Procedure

Title:

Performance Management Scheme Procedure

1. PURPOSE

This Procedure describes how to implement the Performance Management Scheme for executive, academic and general staff.

2. SCOPE

This Procedure applies to all employees who hold a continuing appointment or a fixed-term appointment at CSU and have successfully completed probation.

3. PARTICIPANTS

3.1 There are two major participants in the performance management process – the employee and the nominated performance management supervisor. Both are responsible for completing the performance management documents and actively participating in performance management discussions.

3.2 The following table specifies the performance management supervisor for various staff positions.

Staff category

Employee position Supervisor position

Executive Vice-Chancellor Executive Committee of CouncilDeputy Vice-Chancellor (Academic or Administration), Deputy Vice-Chancellor (Research) or Executive Director (SEC member)

Vice-Chancellor

Dean / Executive Director (non-SEC member)

Deputy Vice-Chancellor (Academic or Administration)

Head of School (HOS) DeanCentre Director Deputy Vice-Chancellor (Research)

NOTE: This does not apply to the National Wine & Grape Industry Centre.

Director Executive Director or Deputy Vice-Chancellor (Academic or Administration)

Academic Professor (Level E) appointed to a School DeanNOTE: Dean shall work with HOS for PM meeting.

Research Only academic (Level A-D) appointed to a Faculty

DeanNOTE: Dean has discretion to work with HOS for PM meeting.

Teaching/Research, Teaching/Professional, Teaching Only or Research Only academic (Level A-D) appointed to a School

Head of SchoolNOTE: Dean has discretion to work with HOS for PM meeting with Level D staff.

Research Only Professor (Level E) appointed to a School or Strategic Research Professor (Level E)

Deputy Vice-Chancellor (Research)NOTE: DVC (Research) shall work with Dean or Centre Director for PM meeting. Dean has discretion to work with Head of School for PM meeting.

Teaching/Research or Research Only academic (Level A-D) appointed to a research centre

Centre DirectorNOTE: DVC (Research) has discretion to work with Centre Director for PM meeting with Level D staff.

Performance Management Scheme Procedure Page 1Version 6.1 – 21 September, 2009

General Manager DirectorCoordinator ManagerGeneral staff member appointed to a research centre

Centre Director

Non-supervisory employee Coordinator or Manager

3.3 If an employee has worked to a significant extent over the performance period for two or more supervisors, including separate fractional appointments, then these supervisors liaise so that all relevant aspects of the employee’s work can be considered at the one meeting, with one (or more, if the employee agrees) of the supervisors present.

3.4 If an employee has been a member of one or more project teams, then the project manager(s) provide the performance management supervisor with a written report on the employee’s performance in relation to the project(s).

3.5 At the request of the employee or supervisor, a senior officer may be nominated by the Dean/Executive Director (or equivalent) to assist in the performance management process. The senior officer, who will normally be the supervisor’s immediate supervisor, will have a facilitation or mediation role. He/she will be concerned with the performance management process rather than its content, ensure that the meeting is conducted constructively, and assist in the resolution of any difficulties that may occur.

3.6 By mutual agreement, the employee and/or supervisor may invite another employee of the University to participate in a support role in the performance management process, but not to be an adviser, advocate, representative or delegate. The support person(s) may include the supervisor’s immediate supervisor or the employee’s mentor.

4. MANAGING PERFORMANCE MANAGEMENT WORKLOADS

4.1 Academic staff

4.1.1 To manage workloads, the Dean or Head of School may approve an Associate Dean or Associate Head of School to assist with the performance management process.

4.1.2 The performance management cycle may be spread over a two (2) year period for employees who have a stable workload and are deemed to meet or exceed performance requirements.

4.1.3 A short annual review is required for academic staff on a two (2) year cycle for the purposes of:

(a) determining salary progression for employees who have not reached the top salary step;

(b) monitoring progress; and

(c) adjusting their performance plan and/or development plan, if applicable.


4.1.4 A biennial cycle must be by mutual consent of the performance management supervisor and employee. However, at the request of either the supervisor or the employee, the performance management cycle will be annual for a specified or indefinite period.

4.2 General staff

4.2.1 To keep workloads to a reasonable level, the Dean/Executive Director (or equivalent) will aim to allocate performance management responsibilities on the basis of one performance management supervisor for up to 12 employees.

4.2.2 In most cases, the performance management supervisor will be the employee’s immediate supervisor. Where this is not practicable, then the Dean/Executive Director (or equivalent) may nominate an alternative performance management supervisor employed at an equivalent and appropriate level, who has had the opportunity to regularly observe the employee’s performance and/or work with the employee. This performance management supervisor will liaise with the employee’s immediate supervisor so that all relevant aspects of the employee’s work may be considered.

5. ANNUAL PERFORMANCE MANAGEMENT MEETING

5.1 Periods of review

The periods of review are as follows:

Executive staff Academic staff General staff1 April – 31 March 1 December – 30 November 1 April – 31 March

5.2 Before the meeting

5.2.1 Deans and Executive Directors conduct moderation meetings with Performance Management supervisors prior to commencement of the performance management meetings. Moderation is the process by which CSU ensures consistency and equity in the way the scheme is applied across the Faculties/Divisions. These moderation meetings are normally held in the months specified below:

Academic staff General staffSeptember January

5.2.2 The performance management supervisor organises a mutually convenient time and a non-threatening venue, free from interruptions and distractions, for a performance management meeting.

5.2.3 The employee prepares a draft Performance Report (using the prescribed Performance Report Form) and submits it to the supervisor before the performance management meeting so that he/she may add comments.


5.2.4 The supervisor brings the following relevant documents to the performance management meeting:

(a) the employee’s draft Performance Report for the new performance period;

(b) the employee’s Performance Report and (if applicable) Progress Report for the performance period just ended;

(c) “Generic Responsibilities of CSU Staff”;

(d) “Performance Rating Scale for CSU Staff”;

(e) the University Strategy, relevant five year plans and/or operational plan for the Faculty/Division and/or School/Centre/Section;

(f) supporting evidence; and

(g)

Executive staff Academic staff General staffAccountability statement

Annual workload agreement “Policy on Standards, Expectations

and Qualifications of Academic Staff”

“Performance Management Scheme: Guidelines for Assessing Academic Staff Performance”

Current duty statement

Position descriptors for the employee’s classification level

5.2.5 The employee brings to the performance management meeting supporting evidence for the performance period just ended (e.g. diary, log book, curriculum vitae, academic/teaching portfolio, samples of work, feedback, survey results).

5.3 During the meeting

5.3.1 Annual performance management meetings are to be completed by:

Executive staff Academic staff General staff31 May 30 November 31 March

5.3.2 The draft Performance Report is used as the basis for discussion and reaching agreement about the employee’s performance and professional development for the performance period just ended, and planning performance objectives, professional development, resources and support for the new performance period. NOTE: If agreement is unable to be reached, the supervisor is authorised to make the final decision.

5.3.3 The meeting commences with a review and assessment of achievements (planned or unplanned) in relation to performance objectives, duties, academic standards and/or generic responsibilities appropriate to the employee’s classification level.

5.3.4 A performance rating is given if the review period is six (6) months or longer. The employee self-rates his/her performance, and then the performance management supervisor rates the employee’s performance and discusses the associated actions from the rating scale (see Appendix 1 of this Procedure).


5.3.5 The performance management supervisor has the delegated authority to approve ratings of “performs well”, “exceeds performance requirements” and “outstanding performance”. However, the supervisor must recommend ratings of “below performance requirements” and “unsatisfactory performance” as well as disputed ratings to the Dean/Executive Director (or equivalent) for moderation and approval.

5.3.6 Ratings of “below performance requirements” and “unsatisfactory performance” remain confidential to the employee, managers in the hierarchical chain, and relevant officers involved in performance management administration. Ratings of “exceeds performance requirements” and “outstanding performance” are publicly recognised.

