FLINDERS UNIVERSITY PERFORMANCE REVIEW AND DEVELOPMENT for General Staff Information Session May 2007

1. FLINDERS UNIVERSITYPERFORMANCE REVIEW AND DEVELOPMENTfor General StaffInformation SessionMay 2007

2. What is Performance Review and Development (PRD)? Background and action so far Flinders University Principles and Objectives A systemic approach Future action and embedding PRD effectively Roles and responsibilities Reporting Questions and Feedback Focus of this Session

3. Process to identify, evaluate and develop work performance. About enabling line managers to manage the workplace on a day to day basis and embedding sound management practices. Comprises: Planning and goal setting for individuals aligned with strategic directions Ongoing discussions between managers and staff about job roles, performance goals, and learning and development aims Two-way feedback to facilitate learning and goal achievement Ongoing support and development to help individuals more effectively achieve their work and learning goals Recognition of and reward for achievements/high performance. PRD – what is it?

4. PRD is not: An opportunity to vent a year’s worth of frustrations An opportunity to share a year’s worth of feedback About setting unrealistic expectations for the future Disciplining staff What it is not!

5. Flinders Strategic Directions and Priorities identified ‘Your Voice’ 2006 Survey conducted Collective Workplace Agreement (CWA), 2006-2008, established and made new linkages for PRD Strong foundations for PRD in place through the General Staff Review and Planning Program (RPP) (and Academic Staff Performance Review Scheme but present focus is General Staff Scheme) Building on RPP but there are some differences! Learnings from RPP used to strengthen approach to embedding PRD. Background

6. Shared understanding of roles, accountabilities, workloads and performance goals and expectations Clear understanding of work priorities aligned to university directions Shared commitment to ongoing performance development Development of knowledge and skills Ongoing recognition and feedback Positive and proactive approach to workplace management. Continuing to embed a performance culture, including leadership, accountability, and effective management practices. Flinders University PRD Principles

7. Building on RPP: To enable feedback and learning To identify work priorities, work load and performance expectations To recognise achievements To understand and identify training and development needs Differences from RPP: To strengthen understanding of accountabilities, work goals and how these will be measured/evaluated To strengthen ongoing recognition of excellent performance To keep position descriptions up to date and relevant To facilitate the process of incremental progression To facilitate daily workplace management. Flinders University / CWA Objectives

8. PRD is not an isolated activity It: aligns with, supports and drives many key functions is about leadership and effective management practice facilitates an organisation’s capacity to grow and change as it needs into the future encourages ongoing and continuous improvement builds ongoing communication. A Systemic Approach

9. Workforce planning Flinders University Strategic Directions & Priorities Strategic Overview Action Plans Organisation Structure Results achieved Work Team Plans/Priorities Recruitment Induction & Probation Individual PRD Planning Individual Role/PD Outcomes Focused on work goals & development Developing Rewarding Training Needs Analysis Reviewing

10. Information sessions > awareness raising and feedback (April/May) Pilot sites > learnings and feedback (May-July) Refining and developing ‘tools’ and support for managers and staff based on feedback (June-July) Training for managers and staff as part of pilot sites by the Staff Development and Training Unit (June-July) Building on what is already happening effectively. Action Underway

11. A garden thrives when the soil has been prepared properly. PRD is the same. We need to take the time to prepare so the full potential of PRD can be realised. So, we aim to: help line managers and staff understand and engage in the PRD process prepare line managers and staff through awareness raising, training, ongoing communication, and provision of HR assistance, including on line ‘tools’, to make the most of PRD enable line managers and staff to approach the process without fear put in place monitoring, ongoing support, and follow up so PRD does not ‘fall over’ and lose credibility. To embed PRD

12. Engage actively in PRD as an ongoing proactive process for workplace management. It’s not a ‘once a year’ event! Set clear directions and engage staff in them Listen to staff and keep informed: observe and enquire Provide and discuss regular feedback and be open to receiving feedback of all kinds Acknowledge and recognise achievements Support learning and development (formal and informal) Role model behaviours that encourage a culture of open communication, dialogue, feedback and ongoing learning Keep their manager informed of progress and broad PRD outcomes e.g. training and development needs in their work area. Roles and Responsibilities - Line Managers

13. Engage in PRD to: Set work goals in partnership with line manager Clarify performance expectations Discuss work and progress Ask for help, training, support Receive and learn from feedback Provide feedback on own performance (and peer and upward feedback where possible) Identify future points for discussion e.g. leave, flexible work practices, learning opportunities Roles and Responsibilities – Staff

14. Progress and manage the PRD implementation process Finalise in consultation with stakeholders PRD guidelines, forms, and other ‘tools’ for managers and staff Coach managers and staff as required through the implementation process Provide advice as and when required Monitor and report on progress in implementation. The Staff Development and Training Unit will provide training for managers and staff as part of its ongoing calendar of events, including understanding the PRD process and skill development. Roles and Responsibilities - HR Division

15. Where do the PRD outcomes go?! Pilot site evaluation Completion of training for managers PRD plans in place – ‘flags’ for incremental progression Exit questionnaires Future staff surveys Monitoring and Reporting

16. Complete pilot sites and evaluate (July/August) Monitoring / use of HR information system to be explored (June/July) Ongoing support for managers and staff (August onwards) via: Personnel Consultants for advice, consultancy and coaching Intranet for documentation, pro formas and supporting ‘tools’ Staff Development and Training Unit for training and skill development. Ongoing communication and marketing. Next Steps

17. Remember, we don’t live in a perfect world! It takes time to effectively embed PRD in an integrated way, so be patient when hiccups occur! Each cycle will gain in strength and everyone will continually learn and improve the process as PRD evolves. There will be challenges …..

18. THANK YOU FOR LISTENING QUESTIONS AND COMMENTS

19. How you think PRD can be most effective at FU What assistance would be most helpful to you in being to engage proactively in PRD Any concerns you may have Your experiences of PRD and what you learned from them/we we can learn from them. THANK YOU FOR SHARING YOUR THOUGHTS We are interested in hearing about: