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Monash University > HR > Workplace-policy > Staff-development

Staff Development Procedure – Performance Development Process: Professional Staff

Title of Parent Policy

Preamble

Monash University depends on its most important asset, its staff, to achieve its goal of becoming one of the best universities in the world (Monash Directions 2025). The University relies on the high quality outputs of its professional staff to deliver the ongoing efficiencies, innovations and support required to achieve the operational and strategic goals of the University. The performance development process for professional staff supports these objectives by:

encouraging a culture of continuous learning and performance improvements;
applying the principles of growth, feedback and accountability to the way that we work; and
demonstrating the University's commitment to developing and retaining the talents of professional staff.

The performance development process is a planning and review cycle that supports staff to reach their full career potential through:

the provision of professional development opportunities (growth);
regular, meaningful performance conversations with their performance supervisor and a process of giving and receiving constructive feedback (feedback); and
clearly identifiable and documented performance development plans that create an awareness of the staff member's contribution toward faculty/divisional, campus and University goals (accountability).

The process operates on a 12-month planning cycle, from January to December, and is intended to be dynamic and interactive between staff and supervisors in order to encourage trust and regular, open communication.

The procedure applies to all continuing professional staff and fixed term professional staff HEW levels 1 to 9, except professional staff engaged on research support contracts.

Staff on performance-based contracts may elect to use the Performance Development Online (PDO) tool to assist in their annual performance planning, with the approval of their supervisor. However, by doing so the staff member acknowledges that:

use of the PDO does not alter or diminish the staff member's obligations or the University's rights in relation to managing performance under the staff member's performance-based contract; and
the annual review and any assessment of performance will be conducted in accordance with the performance-based contract. The supervisor may use the information from the PDO when undertaking that annual performance review or in assessing performance.

Definitions

Achievement(s) relative to opportunity: is an evaluative framework in which the overall quality and impact of achievements is given more weight than the quantity, rate or breadth of particular achievements. Assessing achievements relative to opportunity involves giving consideration to circumstances, arrangements, career histories and overall time available to the staff member. This in turn allows appropriate evaluation of achievements in relation to:

the quantum or rate of productivity,
the opportunity to participate in certain types of activities, and
the consistency of activities or output over the period of consideration.

Achievement relative to opportunity is a positive acknowledgement of what a staff member can and has achieved given the opportunities available and is not about providing “special consideration” or expecting lesser standards of performance.

Annual performance development cycle: the performance development process for professional staff aligns with the calendar year and runs from January through to December each year.

Annual work goals: are indicators identified by a staff member (and confirmed by the performance supervisor) as necessary for the staff member to achieve in order to meet the Key Results Areas and Responsibilities identified in the staff member’s Position Description.

Career aspirations and development goals: are specific professional development aspirations identified by the staff member (and confirmed by the performance supervisor) as necessary for the staff member’s professional growth and career development through targeted learning and development opportunities.

Annual review: occurs at the completion of the annual performance development cycle and aims to provide the staff member and performance supervisor with an opportunity to document and discuss the achievements of the staff member during the preceding annual cycle against the annual work goals and career aspirations and development goals identified in the staff member’s performance plan.

Feedback: the primary means for recognising good performance and for redirecting performance that needs improvement. Feedback is an ongoing activity that is usually information based, regular, immediate, informal and verbal. It is used to build trust and relationships in the workplace.

Head of unit: the head of unit/school/department/centre or director or equivalent or, where applicable, a person acting as his or her nominee.

HR Business Partner: is a member of Monash HR who operates as a strategic partner responsible for providing a range of human resources services for an assigned Faculty or administrative Division. HR Business Partners are located within a HR Service Hub.

Performance Plan: is a plan that is prepared in PDO by the staff member and confirmed in a meeting with the performance supervisor at the commencement of the annual performance development cycle. It records the annual work goals and career aspirations and development goals for the staff member’s year ahead and the specific targets and progress towards achieving those goals. The performance plan forms the basis for performance conversations at any stage of the annual performance development cycle including the annual review meeting and regular informal performance discussions.

Performance Development Online (PDO): is an online performance planning tool that supports staff to manage the performance development cycle in a timely and consistent way. It is a hosted, web-based product that is easy to use, offers a secure repository for documentation and streamlines user data entry via SAP.

Performance supervisor: the person who is responsible for managing the performance of a staff member. This will be the immediate line manager, unless the University nominates an alternative supervisor. The supervisor must be trained to effectively perform his or her role in the performance development process. Where a staff member has two or more supervisors, one should be nominated as the performance supervisor.

Relevant personal circumstances: may include family responsibilities (for example child rearing, elder-care, illness of a partner or dependant), a temporary or permanent disability, relevant cultural expectations or circumstances, periods of part-time working and/or absences due to ill-health or injury.

Supervisor’s meeting: The head of unit meets with the supervisors to convey expectations and to clarify goals and objectives for the faculty/division/school/department/administrative unit for the coming year in the context of the faculty/divisional plan and other university plans. As part of the meeting they will reflect upon achievements and challenges of the past year against previously agreed goals.