5.3.7 A total of three (3) to five (5) performance objectives, based on meeting expectations for the employee’s classification level, are set in priority work areas. NOTE: If an employee is paid a Higher Duties Allowance, then the performance expectations will be based on the classification level relevant to the higher duties.

5.3.8 Performance objectives may be identified from any of the following relevant sources:

Executive staff Academic staff General staff Accountabilities CSU’s key

objectives Generic

responsibilities

Annual workload agreement

Generic responsibilities

Duties Generic

responsibilities

5.3.9 The employee’s professional development is reviewed, and development objectives and activities are planned to help the employee meet or exceed expectations in relation to his/her performance objectives / current position and/or prepare for a future position.

5.3.10 An outcome of the performance management meeting may be the need to update the employee’s duty statement or annual workload agreement so that it is relevant for the new performance period.

5.4 After the meeting

5.4.1 The final version of the Performance Report is prepared, and signed by the supervisor and employee.

5.4.2 The supervisor records the performance details on the electronic Performance Management Authority Form.

5.4.3 A lower level supervisor discusses the performance reports for his/her staff with the Head of School/Section.

5.4.4 The supervisor submits the following documents to the Dean/Executive Director (or equivalent):

(a) rating dispute claims from employees and the supervisor; and


(b) performance reports for employees with a rating dispute or a recommended rating of “unsatisfactory performance” or “below performance requirements”.

5.4.5 The Dean/Executive Director (or equivalent) moderates the recommended performance ratings for consistency, equity and fairness within the Faculty/Division; informs the supervisor of any rating issues that need to be addressed; and, in the case of a rating dispute, consults both parties before making a decision.

5.4.6 If the Dean/Executive Director (or equivalent) decides to modify the recommended performance rating, then he/she records the approved rating on the original performance report and the electronic Authority Form, and notifies the supervisor and employee in writing of the change and the reason for the change.

5.4.7 The Deputy Vice-Chancellor (Academic) and Deputy Vice-Chancellor (Administration) collaboratively monitor the moderation process, with the aim of achieving consistency in performance ratings across the Faculties/Divisions and University.

5.4.8 The Dean/Executive Director (or equivalent) submits the electronic Performance Management Authority Form to Human Resource Services at Bathurst by the specified date so that appropriate action may be undertaken in relation to salary/remuneration progression and planning of internal professional development activities:

Academic staff General staff31 January 30 April

5.4.9 Salary/remuneration progression to eligible staff will occur on the common anniversary date listed below:

Executive staff Academic staff General staff1 July 1 March 1 June

5.4.10 A Remuneration Recommendation Form for an executive staff member is completed and signed by the relevant persons, and then submitted to the Executive Director, Human Resources by 31 May of each year.

5.4.11 The Division of Human Resources submits a Staff Participation Report for the performance period just ended to the Vice-Chancellor by 31 July of each year.

6. PROGRESS MEETING

6.1 A progress meeting is held within six (6) months of the annual performance management meeting for an employee rated as “below performance requirements”.

6.2 The employee prepares a draft Progress Report (using the prescribed Progress Report Form) and submits it to the supervisor before the progress meeting. This Report is used as the basis for reviewing progress in relation to agreed performance objectives and identified areas of under-performance and, if necessary, for modifying the performance plan.


6.3 If the employee’s performance has improved to the standard expected, then the supervisor authorises a rating change to “performs well”, and submits the final, signed version of the report to the Dean/Executive Director (or equivalent) for noting.

6.4 If the rating has not improved to the standard expected, then the supervisor recommends that the rating of “below performance requirements” remain or, if the under-performance issues have become significant, that a rating of “unsatisfactory performance” be given. The supervisor submits the final, signed report to the Dean/Executive Director (or equivalent) for moderation and approval.

6.5 The Dean/Executive Director (or equivalent) completes and submits the signed copy and electronic version of the Performance Management Authority Form to Human Resource Services at Bathurst, advising of whether or not the performance rating has been changed to “performs well” following the progress meeting.

