1.1 Performance, Planning and Review (PPR) is a three-stage, cyclical process.
- Stage one: Preparation
- Stage two: PPR discussion
- Stage three: Follow up
2. Nomination of PPR supervisor
2.1 When a staff member is appointed to an ongoing or fixed-term position, the staff member’s supervisor is nominated in the letter of offer or confirmation and on the position description.
(a) For Academic staff in faculties, the supervisor is normally the Executive Dean or Head of School. However, PPR supervision can be delegated by the Executive Dean to another appropriate senior academic.
(b) For Professional staff, the PPR supervisor is normally the person to whom the staff member reports in the organisational structure.
(c) The PPR Supervisor normally implements probation.
(d) The roles of the PPR supervisor include:
(i) fostering the staff member’s success at work
(ii) ensuring the expectations and priorities of the position the staff member holds are clear
(iii) establishing performance and development goals in consultation with the staff member
(iv) ensuring that performance and development goals are developed within the context of the work area’s plans and priorities, top level plans and the University’s Strategic Plan
(iv) mentoring and providing advice and support, including staff development
(v) monitoring and reviewing performance
(vi) providing and receiving constructive feedback
(vii) maintaining records of PPR meetings, including PPR goals
3. PPR training
3.1 All staff undertake relevant PPR training prior to participating in a PPR discussion.
(a) Each staff member participates in general PPR training, which is available online, to ensure the principles, purposes and practice of PPR are understood prior to commencement of the first PPR cycle.
(b) PPR supervisors participate in PPR supervisor training prior to commencing PPR discussions with staff.
4. The PPR cycle
4.1 Stage one: Preparation
(a) The staff member and the PPR supervisor prepare separately for the annual PPR discussion.
(b) To prepare, the staff member establishes or updates his/her PPR portfolio.
(c) A PPR portfolio
A PPR portfolio aims to provide a structured framework that encourages the staff member to reflect systematically on his/her work and career. It is a collection of documents which includes:
(i) A work profile which comprises a current curriculum vitae and a current position description for the position the staff member holds.
(ii) A self-evaluation statement, in which the staff member reflects on his/her performance and development. The level and complexity of the position the staff member holds often influences the length of the statement;
Analysing feedback from a comprehensive and balanced range of sources can be useful in the preparation of a self-evaluation statement.
(iii) A record of the goals from the last PPR discussion or the probation plan.
(d) The staff member gives his/her PPR supervisor a copy of the PPR portfolio, allowing enough time for the PPR supervisor to read and reflect on it before the PPR discussion.
(e) The PPR supervisor ensures s/he understands the requirements of the position the staff member holds and how it relates with other positions in the organisational unit and the University more broadly and is able to review the staff member’s performance and development and give constructive feedback.
4.2 Stage two: PPR discussion
(a) Any review of performance is based on the current position description and the achievement of performance and development goals from the last PPR discussion or the probation plan.
(b) The PPR supervisor and the staff member meet formally to:
(i) review and discuss achievement of the performance and development goals from the last PPR discussion or the probation plan
(ii) reach agreement on specific and measurable goals and priorities for performance and development
(iii) discuss and determine the support required to achieve the agreed goals
(c) For Academic staff, work allocation and the balance between teaching, research and engagement activities within the work allocation are discussed during the PPR discussion.
(d) At the completion of the PPR discussion, there is a clear understanding between the staff member and the PPR supervisor about the performance and development goals to be achieved and the actions to be initiated by both to achieve the goals.
(e) New or revised performance and development goals are documented and signed off by the staff member and the PPR supervisor, both of whom keep a copy.
(f) If the Executive Dean, Cost Centre Manager or Head of School is not the PPR supervisor, a copy of the PPR portfolio is forwarded to the relevant Executive and senior manager/s for the purposes of endorsement, communication and planning.
(g) A copy of each staff member’s PPR portfolio is to be stored securely in the office of the relevant member of Executive or Cost Centre Manager and in accordance with the University's Records Management Policy.
(h) Once endorsed by the relevant member of Executive or Cost Centre Manager, a copy of the PPR goals is also forwarded to Human Resources for the purposes of monitoring and reporting on the implementation of PPR.
4.3 Stage three: Follow up
(a) Following up to make to ensure the PPR goals are achieved is an essential characteristic of PPR process.
(b) The staff member and the PPR supervisor continue to work together to implement and monitor the achievement of the PPR goals and meet as often as needed throughout the PPR cycle to discuss progress and review and/or modify goals, if circumstances require.
(c) One of the aims of PPR is to provide a means to identify and address staff development and training needs. To enable appropriate staff development and training programs to be provided within and across the University, information about the development and training needs of staff, including PPR supervisors, can be forwarded to appropriate officers within the University, for example, in Human Resources, the Centre for Support and Advancement of Learning and Teaching or the Office of Research.
(d) At the end of one PPR cycle, a new cycle is initiated.
5. Relationship to the University's Enterprise Agreement
5.1 PPR derives from the University's Enterprise Agreement.
5.2 PPR is not the process by which a supervisor deals with unsatisfactory performance. If a staff member’s performance is considered unsatisfactory, the Unsatisfactory Performance provisions in the Enterprise Agreement are implemented. This process is separate from PPR.