Performance Planning and Review Policy
Designated officer: Deputy Vice-Chancellor
Council approval: C00/109, 28 November 2000
Last revised: C05/107, 6 December 2005
Related policies:
Overview
The achievement of the Mission and Goals in the University's Strategic Plan depends on the performance and contribution of all staff. Performance Planning and Review (PPR) aims to ensure alignment between the performance and development of individual staff, work area plans and priorities, and the Strategic Plan and helps create and maintain an environment that encourages career development and high levels of performance.
Scope
This Policy applies to all ongoing and fixed-term staff employed by the University.
Policy
1.1 Performance Planning and Review (PPR)
PPR involves each staff member and his/her PPR supervisor meeting formally to review jointly the performance of the duties and responsibilities outlined in the relevant Position Description and, after the first cycle, the achievement of agreed performance and development goals.
PPR normally occurs annually.
PPR is to be implemented in accordance with the University's Code of Conduct.
1.2 A portfolio
Each staff member will maintain a portfolio, which is collated or updated by the staff member to prepare for the PPR discussion. It describes the staff member's work and achievements, and includes a statement of self-appraisal and performance and development goals from the last PPR discussion.
Ownership of the portfolio rests with the staff member.
1.3 Aims
PPR aims to:
- encourage and facilitate sound performance and provide opportunities for the recognition of achievement and the acquisition of knowledge and skills
- improve communication
- provide a framework for regular feedback to staff about their performance
- ensure staff and supervisors are clear about their roles and responsibilities and reach regular agreement on performance and development goals
- provide information to Cost Centre Managers that assists with making recommendations or decisions relating to probation, incremental progression, promotion, contract renewal/conversion, Professional Development Program (PDP) and staff development
- provide information to staff that assists with applications for staff development and promotion
- provide a means to identify and address staff development and training needs
- provide a positive framework within which staff can systematically reflect upon their professional and career development
- provide a context within which supervisors can ensure alignment between the performance and development of staff, work area plans and priorities, and the University's Strategic Plan
1.4 The roles of PPR supervisors
For T and R staff, the roles of a PPR supervisor are coach and mentor.
The Dean is the academic supervisor for all T and R staff in the faculty and retains all responsibility for making recommendations or decisions about employment matters such as probation, incremental progression, promotion, contract renewal/conversion, Professional Development Program (PDP) and staff development. The Dean may delegate PPR supervision to other appropriate staff where it is not feasible for the Dean to undertake PPR supervision for all T and R staff in the faculty. PPR delegation also encourages collegiality which is fundamental to a thriving academic culture.
While the content or outcomes of discussions between a T and R staff member and their PPR supervisor can provide information to assist with recommendations and decisions relating to employment matters, a PPR supervisor is not required to make a summative evaluation of a T and R staff member's performance for the purposes of PPR.
For APT staff, the roles of a PPR supervisor are more typically those of a line manager and include the roles of coach and mentor. The PPR supervisor is likely to be the person to whom the staff member reports in the organisational structure. The Cost Centre Manager retains all responsibility for making recommendations or decisions about employment matters.
1.5 Training
All ongoing and fixed-term staff will participate in appropriate training in PPR prior to participating in any PPR discussion.
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