Performance Management Scheme for General Staff IPPPS

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Performance Management Scheme for General
Staff(IPPPS)

• Information Session for General Staff of
  La Trobe University

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I P P P S

• Is a Performance Management Scheme for the
  general staff of the University
• Is a set of processes for developing a shared
  understanding of what needs to be done to enable
  the University to achieve its strategic goals.
  These processes include managing and developing
  people.
• It covers general staff at HEO levels 1 to 9

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Overview of the IPPPS Policy

• Brief History
• Overview of Objectives
• Participants of IPPPS
• Key Policy Issues
• Roles Responsibilities of Key Players of the
  Scheme
• The 3 Stages of the Appraisal Process
• Outcomes of Supervisors Report
• Disputes
• Appeals
• Flowchart
• Appraisal Report and Forms

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Brief History of the Scheme

• The scheme was developed and implemented in
  January 2002.
• The need for this scheme has been brought in
  part by
• the government making the implementation of
  effective performance management systems a
  criteria for the 2 Grant available under the
  Workplace Reform Program.
• staff who have expressed a desire to have such a
  scheme.
• Both the Management and the Unions recognise
  the contribution of this performance management
  scheme towards meeting the strategic objectives
  of the University, Faculties and Administrative
  Divisions.

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Overview of Objectives of the Scheme

• The scheme is intended to
• Encourage high levels of performance.
• Set goals and assess performance.
• Establish a supportive climate and an open
  communication style that encourages the promotion
  of constructive performance enhancement.
• Identify, acknowledge and reward high standards
  of achievement.
• Identify, prevent or address problems of under
  performance.
• Reference Page 1 of Policy

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Participants of the IPPPS Process

• ALL general staff are required to participate
• Except employees
• a) in a probation period
• b) on extended period of approved leave
• (judgement exercised)
• Reference Page 2 of the Policy

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IPPPS Governing Principles

• Individual performance objectives are to be
  consistent with the substantive classification of
  the staff member.
• Performance objectives and standards are to be
  aligned with the objectives of the
  Faculty/School/Division/University.
• Performance review discussion and feedback
  process will be undertaken based on the agreed
  objectives and standards.

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KEY POLICY ISSUES

• Supervisors appraise more junior staff
• Performance review of staff shall be the
  responsibility of the Supervisor
• Participation is a prerequisite for
• incremental progression
• Review cycle is 12 months
• Confidentiality

POLICY Participation is a prerequisite or
incremental progression Review cycle is 12 months
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The Five Key Players of IPPPS

• Faculty Registrar
• Supervisor
• Staff Member
• Dean or Divisional Manager
• Human Resources Division

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Roles and Responsibilities

• Dean/Divisional Manager
• ensures supervisor carried out appraisal in
  accordance with Policy
• considers recommendations of the supervisor
• if the Dean/Divisional manager does not agree
  with the supervisors recommendations, a
  statement of reason must be supplied in writing.
• Reference Page 4 of Policy

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Roles and Responsibilities

• Faculty Registrar
• Assist the Dean to ensure supervisor carries out
  appraisal in accordance with Policy
• assist supervisors in setting goals and
  objectives for staff members
• assist supervisors in developing programs for
  staff members whose performance requires
  improvement
• ensures equity and consistency in application of
  the Scheme, recommendations on incremental
  progression, confirmation of linking plan or
  other rewards
• establish and oversees Faculty Reference Group
• Reference Page 4 of Policy

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Roles and Responsibilities

• Supervisor
• Set goals and objectives with the staff member
• Monitor work performance, agreed goals and
  objectives
• Review staff members progress and provide
  feedback
• Provide coaching and training
• Adjust goals and objectives to reflect changes in
  the workplace
• Reference Page 5 of Policy

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Roles and Responsibilities

• Staff member
• The staff member is expected to actively
  consider his/her own role and responsibilities
  and ways where he/she can contribute to the
  overall objectives of his/her area.
• discuss and agree on goals and objectives
• indicate actual achievements against goals and
  objectives
• identify skills needed for the position
• ensures that the goals and objectives are met
• raise problems preventing achievements of goals
  and objectives
• Reference Page 5 of Policy

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Roles and Responsibilities

• Human Resources
• Provide advice and assistance on the process
• Resolve disputes
• Provide prompting service of key dates within
  cycle
• Process incremental progression on appraisal
  outcomes
• Reference Page 5 of Policy

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The Performance Management Process

• Stage One
• Reviewing the staff members role and
  responsibilities, setting the performance
  objectives and standards for the year under
  review
• Stage Two
• A mid-year discussion to review progress against
  the performance objectives
• Stage Three
• The end of the year review to assess overall
  performance against objectives and staff
  development needs.

