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 ECU's strategic priorities and Faculty/Centre Operational Plans;
- Assists in determining the criteria for assessing the achievement of these objectives;
- Works consistently towards the achievement of the work objectives and professional development activities;
- Monitors their performance and records and/or collects evidence of achievements;
- Actively leads performance discussions at formal and informal meetings;
- Notifies the supervisor of any circumstances that may affect your work performance; and
- Acts on feedback and honestly self-assesses their work performance.
The Supervisor
- Leads and conducts the process in an effective and constructive manner;
- Conducts MPS meetings in an atmosphere of encouragement and support;
- Pans 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 and reward 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.
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.
Reach Your Potential