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B/9.1 Performance planning and review for professional staff
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Contact Officer
Manager,Policy Planning and Workplace Relations,HR
Approval Date
27/04/2006
Approval Authority
Vice-Chancellor
Date of Next Review
01/12/2008
9.1.1 Introduction
9.1.2 Application
9.1.3 Equity
9.1.4 Objectives
9.1.5 Roles and responsibilities
9.1.6 Performance planning and review cycle
9.1.7 Probationary Staff
9.1.8 Employee Review of Supervisor
9.1.9 Outcomes of PPr process and subsequent action
9.1.10 Documentation
9.1.11 Training
9.1.12 Resolving disagreements
Modification History
9.1.1 Introduction
The effectiveness of QUT in achieving its goals depends on the knowledge,skills,attitudes and performance of all of its staff and their proper recognition.QUT has a firm commitment to the implementation of an effective Performance Planning and Review (PPr) process,linked to the achievement of individual,work area and organisational goals.
The PPr process for professional staff described below is a participative process which provides a framework for identifying,reviewing,developing,recognising and rewarding work performance.The success of this process depends on a strong commitment to its implementation by managers,supervisors and their staff.
Supervisors and managers at all levels are accountable for ensuring that one of the performance indicators for their staff is the successful completion and management of the PPr process.
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9.1.2 Application
All professional staff classified at HEW Levels 1 to 10 inclusive and employed on an on-going basis or for a fixed term of twelve months or more must participate in the PPr process.This includes staff serving a period of probation and part-time staff.
Staff occupying a temporary position of less than twelve months duration or a casual position may participate in the PPr process or an abbreviated version of the PPr process,to be determined by the staff member and supervisor.In this case,participation may be initiated by either the staff member or the supervisor.
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9.1.3 Equity
All aspects of the PPr process will be consistent with QUT's equity policies.Training in the PPr process will address issues pertaining to culture,belief systems,gender,non-English speaking backgrounds,disabilities,family responsibilities and commitments as a carer,so as to assist participants to consider work performance in its entire context.
The supervisor's own PPr process will include a review of the achievement of their equity responsibilities.
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9.1.4 Objectives
The PPr process is primarily concerned with contributing to the achievement of individual,work area and organisational excellence through facilitating:
clear performance and development objectives that align with the objectives of the organisational area and the University;
enhanced communication between the participants;
enhanced involvement of staff in decisions relating to their performance and development objectives;
identification of areas of development,as they relate to immediate and evolving job requirements and career plans;
recognition of achievements and identification of appropriate rewards;
opportunity to develop future career plans;
early identification of obstacles to the achievement of performance objectives and measures to overcome these obstacles; and
the provision of information to assist administrative processes (eg.incremental progression,confirmation of appointment,identification of developmental needs across the University,and reclassification).
Performance planning and review is not a process for managing unsatisfactory performance.If performance is unsatisfactory or there are concerns in relation to ill-health or misconduct,these concerns should be addressed under the appropriate processes contained in the QUT Enterprise Bargaining Agreement (Professional Staff) .
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9.1.5 Roles and responsibilities
(a) Staff Member
The PPr process is a participative process in which the staff member and supervisor share responsibility for the development of reasonable and meaningful PPr plans.This requires that the staff member actively participate in:
determining performance and development objectives and the criteria used for monitoring the achievement of these objectives; and
assessing the achievement of performance objectives and development objectives.
(b) Supervisor
In addition to being responsible for initiating and maintaining the PPr process,the supervisor is required to:
determine,together with the staff member,performance and development objectives and the criteria used for monitoring the achievement of these objectives;
assess,together with the staff member,the achievement of performance objectives and development objectives;
provide the necessary coaching and support;
facilitate staff development and career development opportunities in accordance with the PPr plan,and
make the relevant decisions/recommendations arising from the review of the objectives contained in the PPr plan,including appropriate reward and recognition.
Every staff member will only be directly supervised by one supervisor,and that supervisor will be identified to the staff member.
A supervisor will normally either be classified at HEW Level 6 or above or will be an academic staff member.QUT is aware,however,that some staff classified below HEW Level 6 coordinate and/or oversee the activities of other staff.In such circumstances,this staff member in consultation with their line supervisor will determine who undertakes the actual PPr review of staff.
It should be noted,however,that where the process for managing unsatisfactory performance is invoked,or allegations of misconduct or serious misconduct are made,those processes would normally be co-ordinated by a supervisor classified at HEW Level 6 or above.
(c) Head of the organisational area
The responsibilities of the head of the organisational area with respect to the PPr process include:
ensuring that the objectives determined by the staff member and supervisor are consistent with those of the organisational area;
ensuring all parties are satisfied that the needs of the staff member and the organisational area have been addressed through the PPr process;
approving recommendations arising from the PPr process;
ensuring opportunities exist for the staff member and organisational areas to meet or exceed expectations;
facilitating the early resolution of disputes or conflict arising from the process; and
overseeing the supervisor's responsibilities with respect to the PPr process.
(d) Human Resources Department
The responsibilities of the Human Resources Department with respect to the PPr process include:
providing support and advice to supervisors and staff;
providing training in the PPr process for supervisors and staff members;
actioning the relevant administrative outcomes arising from the PPr process (ie.incremental progression,probation and reclassification);
providing advice on the training and development actions identified in the plan;
facilitating the resolution of conflict or disputes arising from the PPr process; and
monitoring the overall effectiveness of the process.
