This procedure provides advice on the implementation of the Performance Planning, Development and Review Policy.
(1) The University of New England is committed to enhancing a culture that values and recognises performance. The Performance Planning, and Development Review process (PPDR) is a principal tool in achieving the University's strategic priorities as it links the objectives of UNE, the business units and individual staff.
(2) For further information and to access the user guides for the Online PPDR please go to the Organisational Development website at (click here for web site)
(3) There are six main steps to the Performance Planning, Development and Review (PPDR) Process:
(4) These steps are explained below.
(5) All staff should make work plans, identify objectives and clarify role expectations with their supervisor as part of the PPDR process. Clearly defined, measurable objectives are the most effective way to evaluate performance fairly. Planning allows supervisors to understand and support the strengths and aspirations of their staff and provides a mechanism to create strong team outcomes that meet the University's strategic priorities. Please contact Organisational Development at email@example.com if you need assistance in the development of writing objectives and Key Performance Indicators (KPI's).
(6) Development activities should be identified as part of the planning process. Through the provision of targeted development, supervisors can ensure staff members have the necessary skills and knowledge required to meet the objectives outlined in the performance plan.
(7) Internal and external development opportunities for employees at UNE will be listed in Web Kiosk, on the Organisational Culture and Development website http://www.une.edu.au/staff-current/development and listed in a drop down field in the learning and development area of the online PPDR.
(8) The career development component of the online PPDR process is strongly encouraged, enabling staff to be proactive in taking responsibility for their own future. A conversation regarding career development is an important part of the process in order to support the ongoing motivation, growth and retention of staff at UNE.
(9) The plan developed as part of the PPDR process ensures staff will have clear agreement of objectives to work towards. Implementing objectives includes having an action plan and a task list, understanding any learning and development needs, and regularly reviewing and updating the action plan and task list.
(10) Supervisors should provide regular ongoing feedback to their staff so there are no surprises at the annual performance and review conversation. It is essential that staff know what they are doing well and areas for improvement, on a regular basis. The planning part of the process should be viewed as a working document and referred to regularly.
(11) If circumstances change during the life of the performance plan, a modification may be required. Supervisors should provide feedback and discuss strategies to overcome any problems that may arise. This may include suitable coaching, or further learning and development where appropriate.
(12) Staff should prepare for the formal discussion by:
(13) Supervisors should also prepare thoroughly for each discussion. This discussion ensures a common understanding between the staff member and their supervisor.
(14) Feedback given during this discussion should come as no surprise to either the staff member or the supervisor. Effective feedback needs to be given sensitively and be timely, balanced, specific and constructive.
(15) Formal performance and review conversations are an essential element in the creation of an organisational culture which promotes high quality performance and individual acceptance of responsibility and accountability commensurate with the staff member's position and role.
(16) All staff should comply with University Policies and practise use of appropriate interpersonal communication skills and respectful behaviours.
(17) If performance is deemed 'unsatisfactory', unsatisfactory performance provisions can be implemented in accordance with the appropriate enterprise bargaining agreement.
(18) These roles and responsibilities are explained below:
(19) Cost Centre means the relevant School, Directorate or other business unit.
(20) Director HRS means the Director, Human Resource Services.
(21) Senior Executive means the Vice-Chancellor and his/her direct reports, excluding persons Director level and below.
(22) Enterprise Agreements means the University of New England Academic and ELC Staff Collective Agreement 2014-2017, the University of New England General Staff Collective Agreement 2014-2017, each as extended or varied from time to time, and is taken to include any agreement that replaces or varies one or more of these documents.
(23) Head of Cost Centre normally means the Head of School or Director (as the case may be) of the relevant School or Directorate. Where it is not appropriate for the Head of School or Director to act, or where the circumstances relate to a position reporting directly to a Senior Executive, the Head of Cost Centre will be taken to mean the relevant Senior Executive. Where the matter relates to a Senior Executive, the Head of Cost Centre will be the Vice-Chancellor.
(24) Development Plan documents the professional development, training, industry and/or vocational knowledge development objectives for the PPDR cycle. For each objective, the strategies to achieve the objectives and the resources required are documented.
(25) Objective specifies what needs to be achieved. It is recommended that when defining performance objectives they should be; specific, measurable, achievable, relevant and timed (SMART Methodology).
(26) Performance Plan documents the performance objectives with associated tasks to be achieved during the PPDR cycle and the performance indicators and timelines for each objective. Performance plans must be developed within the designated workload of the staff member.
(27) Supervisor means the role to whom a position reports to.
(28) Support person means a person who provides emotional support. A support person is not to act as an advocate and should not speak on behalf of the staff member.
(29) Where the word "normally" is used, it means that it is the default position that must be followed unless exceptional circumstances exist that require a departure from the default position, as determined by the Policy Administrator acting reasonably.