7. OTHER PERFORMANCE MANAGEMENT MEETINGS

7.1 Following completion of probation

7.1.1 A performance management meeting is conducted within four (4) weeks of confirmation of appointment. The purpose of this meeting is to plan performance objectives, professional development, resources and support for the remainder of the current performance period. Performance planning should be based on information from the final probationary review.

7.1.2 If the performance planning meeting is held less than six (6) months before the closing date for annual performance management meetings, then an annual performance management meeting is not required in this performance round.

7.1.3 If a performance planning meeting has not been held since the completion of probation, then an annual performance management meeting is held for the purpose of planning performance objectives, professional development, resources and support for the new performance period. Performance may be informally reviewed but not rated.

7.2 Following appointment or secondment to another position

7.2.1 Before an employee moves to another position, the current supervisor holds a performance management meeting to review and rate the employee’s performance, and then provides a handover performance report to the employee and new supervisor. NOTE: This report does not include performance planning.

7.2.2 As part of induction, a performance management meeting is conducted within four (4) weeks of appointment or secondment to another position within the University. The purpose of this meeting is to plan performance objectives, professional development, resources and support for the new position.


7.2.3 At the next annual performance management meeting, the handover report is taken into consideration when reviewing and rating performance.

7.2.4 If the review period for the new position is deemed to be too short to rate performance (e.g. shorter than six months), then:

(a) the rating from the handover report is recorded; or

(b) in the absence of a handover report, the current supervisor liaises with the previous supervisor for review comments and a rating.

7.3 Extended absence

7.3.1 A performance management meeting to review and record performance and progress towards objectives is conducted before an employee commences a planned period of extended absence (e.g. maternity leave, long service leave, Special Studies Program or Professional Experience Scheme).

7.3.2 A performance management meeting is held within four (4) weeks of an employee resuming work duties after a period of extended absence. The purpose of this meeting is to review and, if necessary, modify the performance objectives and expectations that were agreed at the previous annual meeting.

7.3.3 At the next annual performance management meeting, the supervisor uses a case management approach and takes the period of extended absence into account when assessing the employee’s performance for the service period, recommending salary/remuneration progression, and planning for the next performance period. NOTE: If the review period is shorter than six (6) months, then performance does not need to be rated.

7.3.4 If leave without pay (not counting as service) exceeds two (2) months, then an employee’s increment payment is deferred by an amount of time equivalent to the total period of leave without pay taken since the previous common anniversary date. Thereafter, payment will occur annually on the common anniversary date.

8. MANAGING UNSATISFACTORY PERFORMANCE

8.1 The purpose of the Performance Management Scheme is to develop employees to their full potential and help them overcome any performance problems at an early stage. Performance problems should therefore be addressed immediately and not saved until the next performance management meeting.

8.2 The Performance Management Scheme is not to be used for dealing with unsatisfactory performance.

8.3 If an employee’s performance is deemed to be unsatisfactory in relation to the performance requirements in the Performance Rating Scale, then the supervisor contacts the Director, Employee Relations (or nominee) for advice about


implementing “CSU’s Guidelines for the Management of Unsatisfactory Performance”.

8.4 When the performance problems have been resolved within the specified timeframe or otherwise appropriate disciplinary action has been taken (excluding termination), then the Dean/Executive Director (or equivalent) completes and submits the signed copy and electronic version of the Performance Management Authority Form to Human Resource Services at Bathurst, advising of whether or not the performance rating has been changed to “performs well” following the progress review.

9. CONFLICT RESOLUTION

9.1 The Performance Management Scheme attempts to resolve problems, in the first instance, in the workplace. The nominated senior officer, who has knowledge of the participants and the workplace, should therefore be the first resource. The Division of Human Resources is also available, upon request, to help resolve any difficulties with the process, participants or nominated senior officer.

9.2 If problems arise during the performance management meeting, then the supervisor and employee each have the right to adjourn the meeting and arrange a third person to be part of the interview process. The third person should be agreed to by the supervisor and employee.