Reference Page 4 of Policy
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The Performance Management Cycle Activities
1. Clarify Roles in the Position Description
2. Setting SMART goals
4. Review performance against SMART goals
3. Monitor performance provide feedback
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The Performance Management Meetings

• The Performance
• Planning Meeting
• The Performance Review Meetings
• Mid Review
• Final Review

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The Performance Planning (Goals Setting)
Meeting(Section A)

• Carried out at the start of the Appraisal Cycle
• i.e. just before staff members incremental date
  falls due
• Supervisor and staff member meet to discuss goals
  and objectives for the 12 months period
• Supervisor and staff member agree and endorse the
  Work Plan (Complete Section A)
• Agreed goals and objectives are consistent with
  the role of the position
• Reference Page 3 of Policy

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The Performance Review Meetings

• Must have at least 2 review meetings
• - Mid cycle Review
• - Final Review
• Can have more if needed

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The Mid Cycle Review

• (Discuss performance and provide feedback)
• Staff member evaluates and reports on
• - progress towards goals and objectives
• - any extenuating circumstances
• Supervisor will review
• - the set goals and objectives
• - the staff members progress against
  goals
• objectives
• - and address any problems raised by
  the staff members
• (Complete Section B)
• Reference Page 3 of Policy

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The Final Review Meeting

• This meeting is held 3 months before the staff
  members incremental date falls due. Staff
  member and supervisor meet in a formal meeting
  during which they discuss the staff members
  performance against the agreed goals.
• There should be no surprises at this meeting.
  The goals and performance indicators should have
  been clearly documented and agreed upon, and
  feedback should have been given continuously
  throughout the period.

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The Final Review Meeting

• The review and the discussion should take into
  account the following
• The relevant position description
• The whole range of the agreed performance goals
  set at the start of the review period, and the
  factors which influence performance
• A staff members performance over the whole
  review period not just the last
  impressive/unimpressive 3 months

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The Final Review Meeting

• (Held 3 months before incremental date falls due)
• Review Outcome of Performance
• Staff member evaluates and reports on
• the results of the goals and objectives achieved
• any extenuating circumstances
• Supervisor will review
• the results achieved by staff member
• areas not met by staff member
• (Complete Section B)

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The Final Review Meeting -continued

• The Supervisor, after taking into account any
  extenuating circumstances indicate
• an overall performance rating
• (Complete Section D)
• an appropriate salary progression
• recommendation
• (Complete Form 1)

SECTION D
FORM 1
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• The Final Review Meeting -Continued
• Development Plan
• (Complete Section C)
• (Complete Sections A to E of Appraisal Report)
• Goal Setting for Next Year
• (Repeat Performance Cycle -Complete Section A)

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Possible Outcomes of Performance Review

• ? Satisfactory Performance
• ? Performance Requiring Improvement
• ( 6 months opportunity period
  applies)
• ? Performance Unsatisfactory
• Reference Page 6,7 of Policy

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Disputes

• Disputes arising between a staff member and a
  supervisor
• regarding the process of this scheme shall, in
  the first
• instance, be referred to the
• Dean of the relevant Faculty or
• Divisional Manager
• who will attempt to resolve the dispute through
  using the
• grievance procedures set out in the HRM.
• Reference Page 6 of Policy

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Appeal Process

• Decisions on
• Withholding of increment
• Withholding of progression to a higher linked
  grade at end of linking plan (for those who have
  been placed on a linking plan refer clause 3 of
  LTU EBA 2004-2008)
• Reference Page 9 of Policy

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Appeal Process

• A general staff member who has had an increment
  withheld after the further six (6) month review
  period or who at the conclusion of a linking plan
  is not recommended for progression to a higher
  linked grade may appeal the decision.
• Appeal shall be lodged with the Office of the
  Director, Human Resources within 10 working days
• An appeal committee comprising the Director,Human
  Resources or nominee, and a nominee of the
  relevant union shall consider the merits of the
  appeal. If required, the appeal committee may
  agree to have an independent person to chair the
  appeal.
• Reference Page 9 of Policy

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FLOWCHART(I) (II)
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FLOWCHART 1
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(No Transcript)
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Forms to the Human Resources Division

• Two types of forms
• Form 1 Advice to Human Resources on
  incremental progression/multiple
• increments/other rewards
• Form 2 Recommendation to withhold increment
• Reference Page 9, 10 of Policy

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IPPPS Website Address

• http//www.latrobe.edu.au/hr/classification/ippps.
  htm

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IPPPS - STEPS AND ADMINISTRATION PROCESSES
Appraisal Pre-Work Who Supervisor

