conducts the process in an effective and constructive manner;
• conducts MPS meetings in an atmosphere of encouragement and support;
• plans equitable performance expectations and workloads for the members of the work team;
• provides agreed resources and support in a timely manner;
• monitors performance and progress, and provides positive, constructive and timely feedback throughout the MPS period;
• records or collects evidence of staff performance outcomes;
• is encouraged to recognise staff for significant improvement or sustained performance for work recognised as over and beyond the expectations of the staff member's role (where possible);
• addresses performance issues as they arise and to assist staff in developing the appropriate skills necessary to improve their performance and/or correct their behaviour;
• objectively assesses and rates staff members' achievements against agreed work objectives, based on evidence and seeks assistance where/if conflict arises and;
• employs the principles of equity and justice when leading MPS discussions.

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The Executive Dean, Director (or equivalent)

• leads and guides consultative planning and the management of performance within the faculty/centre;
• ensures all staff are participating in the MPS round; and
• ensures that if conflict has arisen, the appropriate University process is duly followed.

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