module 1 – “establish performance plan” for general staff performance, development and rewards...

Module 1 – “Establish Performance Plan” for General Staff

Performance, Development and Rewards Training

2 © 2008 Ernst & Young Australia. Liability limited by a scheme approved under Professional Standards Legislation.

Module 1 Establish Performance Plan focuses on the course objectives outlined below

At the end of this session participants will be able to:

Describe the PDR process, including roles and responsibilities, the performance management cycle and the detailed performance process steps

List the components of the Performance Plan

Describe why setting individual objectives is beneficial and important

List the attributes of a SMART objective and link performance objectives to the ‘Swinburne in 2015’ vision

Using SMART Criteria, select examples of correct and incorrect SMART objectives (Activity: 3 examples of objectives, group defines what’s good , what’s not and if it passes)

Describe the key elements of the Personal Development Plan

Explore the range of development sources which can be tapped into to provide development opportunities to staff

Complete an activity to assess absorption of learning outcomes


The Performance, Development and Rewards approach positions Swinburne as ‘the place to be’

Developing our talented people lies at the heart of our 2015 vision, which stands to position Swinburne University of Technology (SUT) as one of Australia’s leading research Universities.

To support our peoples’ efforts, we have developed a simple and transparent Performance, Development and Rewards (PDR) approach, which will be applied consistently across SUT.

The PDR approach is designed to ensure we best leverage the talent and experience of our people and in turn, position SUT as ‘the place to be’.

By developing clear, realistic performance objectives, seeking regular feedback and pursuing development opportunities, our people will be well positioned to achieve their potential and gain the recognition and reward they deserve.

Performance, Development and Rewards


Performance, Development and Rewards at SUT is an across the board process to define, guide, support and review contribution to our success

Its ultimate purpose is to ensure that, individually and collectively, we fulfil our potential and support achievement of the University’s goals and objectives.

An effective approach to performance management enables employees and teams to understand SUT’s goals and objectives.

This approach identifies the performance expectations for individuals and teams that are inherent aspects of their employment.

The performance planning process articulates the standards of work expected of employees and the values and behaviours employees are expected to uphold in meeting their job requirements, communicating and working with others.

Performance appraisal and feedback assist employees to understand what work they do well and how they can improve their performance.

Performance Development & Rewards


Our Performance, Development and Rewards (PDR) process is underpinned by a 12-month performance cycle in four steps

Moderations & Rewards

Establish Performance

Plan

Conduct Mid Cycle Review

Conduct End Cycle Review


This module will focus on the Develop Performance Plan step, highlighted in red

Draft Performance and Development Objectives

Agree Performance Plan – discussion

Manager Sign-off

Feb-Mar-Apr 09

Aug-Sept-Oct 09

Jan-Feb 10

Employee Performance Plan Review

Manager Performance Plan Review

Discussion and updates

Manager Sign-off

Employee Performance Review (and rating)

Manager Performance Review (and rating)

Performance Discussion

Performance Review Sign-off Faculty/Business Unit

Moderation Process Higher Ed and Corporate

Moderation Process Incentive Modelling Final Performance Rating

Sign-off

Conduct Moderation Process

Develop Performance Plan

Performance Bonus Payments

May pay run

Conduct End Cycle Review

Conduct Mid Cycle Review

Mar 10

PDR Process


Throughout the process, keep in mind the responsibilities of both parties in agreeing performance plans

Individuals’ Responsibilities Manager Responsibilities

Identify and realistically assess your skills, interests, goals and obstacles

Review your position description against business unit plans, 2015 vision and the University plan when setting performance objectives

Draft your performance objectives and development plans to support your short and long term career objectives.

Track your performance against your objectives. This includes collating evidence of your progress and achievements

Prepare for, and actively participate in, performance review meetings. This includes notifying your Manager of any obstacles you are facing or issues that might affect your performance

Provides a supportive reality check regarding your performance objectives, aspirations and expectations. Assists in identifying alternative objectives where necessary

Advises and agrees measures for each objective

Balances performance expectations against workload models

Ensures your personal objectives align with business unit and university plans

Regularly monitors performance informally during the performance year, not simply relying on mid and end cycle reviews to discuss performance

Provides timely and constructive feedback to you throughout the year

Objectively assesses your performance in direct dealings with you and in the Moderation process


The Performance Planning process involves using SuccessFactors to document objectives – the Planning Meeting is the key

Performance Planning Process in Detail

Draft objectives, actions and

measures/targets

Dir

ect

Rep

ort

Man

ager

Draft Development

Plan

Enter into SuccessFactors

for Manager review

Review Performance and Development

Plan

Enter comments in SuccessFactors and send to Direct Report

Conduct Performance

Planning Meeting with Direct Report

Update Performance Plan based on

meeting and send to Manager

Performance Plan

Approved?

