Title:

Organisational and Staff Performance Framework

Version 1.0

TRIM file number 05/XXXX

Short description A framework that outlines the range of organisational and staff performance systems and policies at CSU

Relevant to Charles Sturt University as a whole and its employees individually

Approved by Vice-Chancellor

Responsible officer Executive Director, Human Resources

Responsible office Division of Human Resources

Date introduced 14 November, 2005

Date(s) modified

Next scheduled review date November, 2008

Related University documents CSU Strategic PlanCSU Annual ReportInstitutional Assessment FrameworkAudit Report (Australian Universities Quality Agency)Research PlanLearning and Teaching PlanPerformance-based funding criteria for teaching and researchCSU Enterprise Agreement

Related legislation

Key words framework, organisational performance, staff performance

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1. PURPOSE

The purpose of this document is to:

(a) describe Charles Sturt University’s (CSU’s) Organisational and Staff Performance Framework, which aligns with and supports the CSU’s commitment to achieving high quality organisational and staff performance;

(b) outline the range of organisational and staff performance systems and policies at CSU; and

(c) encourage a shared understanding and consistent application of performance principles and systems to continually improve organisational capability and address performance problems as they arise.

2. PRINCIPLES

The Organisational and Staff Performance Framework is based on principles of:

(a) aligned individual and organisational performance;

(b) organisational performance and productivity, achieved through fair and transparent schemes that reward high performance and manage unsatisfactory performance;

(c) staff integrity, professionalism, ethical conduct and accountability;

(d) equity of opportunity, valuing of diversity, fairness and flexibility in the workplace; and

(e) intellectual independence and freedom of enquiry and expression within the employee’s discipline area.

3. ORGANISATIONAL DEVELOPMENT FRAMEWORKS

3.1 The Division of Human Resources has developed four frameworks (listed below and described in Appendix 1) that aim to align CSU’s activities with the “Strategic Plan” and facilitate the achievement of its mission and goals:

(a) Organisational Change and Renewal Framework;

(b) Organisational and Staff Performance Framework;

(c) Continual Professional Development Framework; and

(d) Leadership and Management Development Framework.

3.2 At the individual level, the frameworks support CSU’s commitment to “develop the capacity of its staff to deliver desired outcomes by:

(a) attracting and retaining high quality staff;

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(b) providing an inclusive and enriching work environment;

(c) encouraging continuous professional development of staff;

(d) recognising and rewarding the achievements of staff; and

(e) implementing continual workplace renewal as part of organisational development.” (“Charles Sturt University Strategic Plan 2002-2007”, p. 19)

4. ORGANISATIONAL AND STAFF PERFORMANCE FRAMEWORK

4.1 The Organisational and Staff Performance Framework promotes and supports the development of high quality organisational and staff performance that is aligned with CSU’s mission, values and goals, by encouraging and supporting commitment to continual improvement through continual learning. In this way, CSU can gain and maintain a competitive advantage in the higher education sector.

4.2 The Organisational and Staff Performance Framework aligns with:

(a) the Continual Professional Development Framework by focusing professional development opportunities and systems on improving organisational and staff performance so that CSU can achieve its mission and goals;

(b) the Leadership and Management Development Framework by providing CSU leaders with guidance and strategies to achieve alignment between organisational and staff performance; and

(c) the Organisational Change and Renewal Framework by developing and maintaining an organisational culture that is responsive to change and renewal and provides systems for continual improvement of operations and processes to maintain their relevance in a constantly changing higher education sector.

4.3 CSU’s organisational performance cycle consists of the following stages:

(a) Plan – this stage includes:

planning CSU’s strategic directions; identifying, assessing and managing risks; and developing and managing a budget to achieve strategic goals

and priorities;

(b) Implement – the strategic priorities are implemented in accordance with the plans and budget;

(c) Review - organisational performance is continually monitored, and annually evaluated and reported in relation to key indicators of performance and context both internal and external; and

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(d) Improve – areas for improvement are identified, and the plans are modified to improve quality.