9.3 The third person, who should be selected for his/her skills and abilities in resolving difficulties, may include the nominated senior officer, a representative from the Division of Human Resources, or an employee representative who is a member of CSU’s staff.

9.4 If agreement is unable to be reached about whom the third person should be, then a person nominated by the Director, Employee Relations attends or facilitates the re-convened meeting.

9.5 The performance management meeting is normally to be re-convened with the additional person in attendance within two (2) weeks of the adjournment.

9.6 Disputed ratings

9.6.1 If there is a dispute in relation to a performance rating, then the employee and supervisor each state their case in writing. The supervisor submits the dispute claim with the performance report to the Dean/Executive Director (or equivalent) for decision.

9.6.2 If the Dean/Executive Director (or equivalent) requires further information about the rating dispute, then he/she consults with both the supervisor and employee. The Dean/Executive Director (or equivalent) notifies the supervisor and employee in writing of his/her decision and reason.

10. RETENTION OF PERFORMANCE MANAGEMENT DOCUMENTS

10.1 All draft versions of the Performance Report and Progress Report are destroyed by a secure method such as shredding when the approved version has been signed by the relevant persons.


10.2 The signed Performance Reports and Progress Reports are stored securely by the Head of School, Centre or Division in a lockable filing cabinet in the workplace or electronically in the TRIM database.

10.3 A copy of the approved Performance Report / Progress Report is given to the employee.

10.4 Performance Reports and Progress Reports are retained for 7 years from the date of ceasing employment at CSU for executive staff, and 3 years from the date of the applicable performance management meeting for academic and general staff.

10.5 Before destroying documents at the end of the retention period, a “Request to Destroy” form, located at http://www.csu.edu.au/division/dit/records/archiving.html, is completed and the University Records Manager contacted for approval. Documents are destroyed by a secure method such as shredding.

APPENDIX 1: Performance Rating Scale for CSU Staff


http://www.csu.edu.au/division/dit/records/archiving.html

PERFORMANCE RATING SCALE FOR ACADEMIC AND GENERAL STAFF OF CSU

NOTE: The supervisor is required to take any significant extenuating circumstances into account when reviewing and/or planning performance.PERFORMS WELLDESCRIPTIONThe employee’s performance met expectations for all of the agreed performance objectives, based on the position standards [ACADEMIC STAFF] or position descriptors [GENERAL STAFF] for the employee’s classification level; ANDThere are no performance issues in relation to any of the following relevant items: the “Generic Responsibilities of CSU Staff” [ALL STAFF] assigned duties/responsibilities [ACADEMIC STAFF] the duty statement [GENERAL STAFF].

ACTIONSSalary progression to the next salary point [GENERAL AND ACADEMIC STAFF] Eligible for participation in CSU’s professional development schemes (e.g. Special Studies Program, Study Time Scheme, Postgraduate Study Support Scheme, Professional Experience Scheme).Eligible for attendance at external conferences/ seminars.Eligible for a 2-year performance management cycle with a short annual review if the employee [ACADEMIC] has a stable workload.

EXCEEDS PERFORMANCE REQUIREMENTSDESCRIPTIONThe employee met all of the performance requirements; ANDThe employee’s performance clearly exceeded expectations for one or more agreed performance objectives and/or clearly exceeded the position requirements;

ACTIONSAs for the “performs well” actions PLUSLocal recognition of the individual and/or team.

OUTSTANDING PERFORMANCEDESCRIPTIONThe employee met all of the performance requirements; ANDThe employee’s performance significantly exceeded expectations for one or more agreed performance objectives and/or significantly exceeded the position requirements;

ACTIONSAs for the “performs well” actions PLUSLocal recognition of the individual and/or team. Nomination for a Faculty/Division Award and/or a Vice-Chancellor’s Award [GENERAL AND ACADEMIC STAFF].

Performance Management Scheme ProcedureVersion 6.1 – 21 September, 2009

BELOW PERFORMANCE REQUIREMENTS (SUPPORT REQUIRED)DESCRIPTION

The employee’s performance was clearly below expectations for one or more of the agreed performance objectives;AND/ORThere are currently one or more under-performance issues in relation to any of the following relevant items: the “Generic Responsibilities of CSU Staff” [ALL

STAFF] assigned duties/responsibilities [ACADEMIC STAFF] the duty statement [GENERAL STAFF](or they are in the process of being resolved).

ACTIONSDevelop a performance plan to improve areas of performance that do not meet expectations for the employee’s classification level. It may also aim to enhance areas of performance that meet expectations.

Eligible for attendance at external conferences/ seminars deemed appropriate for facilitating performance improvement.

Not eligible for: participation in CSU’s professional development schemes; a 2-year performance management cycle [ACADEMIC STAFF]; salary progression.

A progress meeting to review identified areas of performance that are “below requirements” must be held no later than 6 months after the annual review.

If performance improves to a rating of “performs well” within the specified timeframe, then salary progression and eligibility for participation in CSU’s professional development schemes will recommence from the date of the progress meeting.

UNSATISFACTORY PERFORMANCEDESCRIPTION

The employee’s performance was significantly below expectations for one or more of the agreed performance objectives;AND/ORThere are currently one or more significant performance issues in relation to any of the following relevant items the “Generic Responsibilities of CSU Staff” [ALL

STAFF] assigned duties/responsibilities [ACADEMIC STAFF] the duty statement [GENERAL STAFF]AND/ORThe employee did not make significant progress in relation to the performance improvement plan developed at the previous performance management meeting.

ACTIONSConsult the Division of Human Resources for advice on implementing the “Guidelines on the Management of Unsatisfactory Performance”.Eligible to undertake professional development activities (such as coaching and training) deemed appropriate for managing unsatisfactory performance.Not eligible for: participation in CSU’s Performance Management Scheme; participation in CSU’s professional development schemes; attendance at external conferences/seminars (unless specified in the unsatisfactory performance document); a 2-year performance management cycle instead [ACADEMIC STAFF]; salary progression.If performance improves to a rating of “performs well” within the specified timeframe, then salary progression and eligibility for participation in CSU’s professional development schemes will recommence from the date of the progress review. If performance problems are not resolved within the specified timeframe, then disciplinary action will be taken.When the specified performance problems have been resolved or disciplinary action (excluding termination of employment) taken, then the employee may participate afresh in the Performance Management Scheme.


PROCEDURE MAINTENANCE AND RELATED DOCUMENTS

Version 6.1 TRIM file number 06/244Short description Procedure on planning, reviewing and developing staff

performance at Charles Sturt University.Relevant to All employees who hold a continuing appointment or fixed-

term appointment and have successfully completed probation.

Approved by Executive Director, Human ResourcesResponsible officer Executive Director, Human ResourcesResponsible office Division of Human ResourcesDate introduced 18 November, 2005 Date(s) modified 18 August, 2006

15 September, 200615 November, 20069 March, 200724 August, 200725 September, 200821 September, 2009

Next scheduled review date August, 2010 Related University documents Refer to the Administration Manual for these documents.

Applicable industrial instrument (i.e. CSU Enterprise Agreement, Australian Workplace Agreement or common law contract of employment) Performance Management Scheme PolicyPerformance Management Scheme: Guidelines for Assessing Academic Staff PerformancePerformance Management Scheme: Guidelines for Casual and Short Term Contract StaffPerformance Management Scheme: Performance Report FormPerformance Management Scheme: Progress Report FormPolicy on Standards, Expectations and Qualifications of Academic StaffGeneric Responsibilities of CSU StaffRelevant policies on Vice-Chancellor’s Awards for Excellence CSU’s Guidelines on the Management of Unsatisfactory PerformanceCSU Induction and Development Program Guidelines

