CLD and HRSC will be offering a series of workshops which are designed to enable staff to have more meaningful performance discussions with staff.
Find out how to set and write work objectives that are SMART and aligned with faculty/centre's operational plan and ECU's strategic priorities.
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For those staff you supervise, you will determine the final decision about the extent the staff member achieved their performance outcomes, of which will be recorded on the individual's "My Work Plan".
- What happens after the MPS meeting?
- Managing unsatisfactory performance
- Where can I get further information?
What happens after the MPS meeting?
Completing the "My Work Plan"
You may request for the staff member to complete the sections within their "My Work Plan" after the performance and review meeting and to return the work plan to you, to allow you to finalise the matters considered during the review. These matters should be formally documented in the staff member's "My Work Plan" before signing the final copy. Both parties will sign the document, with the original being placed on the staff member's Management for Performance file.
How is performance rewarded?
Staff are eligible for salary progression to the next salary point of their classification if they achieved most if not all of their agreed work objectives. Within your faculty/centre, staff may be rewarded locally by being invited to attend relevant conferences, enrol and participate in professional development activities or receive local rewards such as movie passes (at the discretion of individual faculties/centres) based on achievement.
How will I track the progress of staff members I supervise for the remainder of the MPS cycle?
As supervisor, you are encouraged to monitor the progress of the staff you supervise throughout the review year. You may do this informally by seeking feedback from relevant customers or having an impromptu discussion with the staff member to see how they are progressing. It is good practice to collect evidence of work outputs and make a note of specific work achievements to build a portfolio of evidence of performance outcomes which will help prepare you for the next formal review meeting.
Throughout the remainder of the MPS cycle, you should also provide timely, positive and constructive feedback, where appropriate. This feedback will focus on the staff member's behaviour and performance outcomes and should be evidenced by one or two examples. Where relevant, you should recognise performance where the staff member has demonstrated significant improvement, good or sustained performance by for example, local recognition at a team meeting or complimenting them on a job well done.
Staff should be given the opportunity to meet with you to address any performance issues and to correct them (if necessary) to ensure they will be able to achieve the agreed work objectives by the next review meeting. Any performance review meeting should be addressed constructively and in a timely manner to ensure the appropriate support is provided to assist the staff member in achieving their performance targets. It is also an opportunity to ensure the work objectives remain a priority for the work area. If priorities have changed since the last discussion, you should meet with the staff member to determine what the new work objectives will be. You will need to ensure the staff member understand what these changes are and has the necessary support and resources to carry out the revised work objectives.
What support can I provide to improve performance?
Where a staff member demonstrates a gap between agreed expectations and performance during the review period, initiate a formal progress review meeting with the staff member. Refer to the staff member's "My Work Plan" to remind you of what the agreed work objectives and targets were.
Questions you may like to ask include:
- What progress or outcomes have you achieved to date, in relation to each of the agreed work objectives?
- What factors (if any) have inhibited your progress?
- What has been achieved to date, in relation to your professional development plans?
- What changes (if any) need to be altered to your "My Work Plan" to ensure your work objectives are relevant and achievable?
- What changes (if any) need to be altered to your professional development plan to ensure your professional development objectives are relevant and achievable?
- What additional resources or support (if any) are required to allow you to achieve your work objectives and professional development activities?
- How do you suggest that we address this gap?
Any changes discussed should be formally documented in the staff member's "My Work Plan". Both parties should sign on the revised documentation, with the original copy filed into the staff member's Management for Performance file and a copy to be kept by the staff member.
Managing unsatisfactory performance
Where a staff member does not achieve their performance targets/outcomes, that is, where performance falls short of the required standard, the relevant policies for managing unsatisfactory performance should be adhered to:
- Unsatisfactory Performance - General Staff
- Disciplinary Action for Unsatisfactory Performance for Academic Staff
Consult with your relevant HR Account Manager for further advice on these matters.
Both parties will sign the "My Work Plan", with the original copy being filed into the staff member's Management for Performance file, stored in a secure location. A copy of the document is to be provided to the staff member.
Documentation may be accessed by relevant line management at any time.
Where can I get further information?
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