4.4 CSU’s performance management cycle for staff consists of the following stages:

(a) Plan – individual employees, in conjunction with their supervisor, annually develop:

performance objectives based on assigned duties / responsibilities / accountabilities;

a work plan to achieve the assigned duties / responsibilities / accountabilities and performance objectives;

professional development objectives; and a professional development plan to achieve the professional

development objectives;

(b) Implement – the employees implement their work plan / performance agreement and professional development plan throughout the year;

(c) Review – individual employees and their supervisor annually review the duty statement / performance agreement for currency and appropriateness; and the supervisor monitors and annually reviews employee performance and professional development, rates their performance in relation to the assigned duties / responsibilities / accountabilities, agreed performance objectives and the specified standard relevant to their level of employment, provides feedback about the quality of their performance and progress, and reports on performance and professional development needs to the relevant Executive Director/Dean; and

(d) Improve – individual employees and their supervisor jointly identify strategies for improving or enhancing performance; and the supervisor rewards employees for performance that meets or exceeds performance requirements, and manages unsatisfactory performance through a disciplinary procedure that is separate from the Performance Management Scheme.

4.5 The performance management cycle continues throughout all stages of an employee’s career with CSU, i.e. induction, probation, career progression (including salary progression and promotion), exit and, in the case of honorary and adjunct positions, post-employment.

5. UNIVERSITY PLANNING

To provide strategic direction for its activities and performance, CSU has adopted the following management tools:

(a) corporate planning at the University level (a strategic plan for a five year period);

(b) annual planning and review, incorporating operational planning, budget development, review of performance, and risk management at the Divisional and Faculty levels; and

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(c) key indicators of context and performance within the four pillars of the CSU Strategic Plan (Learning and Teaching; Research; Regional Engagement; and Resource Generation and Management).

6. RESPONSIBILITIES

6.1 Overall management

6.1.1 The University Council is responsible for:

(a) making decisions in relation to the strategic direction and overall management of CSU; and

(b) approving policies in relation to governance and management of CSU.

6.1.2 The Vice-Chancellor is responsible to the University Council for:

(a) promoting the interests and furthering the development of CSU;

(b) the ongoing implementation and review of the strategic plan to secure CSU’s future as the premier regional University in Australia;

(c) providing leadership in the development and performance of CSU’s academic functions and related student activities;

(d) providing effective management and supervision of the administrative, financial and other business of CSU;

(e) establishing management processes and monitoring systems which lead to the successful management of risk and ensure legislative compliance;

(f) providing leadership in the external relations of CSU, locally, nationally and internationally;

(g) increasing the percentage of CSU income from sources other than government;

(h) ensuring that sound, contemporary employment principles operate within CSU; and

(i) achieving high levels of performance by staff and fostering a positive organisational culture.

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6.2 Academic management

6.2.1 The Academic Senate is responsible for:

(a) determining the academic regulations and policies of CSU;

(b) assuring the quality of learning and teaching and research at CSU; and

(c) advising Council and the Vice-Chancellor on all matters relating to learning and teaching, scholarship and research.

6.2.2 The Academic Programs Committee is responsible to the Academic Senate for:

(a) approving, reviewing, and attesting to the academic appropriateness and quality of all coursework programs for CSU; and

(b) auditing Faculties to ensure they are effectively implementing quality assurance mechanisms in relation to course development.

6.2.3 The Learning and Teaching Committee is responsible for recommending to Senate, monitoring implementation and reporting on performance in relation to:

(a) CSU’s Learning and Teaching Plan;

(b) CSU’s Learning and Teaching Policy;

(c) policy and criteria for Teaching Excellence Awards and the award of grants from the Scholarship in Teaching Fund; and

(d) academic staff development in learning and teaching.

6.2.4 The Research Management Committee is responsible for:

(a) monitoring the performance of CSU’s Research Centres and Groups;

(b) advising Senate on CSU’s research profile and performance; and

(c) recommending to Senate, monitoring implementation and reporting on performance in relation to CSU’s Research and Research Training Management Plan, and policies on research and research training (including criteria for research grants and Research Excellence Awards).