Related legislationKey words procedure, performance management, performance

planning, performance review, professional development


http://www.csu.edu.au/adminman/hum/humanresources.htm

http://www.csu.edu.au/adminman/hum/humanresources.htm

Table of amendments

Version number

Date Short description of amendment

2.0 18/8/2006 Sub-clauses 3.3-3.4 – nominated supervisor for Professors and Associate Professors.3.6 – a Professor can be nominated as a performance management supervisor.4.2.4 – “Guidelines on the Standards, Expectations and Qualifications of Academic Staff” and the “Generic Responsibilities of CSU Staff” added.4.3.3 – objectives and stretch objectives added. 4.4.4 – 4.4.5 – administrative forms due 31 January. 4.4.6 – common anniversary date of 1 February added.4.4.10-4.4.12 – review and re-rating of under-performance at a progress meeting added.5.4 – added re a person nominated by HR to attend a meeting if agreement is unable to be reached about a third person. Performance Rating Scale moved to the Performance Report Form.

3.0 15/9/2006 Sub-clause 3.6 – written report from project manager(s).3.9 – supervisor and/or employee may have a support person.4.3.3 – Employee who meets or exceeds performance requirements may set stretch objectives.4.4.2 – Dean moderates stretch objectives and ratings.4.4.3 – Dean may consult with supervisor and, if applicable, the employee about recommended stretch objectives and rating. 4.4.4 – DVCs monitor the moderation process.4.4.7 – note about performance bonuses in relation to KPI deleted.

3.1 15/11/2006 Sub-clause 4.4.7 – change of date for submission of Staff Participation Report to Human Resources.

4.0 9/3/2007 Sub-clauses 3.5-3.9 – performance management supervisors added for research only staff.4.4.5 – Agreement section added.4.4.13 – salary increment and eligibility for participation in CSU’s professional development schemes added. 6 – retention of documents revised in line with privacy requirements.

5.0 24/8/2008 Separate procedures for executive, academic and general staff combined into one document.Sub-clause 3.2 – supervisor table added for various staff positions.4.1.2 – top salary step deleted as condition for 2 year performance management cycle; short annual review for salary progression purposes added.5 – annual performance management meeting process revised.5.3.6 & 9.6-9.7 – disputed ratings added.6-7 – progress meetings and other performance management meetings added.8.1 – common anniversary date added. 8.2 – performance bonus options added.9.4 – Authority Form added. 10.4 – Director, Employee Relations specified.11.3 – copy of performance report for employee only. 11.4 –retention period added.11.5 – approval to destroy records added.

6.0 25/9/2008 3.2 – PVC (research& Graduate Training) changed to DVC (Research); Teaching/Professional & Teaching Only added. 4.1, 4.2, 5.4 & 8 – performance bonuses deleted.5.3.3 – assessment against objectives, duties, academic standards and generic responsibilities added. 5.3.4 – ratings apply to review period of 6


months or longer.5.3.5 – supervisor can now approve rating of “exceeds” and “outstanding”.5.3.6 – confidential ratings of “below requirements” or “unsatisfactory performance”; public recognition for others. 5.3.7 – total of 3-5 objectives instead of 1 or more objective per priority area.5.4.2 – supervisor completes Authority Form.5.4.4 – summary ratings reports and performance reports for “meets requirements” and “outstanding performance” do not need to go to Dean/Executive Director.5.4.5 & 9.6.2 – consultation with both parties in rating dispute.5.4.6 & 9.6.2 – reason for change added. 5.4.9 – common anniversary date moved from old 8.1.6.4 – rating of unsatisfactory performance added.7.1.2, 7.1.3, 7.2.3 & 7.3.3 – annual performance management meeting added.7.2.1 & 7.2.4 – handover procedure added. 7.3.1. – review before extended absence added.7.3.2 – “within 4 weeks of return” specified for performance planning. 7.3.4 – “exceeding 2 months” added to leave without pay.10.2 – reports to be stored securely by Head of School, Centre or Division instead of Dean/Executive Director; electronic TRIM folder added.Appendix: Rating scale for academic and general staff amended and added.

6.1 21/9/2009 Alteration to performance rating. “Meets requirements” changed to “performs well” throughout document.5.2.1 – moderating meetings added.


Business

Procedure