• -Supervisor ensures staff member has an updated
  Position Description.
• -Human Resources sends prompt to Supervisor to
  initiate meeting.
• -Supervisor sets date/time of meeting using
  letter Attachment A
• -Supervisor and staff member meet to discuss and
  finalise the goals and objectives for the 12
  month cycle.
• -Complete Section A of the Appraisal form.
• -Supervisor to provide a copy of endorsed Section
  A to the staff member.
• -Supervisor must complete and return Attachment
  B to Human Resources within a week after the
  meeting.
• -Human Resources sends prompt to Supervisor to
  initiate meeting.
• -Supervisor and staff member meet within 2 weeks
  to review performance against the agreed goals
  and provide feedback.
• -Complete Section B of the Appraisal Form.
• -Complete Section A where appropriate.
• -Supervisor to provide a copy of the completed
  Section B and Section A if completed to the
  staff member.
• -Supervisor must complete and return Attachment
  C to Human Resources within a week after the
  meeting.
• -Human Resources sends prompt to Supervisor to
  initiate meeting.
• Finalising Performance and Review Report of
  Current Year.
• -Supervisor and staff member meet within 2 weeks
  to review performance and finalise the
  performance appraisal.

Initial Goal Setting Meeting Who
Human Resources Supervisor Staff Member
Mid Cycle Review Who Human Resources Supervisor S
taff member
Final Review Who Human Resources
Supervisor Staff member
Advice to Human Resources Who Dean/Divisional Ma
nager
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COMPLETION OF IPPPS DOCUMENT ( Please refer to
the GUIDELINES for assistance when completing the
various Sections of the Appraisal Report)
Reference to IPPPS document colour code
GUIDELINES to completion of Appraisal
Report
Appraisal Form To be kept
at Registrar/Div Mgrs office

Attachment/Form To be
returned to Human Resources
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Reference Slides
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SUGGESTIONS ON HOW TO MAKE THE MOST OUT OF THE
PERFORMANCE PLANNING AND REVIEW MEETINGS

• Create the right environment
• make an appointment
• choose a place free from interruptions
• Be clear about the purpose
• it is reaching agreement on the work to be done
  in this position
• it is mutually agreeing on expectations
• Hear each other through
• hear each other right through first before going
  into details
• position incumbent first
• Dealing with differences/disagreements
• listen to each other
• if agreement cannot be reached ask for assistance
  from the Dean/Registrar/HR

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Guide To Goal Setting

• Objectives should be SMART
• Objectives must be consistent with the staff
  members position role
• Objectives should not be more than 5 or 6 for a
  12 month period

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SMART PRINCIPLE

• S SPECIFIC
• M MEASURABLE
• A ATTAINABLE
• R REALISTIC
• T TIME-BOUND

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A SMART objective is

• Specific
• For example, Write a paper
• Measurable
• For example, Write a 30-page paper
• Attainable
• For example, Write a 30-page paper and
  allowing flexibility in other work
  commitments.
• Realistic
• For example, Write a 30-page paper in the next
  10 seconds???
• Time Frame
• For example, Write a 30-page paper in one
  week

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Providing Feedback

• Feedback is simply letting people know how they
  are performing.
• It is telling them when they are doing a good
  job, what they are doing well and where and how
  they can improve.
• Discussion sessions should be relaxed and
  non-threatening.

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Providing Feedback - continued

• Feedback is encouraged to be given on a continual
  and regular basis.
• It may be an informal chat, or at formal meetings
  during the mid-cycle and final review meeting.

Your performance is excellent.
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Feedback is most effective when it is

• Specific rather than general, in a manner that
  is clear and understandable
• Manageable
• Given immediately rather than delayed
• Positive and Corrective

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Examples of Effective Feedback

• Specific rather than general, in a manner that is
  clear and understandable
• Example
• Specific You did not send out the training
  materials to participants one week before the
  commencement of training
• General You need to pull your socks up
• Manageable
• Example
• Manageable The areas in the budget you need to
  fix are these. I suggest you consult the
  Manager, Finance Resources in
• the Faculty Office for specific directions of
  what is
• required.
• Vague The budget is sill not right. Would you
  have another look at it and fix it up

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Examples of Effective Feedback Continued

• Given immediately rather than delayed
• Immediate for purpose of corrective steps to be
  taken and staff member learns from it. When
  delayed or is only presented at the formal
  assessment time, staff member may feel resentful
  and may challenge the feedback.
• Positive and Corrective
• Both positive and corrective aspect of work
  performance should be addressed.
• Positive To motivate, encourage and maintain
  performance
• Corrective To reinforce appropriate/desirable
  outcomes
• Any discussions with staff on areas of
  improvement should
• Include specific examples of work and
• Attempt to identify and address the problem
• Corrective feedback should not be given in front
  of a staff members peers.
• Conversely positive feedback can be motivational
  if provided in the presence of others.

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END OF SESSION