Introducing SUPPORTING OUR STAFF

1. IntroducingSUPPORTING OUR STAFF The ANU Performance Management Framework

2. Background Performance management is not a new concept for ANU • creating relationships and ensuring effective communication • focussing on what ANU, Colleges, supervisors and employees need to succeed

3. Managing Performance at ANU Two systems have been running in ANU for some time: • Career & Performance Development Scheme (CPDS) for general staff; and • Rewarding, Enhancing and Managing Academic Staff Performance for academic staff

4. Supporting our Staff • replaces the current performance management systems • harmonises the process, language and forms • Eg Performance Plan  Statement of Expectations • updated policy, procedures, guidelines and forms on web

5. Supporting our Staff The essential elements of performance management are maintained in the framework – • Setting personal expectations for each staff member • Reviewing contribution against these expectations • Career and personal development

6. Supporting our Staff There are several differences between the academic and general staff process:

7. Performance Management: An Integral Part of the ANU Planning Cycle ‘ANU by 2010’ College/Division Plan Branch/School Plan Your Manager’s Statement of Expectations Your Statement of Expectations

8. Supporting our Staff • “Our greatest defence is the quality of our work” (VC, ANU Retreat Feb’08) • all staff are required to have an agreed Statement of Expectations, consistent with the short and long term priorities of the ANU • this should be developed and reviewed in consultation with the supervisor

9. Email 25/2/08 to Deans, Directors, College GM and HRMs Dear Colleagues At our recent retreat, I reiterated my expectation that all staff should have a Statement of Expectations agreement in place. As the next 2 year performance cycle for academics is due in 2008, it is time to ensure that academic staff performance reviews are underway, and that new Statements of Expectations for this two year cycle are being prepared. This is an important process that ensures that effort is directed at our goals and provides a useful framework for providing regular feedback to our staff. Best wishes, Ian Vice-Chancellor

10. Supporting our Staff • Why manage performance ? • What are the benefits?

11. Understanding Expectations People want to know what to do and how to do it They want to know what is expected of them, how they are progressing, where they fit in and what their supervisor thinks of their performance They want to feel that the work they are doing is valued and that they are making a contribution Les Pickett; AHRI Fellow: IPMA Symposium Paris, May 2000

12. Supporting our Staff Benefits for the Organisation • Improved research and education outcomes • More programs delivered on time and on budget • More specific training needs are identified • More specific training carried out • More specific human resource planning • Increased quality of services & products • Improved motivation of staff • Greater attraction & retention of staff • Better culture change process • Improved performance of the whole organisation

13. Supporting our Staff For the Supervisor • Improved working relationships • Improved communication • Improved decision-making • Improved problem-solving • Improved individual/team performance • Improved performance of the manager

14. Supporting our Staff For the Individual • Improved clarity of expectations • Improved working relationships • Improved communication • Improved self-confidence • Improved job satisfaction • Improved problem-solving • Improved understanding of the job • Improved performance • Improved encouragement and support to perform well • Improved acceptance of personal responsibility

15. Aims Of Performance Management As a result of Performance Management staff should be able to: • Negotiate & achieve agreed performance objectives • Establish a career development plan • Acquire new skills, knowledge & experience • Have clarity of expectations in the workplace • Perform successfully

16. Each Staff Members’ Responsibilities • Work with your staff/manager to establish clear performance objectives • Meet regularly for feedback and Performance Review • Work with your staff/manager to establish (and progress) a career development plan

17. Benefits of actively communicating to achieve levels of performance • Makes your job easier and contributes to development of staff and colleagues • Increases achievement as staff know and are comfortable with their role, performance objectives and standards • Encourages innovation and creativity – staff and colleagues know that they have your support and trust • No surprises or defensiveness in performance reviews

18. Training Calendar • Respecting ANU Staff - 18 Feb • Supporting our Staff - Supervisors Program - 5 March, 11 June, 3 Sept • Borderline Performance & Tricky Conversations - 8 April • Supporting our Staff Framework - (6 Feb), 19 May, 13 Aug • Managing Underperformance - 28 May, 27 Aug, 18 Nov • Managing Grievance Processes Successfully - 17 March Plus: • Preparing for a Supervisory Role • Supervisor Development Program • ANU Management and Leadership Development Program

19. Supporting our Staffweb resources

20. Questions