Team planning: At the beginning of each planning cycle (or at the end of the previous cycle), members of the work group or team meet with their supervisor to discuss annual team outputs, priorities and goals. The team plan is a tool that informs and guides individual performance development plans.

Unsatisfactory performance: when a staff member’s performance is assessed as “not yet satisfactory” and for a sustained period or the desired performance improvement has not been achieved.

1. Requirements for performance supervisors

All designated performance supervisors are required to complete supervisor training in the Performance Development Process for Professional Staff.

The University recommends that performance supervisors access this training prior to meeting with any staff to complete their performance plans. The training requirements for performance supervisors are as follows.

Supervisors must attend a supervisor workshop if they are new to a supervisory role, or if they have not previously undertaken performance development training, or if they have been directed to update their knowledge and skills in this area by their supervisor.
Supervisors may attend the supervisor workshop if they have already completed training but would like refresher training.
Experienced supervisors who have previously completed training in this area can contact the Staff Development Unit in Monash HR to discuss alternative training options.

Supervisors can book into the supervisor's workshop via the Monash University Staff Development web page. Supervisors should contact their HR Business Partner if they are unsure of whether or not they should undertake performance development training.

2. Overview of Performance Development Process: Professional Staff

The annual performance planning cycle could commence as early as September each year with the supervisor meeting and team planning activities outlined below.

During the period from November to March, the staff member and the performance supervisor will meet to finalise the staff member’s previous annual performance plan and to discuss and confirm the staff member’s performance plan for the year ahead (the annual review).

The staff member and the supervisor are also encouraged to meet mid-year (between May and August) to discuss the staff member’s progress towards the annual work goals and career aspirations and development goals identified in the staff member’s performance plan however, this review does not need to be recorded in the PDO system. Any notes taken during this meeting can be attached by the staff member or supervisor to the PDO plan.

3. The annual performance development planning cycle

3.1 Supervisors meeting and team planning

As early as September each year, the head of unit will meet with the supervisors to convey expectations and to clarify goals and objectives for the department, and division or work unit for the coming year in the context of the faculty/division plan and other University plans. As part of the meeting they will reflect upon achievements and challenges of the past year against previously agreed goals.

The supervisor/s and their respective team members or work group will meet to discuss and plan annual team outputs, priorities and goals in line with the faculty/division plan and other University plans.

3.2 Annual review and planning

In the period from November to March, the staff member and performance supervisor will meet to finalise the staff member’s previous annual performance plan and to agree on the annual work goals to be pursued during the forthcoming annual performance development cycle and the staff member’s career aspirations and development goals.

The performance plan for professional staff consists of the following parts.

Annual work goals: staff should identify between 5 and 25 annual work goals for the forthcoming annual performance cycle and the specific targets that would need to be achieved in order to meet these goals

Career aspirations and development goals: in addition to identifying specific career aspirations and development goals, staff should identify the professional development activity or activities that would assist them achieve these goals, for example, training, mentoring or work experience requirements. Staff should also identify the timelines in which they would aim to achieve the goals.

Progress reports: prior to the annual review meeting, the staff member is required to summarise his or her achievements and progress towards the annual work goals and career aspirations and development goals identified in the performance plan. The performance supervisor will also provide a progress report following the annual review meeting.

Overall comments and outcome: in this section additional comments can be made by the performance supervisor or the staff member in relation to the performance plan, including any relevant personal circumstances that will facilitate an assessment of the staff member's achievements relative to opportunity. It is also in this section that the performance supervisor indicates whether the staff member's performance is “satisfactory” or “not yet satisfactory”.

Position description: an updated position description reflecting the staff member's current role and responsibilities must be attached to the plan.

It is good practice for supervisor performance development plans to contain a staff feedback component. Supervisors with responsibility for five or more staff may access a formal 360 feedback tool to seek feedback on their leadership strengths and development needs. Monash HR recommends psychometrically valid and reliable 360 feedback tools as stand-alone approaches, or supervisors may participate in 360 feedback as part of the University's leadership development programs. Refer to the Leadership and Organisational Development web page and the Staff Development web page

Prior to the annual review meeting

In preparation for the annual review, the supervisor and staff member will:

schedule the meeting for a mutually suitable time and date, in a private location, free from interruptions;
reflect on the staff member's progress towards and performance against the annual work goals and career aspirations and development goals; and
consider the work goals and priorities for the year ahead.

At least two weeks in advance the staff member will:

access their online performance plan via the performance development online (PDO) system;
complete a self assessment of his/her own achievements and progress against each of the annual work goals and the career aspirations and development goals identified in the performance plan (the staff member's progress report);
include any include any informal feedback received during the period under review and any other relevant information;
where applicable, attach to the performance plan any documentation that is relevant to the staff member’s performance (eg. emails/letters of acknowledgement completion of training certificates or notes from a mid-year review);
record in the Overall Comments section any relevant personal circumstances to facilitate an assessment of the staff member's achievements relative to opportunity;
enter annual work goals and career aspiration and development goals for the year ahead into a new plan for the next performance cycle; and
ensure that the current and new plans are submitted to the performance supervisor.