6.2.5 The University Course Planning Committee, which is a committee of the Vice-Chancellor, is responsible for determining the course profile of CSU, and monitoring course performance in relation to key planning indicators such as attrition and demand.

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6.3 Planning

6.3.1 The Senior Executive Group has a role as the Planning Committee to advise the Vice-Chancellor on University level planning and review as well as the review of Divisional/Faculty plans.

6.3.2 The Executive Committee of Council is responsible for reviewing and making recommendations to Council on any operational policy or procedure of CSU when requested.

6.3.3 The Audit and Risk Committee is responsible for reviewing and making recommendations to Council about CSU’s internal audit program and the Strategic Framework for Risk.

6.3.4 The Director, Planning and Audit is responsible for supporting the development, implementation and audit of centrally supported planning and review, quality assurance and risk management activities.

6.4 Budget

6.4.1 The Senior Executive Group has a role as the Budget Committee to advise the Vice-Chancellor on the strategic review and formulation of CSU’s budget.

6.4.2 The Executive Director, Financial Services is responsible for overseeing the development of the Operating Budget, ensuring it aligns with CSU’s Strategic Plan, and monitoring and reporting on its implementation.

6.4.3 The Executive Committee of Council is responsible for reviewing and making recommendations to Council on the draft annual budget.

6.4.4 The Audit and Risk Committee is responsible for reviewing, and challenging where necessary, the actions and judgements of management in relation to the quarterly and annual financial statements before recommendation and submission to Council.

6.5 Human resource management

The Executive Director, Human Resources is responsible for:

(a) developing and administering Enterprise Agreements / Australian Workplace Agreements, schemes, systems and policies to attract, retain, support, manage and develop high quality staff who are committed to the achievement of CSU’s mission and strategic goals; and

(b) providing organisational development to support the development and maintenance of an organisational culture that aligns CSU’s values and strategic directions with planning, resource management, quality assurance processes and the continual professional development of its staff.

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6.6 Divisional/Faculty management

The individual Executive Directors (or equivalent) and Deans are responsible for implementing, monitoring and/or reporting on University-wide schemes, systems and policies (including strategic and operational plans, the budget, performance management, risk management and quality assurance) within their respective Divisions and Faculties.

7. PLANS, POLICIES AND REPORTS RELATED TO ORGANISATIONAL PERFORMANCE

7.1 Strategic Plan

7.1.1 The “Charles Sturt University Strategic Plan” provides a "statement of intent" to guide CSU’s long term decision making. The plan can be accessed through the following web link:http://www.csu.edu.au/division/plandev/strategic_planning/Strategic_plan_2003.pdf

7.1.2 An outline for using the “Strategic Plan” and the “Planning Review Cycle” can be found in the “Users Guide to the Strategic Plan”. The web link is:http://www.csu.edu.au/division/plandev/strategic_planning/UsersGuide.doc

7.1.3 “Strategic Priorities” are annually identified by the Vice Chancellor and approved by Council for funding in the following year. The web link for annual priorities is:http://www.csu.edu.au/division/plandev/strategic_planning/strategic_priorities_2006.doc

7.2 Operational Plans

7.2.1 Processes for updating operational plans occur according to the “Timeline for Planning Activities”. The web link for the annual timeline is:http://www.csu.edu.au/division/plandev/strategic_planning/planning_timeline_2005.doc

7.2.2 Operational plans for Faculties, Divisions and Offices can be accessed through the following web link:http://www.csu.edu.au/division/plandev/staff_only/operational_plans/

7.3 Annual Report

CSU’s “Annual Report” can be accessed through the following web link:http://www.csu.edu.au/division/marketing/annualreports/

7.4 Annual Budget

7.4.1 CSU’s annual budget is located in the “Annual Report”.

7.4.2 CSU’s Policies Budgeting and can be located through the following web link:http://www.csu.edu.au/division/finserv/staff/policies/budgeting.htm