Approved Performance

plan

Willing to

update plan?

Resolution Process

NO

YES

NO

YES

Update Performance Plan & send to Manager


A Performance Plan documents challenging yet realistic performance objectives with clearly defined measures

Performance Plans incorporate performance Objectives, Actions and Measures and a Development Plan, including short and long term career goals, and key development activities to be undertaken during the performance cycle.

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© 2008 Ernst & Young Australia. Liability limited by a scheme approved under Professional Standards Legislation.

Performance Plans are an important part of the PDR process and are the most critical part to get right

Why do you think that developing Performance Objectives is important?

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What do you think SMART stands for?

S

M

A

R

T

pecific When your objective is specific, it leaves no room for doubt about what has to be achieved. A general objective would be “Manage Project", whereas a specific objective would state, “Project manage a team of six to successfully achieve all objectives to satisfaction of Steering Committee and Project Sponsor within agreed timelines and budget."

ime-bound When will it be achieved? What are the milestones along the way? An objective won’t motivate you unless it’s got a deadline.

Developing SMART Objectives

elevant Is your objective relevant to your role? Is it something toward which you are willing and able to work? It’s important that your performance objectives stretch you, but also that they within your capability to achieve.

chievable Do you have the skills and resources to do this? With a reasonable amount of effort and stretch, can this be completed?Objectives are most achievable when you plan your steps, get the right advice and support, and set a realistic time frame.

easurable How much? By when? How will you know when you’ve succeeded? Using the example above, you must have clear targets in terms of budget, timelines and what constitutes satisfaction. Consider what sources of information are required to evidence achievement for your remaining performance objectives.

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There are three key elements to focus on when developing Performance Objectives

Performance Objective – Key Elements

Objectives Actions Measures

A desired output or result. It should be a single sentence that contains an action verb and clear end result.

Series of tasks and activities that need to be completed during the performance cycle that will progress you towards achieving your performance objective. You actions, act as a progress ‘checklist’ for your reference during the performance cycle.

Define precisely what is to be achieved. They should be stretching but achievable and should reflect the expectations of the role. Measures may be a qualitative or quantitative and objectives may have several different targets to be met.

Reduce turnaround times of business unit requests for budget information from 4 days to 2 days

Action 1 “Review and update process for requesting department budget information”

Action 2 ”Communicate updated budget request process to al departments and finance staff”

Action 3 “Review and update budget systems procedures”

Action 4 “Monitor budget requests from departments and reinforce process as required”

90% of all budget information requests are met within 3 working days

Average score of 90% received across Faculty Satisfaction Surveys

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Which of the sample objectives below are SMART?

Examples

Role Objective Actions Measures and Targets

Lecturer Deliver effective courses Turn up on time

Answer questions

SFT score: 3

Not specific enough. Which courses? What does effective mean?

These are not enough “stretch” and are too easy to achieve


Personal Assistant Ensure adequate stationary and supplies ordered for Faculty

Check stationary cupboard and buy stationary on a monthly basis

Stationary cupboard stocked at all times (checked bi-monthly by random staff)


Lecturer Achieve high SFT scores for two 2009 subjects - Organisational Change and Human Resource Management - as documented in Measures & Targets

Plan course adequately

Schedule time for student meetings

SFT score of 5 (out of 5)

Not really achievable – perhaps “above 4.5” if looking for a

stretch

Not relevant to the role – not a stretch


Accounts Payable Clerk Pay vendors Enter invoices into the system

Track all invoices to ensure timely payment

Invoices paid on time

Not time-bound or specific – within 10 days of receipt without errors

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A general menu of performance objectives and measures exist for general staff

These can be accessed via the objectives library in the on-line PDR application The General Menu of Measures contains sample measures for most business units across SUT You may find many objectives and measures relevant to your role and career interests, however you are

able to develop additional objectives and measures and/or modify the existing menu objectives and measures in consultation with your Manager

Menu of Performance Objectives and Measures

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Aligning Performance Objectives to SUT’s Strategic Themes

Strategic Themes

SUT’s strategic themes underpin the University plan and the 2015 vision.

Aligning each of your performance objectives to one of SUT’s strategic themes ensures your performance has a direct impact on your business unit’s plan, and ultimately, will contribute to the achievement of our 2015 vision.