During the annual review meeting

During the annual review, the staff member and performance supervisor will discuss:

the staff member’s progress report against each of the annual work goals and career aspirations and development goals identified in the performance plan;
the performance supervisor's observations of the staff member's achievements relative to opportunity and progress towards the annual work goals and career aspirations and development goals;
the staff member’s annual work goals and career aspiration and development goals for the year ahead;
professional development opportunities for the staff member;
any progress made by the staff member against any agreed improvement goals that are linked to managing unsatisfactory performance actions (refer to Staff Development Procedure - Managing Unsatisfactory Performance: Professional Staff);
any feedback on performance (supervisor) and support received or required (staff member); and
whether the staff member has met the University requirements for training in Equity and Diversity (including the Equal Opportunity Online Training) and Occupational Health and Safety.

Following the annual review meeting

Following the annual review meeting, the staff member will update the performance plan for the year ahead to reflect any changes to the annual work goals and career aspiration and development goals that were agreed with the performance supervisor and resubmit the performance plan.

The performance supervisor will:

complete the supervisor's end-of-year progress report on the staff member’s achievements relative to opportunity and progress towards each of the annual work goals and the career aspirations and development goals for the preceding year;
record the outcome of the staff member's performance as “satisfactory” or “not yet satisfactory”;
comment on the annual work goals and career aspiration goals agreed by the staff member and supervisor for the year ahead; and
record any other record any other supervisor comments or feedback in the relevant section of the plan/s.

Where outcome staff member's performance is "not yet satisfactory", s/he will be given an opportunity to improve his or her performance in accordance with the Staff Development Procedure - Managing Unsatisfactory Performance: Professional Staff.

Regular informal performance discussion and feedback

During the annual performance cycle and in addition to the formal review meeting outlined above, the supervisor and staff member will meet regularly and informally to:

discuss the progress in achieving the annual work goals and career aspirations and development goals set in the current plan;
discuss any support required by the staff member in order to meet the specified targets; and
where relevant, discuss and note updated goals to reflect the changes to faculty/division plans and priorities, including the update of relevant strategies to progress towards these goals.

Following the discussion, any changes to the staff member's performance plan will be noted in the performance plan, including the reason for the agreed changes, and formalised during the next review meeting. A copy of the staff member's performance plan will be retained by the supervisor and the staff member for the subsequent performance review meeting.

Responsibilities

Professional staff member

The professional staff member is responsible for:

formulating his/her annual work goals and career aspiration and development goals and entering these into the performance plan;
aligning his/her annual work goals with the Key Results Areas and Responsibilities in the staff member's position description and the faculty/division and university plans and priorities;
identifying professional and career development requirements;
where necessary, divulging relevant personal circumstances to facilitate an assessment of achievement relative to opportunity;
attending staff briefing sessions on the Performance Development Process: Professional Staff;
completing all mandatory training including induction, online equal opportunity and occupational health and safety; and
following this and all related procedures and policies.

Performance supervisor

The professional staff performance supervisor is responsible for:

providing ongoing, regular and constructive feedback to staff;
advising and coaching his/her staff on available development options;
approving the staff performance development plans at the beginning of the annual performance cycle;
ensuring that staff plans are aligned to the unit and University goals;
ensuring that staff have completed induction and online training in Equity & Diversity and Occupational Health & Safety ;
ensuring that the staff member has sufficient support and resources to progress the work goals and targets identified in the staff member's performance plan ;
meeting annually with the staff member to review performance and development progress;
encouraging staff to divulge any relevant personal circumstance to facilitate an assessment of achievement relative to opportunity;
reassuring the staff member that any personal information provided will be kept confidential and only used to help make a contextual and holistic assessment of the staff member’s achievements;
providing a progress report on a staff member's achievements and progress towards the annual work goals and career aspiration and development goals following the annual review meeting;
authorising completed plans at authorising completed plans at the end of the annual performance development cycle; and

following this and all related procedures and policies. staff member has more than one supervisor, the nominated primary supervisor is responsible for consulting with the other supervisors of a staff member to determine the plan and review comments.

Performance supervisors must be adequately trained in the performance development process. This is vital to the success of the performance development process and also gives supervisor's authorisation to recommend and sign off staff incremental outcomes.

Monash HR Responsibilities

HR Business Partner

The HR Business Partner is responsible for:

providing supervisors, heads of unit and deans/divisional directors with reports on PDO participation, on request;
assisting supervisors, heads of unit and deans with understanding the requirements of the performance development process; and
on notification from a staff member, arranging for performance supervisor details to be updated in the PDO system.

Workforce Policy and Performance

Workforce Policy and Performance is responsible for:

maintaining this procedure and related procedures and documents;
ensuring compliance of procedures with the University’s Enterprise Agreement;
updating this procedure in consultation and communication with key stakeholders;
ensuring leadership coaches and workplace relations consultants are kept up to date with the University’s performance development requirements; and
generally providing advice and support with regard to the Performance Development Process: Professional Staff.