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7.5 Learning and Teaching Plan

CSU’s “Learning and Teaching Plan” can be accessed through the following web link:http://www.csu.edu.au/division/landt/policy/ltplan.htm

7.6 Research and Research Training Plan

CSU’s ”Research and Graduate Training Operational Plan” can be accessed through the following web link:http://www.csu.edu.au/division/plandev/staff_only/operational_plans/research_op_plan_2005_2007.doc

7.7 Institutional Assessment Framework

The “Institutional Assessment Framework” (previously called the “Educational Profile”) is CSU’s annual submission to the Department of Education, Science and Training (DEST) on aspects such as:

(a) Strategic Plan;

(b) Capital Asset Management Plan;

(c) Research and Research Training Management Report;

(d) Equity Update;

(e) Indigenous Education Statement; and

(f) Student Load Data.

The Framework can be accessed through the following web link:http://www.csu.edu.au/division/plandev/publications/iaf/iaf05.htm

7.8 Quality Assurance

7.8.1 CSU’s self-assessment of performance for quality assurance purposes is contained in the “Performance Portfolio” which can be accessed through the following web link:http://www.csu.edu.au/division/plandev/students_only/quality_assurance/auqa_audit/CSU%20Performance%20Portfolio.pdf

7.8.2 The “Audit Report” by the Australian Universities Quality Agency (AUQA) can be accessed through the following web link:http://www.auqa.edu.au/qualityaudit/sai_reports/index.shtml

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7.9 Internal Audit

Internal audit is an independent monitoring and review activity which aims to add significant value to the quality, cost effectiveness and accountability of CSU’s educational, research and business activities. Information about internal audit can be accessed through the following web link:http://www.csu.edu.au/division/plandev/internal_audit/

7.10 Risk Management

Risk management involves taking action to reduce the likelihood or impact of risk events, including transferring risk through insurance or simply avoiding situations that are deemed unacceptable to CSU. The “Risk Management Policy” can be accessed through the following web link:http://www.csu.edu.au/division/plandev/internal_audit/GOV_Risk%20Management_FIN_190200335.doc

7.11 Workforce Planning

The purpose of workforce planning is to provide a structured approach to the planning and management of CSU’s workforce, to ensure it supports the achievement of CSU’s strategic goals and priorities. The “Workforce Planning Guidelines” can be accessed through the following web link:http://www.csu.edu.au/division/humres/policy/WorkforcePlanning.doc

7.12 CSU Enterprise Agreement

The Enterprise Agreement is able to contribute to enhanced workplace flexibility, productivity improvement, workplace reform and organisational change through:

(a) consultative processes in implementing change, including an employee consultative committee;

(b) flexibility to run academic programs via the annual workload allocation for academic staff;

(c) capacity to achieve structural change via efficient redeployment/ redundancy provisions;

(d) capacity to maintain workplace harmony via efficient dispute resolution processes;

(e) a performance management scheme that recognises and rewards high performing individuals;

(f) efficient processes for managing poor performing staff; and

(g) work/family balance through provisions such as parental and carers leave.

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The Enterprise Agreement can be accessed through the following web link: http://www.csu.edu.au/division/humres/awards/agreements.htm#agreements

8. POLICIES RELATED TO STAFF PERFORMANCE IN GENERAL

Code of Conduct for Staff

The Code of Conduct aims to foster and maintain public trust and confidence in the integrity and professionalism of the staff of CSU. Full details can be accessed through the following web link: http://www.csu.edu.au/adminman/per/PER06.rtf

9. SCHEMES AND POLICIES RELATED TO INDUCTION AND PROBATION

9.1 Induction and Development Program

The Induction and Development Program is a University-wide program which incorporates formal induction activity, workplace orientation and a work-based learning model, to meet the developmental needs of staff. Full details can be accessed through the following web link:http://www.csu.edu.au/division/humres/policy/Induct&DevptProg-V3.0.doc

9.2 Probation

An employee employed on a continuing or fixed term appointment shall normally serve a period of probation. Full details are specified in the employee’s contract of employment, the “CSU Enterprise Agreement” and Australian Workplace Agreements.