The six strategic themes are:- Flexible in Teaching and Learning

- Focused in Research

- Engaged in Industry and Community

- International in Outlook

- Entrepreneurial in Endeavours

- Intersectoral in Approach

In addition, objectives and measures can be aligned to “Improvement and Quality” where the existing strategic themes are not appropriate.

Which strategic themes are applicable to your business unit?

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Swinburne Values and Behaviours measure ‘how’ performance objectives are achieved, not ‘what’ is achieved

Values and Behaviours are a benchmark of acceptable practices and expectations and provide a framework against which our people make decisions and take actions which ultimately affect the performance of SUT. The values and behaviours are:

Teamwork & Collaboration Support, respect and have regard for the safety and well being of self and

others Put people first and consider the impact on others before you act Be open and receptive to the ideas and opinions others Share information, knowledge and expertise with colleagues Encourage the resolution of conflict

Personal Integrity Inspire trust by being open, honest and transparent in dealing with others Treat people fairly, ensuring freedom from discrimination, harassment and

bullying Operate in a manner that is consistent with Swinburne’s Code of Conduct Be accountable for one’s own behaviour and actions Maintain confidentiality of student, staff and departmental information

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Swinburne Values and Behaviours (continued)

Leading & Innovating Generate enthusiasm and commitment for the Swinburne vision Support, empower and encourage others to achieve excellence Seize opportunities and act upon them with initiative and creativity Actively promote and drive change Lead by example to inspire others

Every employee will incorporate a standard values and behaviours objective into their performance plan. The objective will include measures that assesses how you achieved your performance objectives to balance what you achieved during the performance cycle.

The weighting of the values and behaviours objective must be between 10% (minimum) and 20% (maximum).

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Performance objectives must be weighted to reflect the relative value of one objective to another

Why do you think performance objectives are weighted?

Sometimes one objective is extremely important compared to another and needs to be made a focus.

As a general guide, objectives should be weighted based on the amount of effort and time spent producing the outcome.

For example, if you spend two days per week managing a specific project, the maximum weighting you should apply to an objective relating to this project is 40%.

Final weightings will need to be agreed between Manager and Direct Report, however it is important that weightings are not unfairly applied to unfairly distort performance rating outcomes (i.e. weighting a performance objective as 60% when 10% of your time is spent on that specific task).

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Establishing a Personal Development Plan

A Personal Development Plan (PDP) consists of:

- short and long term career aspirations, and

- development objectives and learning activities to focus efforts and track progress towards your career aspirations and performance objectives

For example, an employee may identify the need to improve their leadership skills in order to successfully achieve the specific performance objective:

“Project manage a team of six to successfully achieve all objectives to satisfaction of Steering Committee and Project Sponsor within agreed timelines and budget.“

The development objective is “To improve leadership skills”

There are a number of learning activities that could be undertaken to achieve this development objective…. let’s look at these now

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There are many development activities employees can undertake to enhance their skills and knowledge

What learning activities can you identify that could help to support achievement of your performance

objectives and career aspirations?

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A few things to reiterate before you we give you a final quiz on this module

Ensure Performance Objectives are aligned to the business unit’s objectives.

Ensure objectives and measures are SMART. Keep it simple!

Do not have too many objectives. Individuals should aim to have between 4 and 6 performance objectives with robust measures.

Keep your list of objectives ‘live’ – review and revise with your Manager throughout the year and seek guidance to help you achieve your goals.

What are your key learnings from today?

Summary

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In pairs, write down the answers to the following quiz on the answer sheets provided without referring to your notes

Question 1:

What are the 4 key steps of the Performance Cycle?

Question 2:

What does SMART stand for?

Question 3:

What is the purpose of actions when drafting performance objectives?

Question 4:

Identify three different learning activities

Question 5:

Who drafts performance objectives?

Question 6:

How many objectives should a person have?

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Let’s review our course objectives to see if we have covered off all required topics

You should now be able to: Describe the PDR process, including roles and responsibilities, the performance

management cycle and the detailed performance process steps

List the components of the Performance Plan

Describe why setting individual objectives is beneficial and important

List the attributes of a SMART objective and link performance objectives to SUT’s strategic themes

Use the SMART Criteria to select examples of correct and incorrect SAMRT objectives

Describe the key elements of the Personal Development Plan

Identify and discuss the range of development sources which can be tapped into to provide development opportunities to staff

Course Objectives - Review

module 1 – “establish performance plan” for general staff performance, development and rewards...

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