9.3 Academic Staff Probation Policy

Probation is an extension of the appointment process and offers a period of mutual testing, during which time decisions on continuation of employment beyond the period of probation can be made. During a period of probation, an employee shall be required to demonstrate that he/she has satisfactorily performed the duties and responsibilities determined by CSU for his/her position. Full details can be accessed through the following web link:http://www.csu.edu.au/adminman/per/AcademicProbationPolicy-V1.0.rtf

10. SCHEMES AND POLICIES RELATED TO PERFORMANCE MANAGEMENT

10.1 The purpose of performance management is to improve organisational performance and capability by improving staff performance.

10.2 The Performance Management Scheme is developmental in that professional development objectives are mutually agreed for the purposes of:

(a) performance improvement – to develop an employee’s skills, knowledge and abilities in order to meet the specified standard for his/her level of employment;

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(b) performance enhancement – to develop an employee’s skills, knowledge and abilities above the specified standard for his/her level of employment; and/or

(c) career development – to prepare an employee for another position or a more senior role that he/she may wish to pursue.

10.3 The Performance Management Scheme includes a Performance Rating Scale to enable supervisors to rate individual performance and determine appropriate actions for rewarding high performance, improving performance and managing unsatisfactory performance.

Full details of the Performance Management Scheme can be accessed through the following web links to the Performance Management Scheme Policy:http://www.csu.edu.au/adminman/per/PerfMgt-GeneralStaff-V2.0.rtf http://www.csu.edu.au/adminman/per/PerfMgt-AcademicStaff-V2.0.rtf

10.4 Unsatisfactory performance is managed through a separate disciplinary procedure, in accordance with the provisions in “CSU’s Guidelines on the Management of Unsatisfactory Performance”. Full details can be accessed through the following web link:http://www.csu.edu.au/division/humres/news/pdf/guidelines_unsatisfactory_performance.pdf

11. SCHEMES AND POLICIES RELATED TO REWARDING HIGH PERFORMING STAFF

11.1 Salary Progression within a Classification

Employees are entitled to progress annually within the salary range for their level of employment until the maximum salary point is reached, subject to satisfactory performance. Normally salary progression is by a single salary point. Full details can be accessed in the “CSU Enterprise Agreement” and Australian Workplace Agreements.

11.2 Accelerated Salary Progression

Depending on the quality of performance, salary progression may be by multiple salary points instead a of a single salary point. Full details can be accessed in the “CSU Enterprise Agreement” and Australian Workplace Agreements.

11.3 Academic Staff Promotion Policy

The aim of academic staff promotions is to recognise the achievements and professional development of academic staff and their demonstrated capacity to contribute to CSU’s mission by undertaking duties at a higher level than their current appointment. Full details can be accessed through the following web link:http://www.csu.edu.au/adminman/per/PER61.rtf

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11.4 Performance-based funding: Criteria for continuing professional development in teaching

7.5% of each School’s operational grant funding is allocated on the basis that at least 50% of their permanent academic staff meet CSU’s criteria for continuing professional development in relation to teaching. Full details can be accessed through the following web link:http://www.csu.edu.au/division/landt/policy/pbf2005.pdf

11.5 Performance based funding: Criteria for research productivity, creativity and professional activity

7.5% of each School’s operational grant funding is allocated on the basis that at least 50% of their permanent, full-time academic staff meet the criteria for research productivity, creativity or professional activity.

The research productive criteria can be accessed through the following web link:http://www.csu.edu.au/research/policy/rps_criteria06.doc

The professional activity criteria can be accessed through the following web link:http://www.csu.edu.au/division/deputyvc/acad/policies/professional_activity_criteria.pdf

11.6 Guidelines for Faculty Awards and the Vice-Chancellor’s Award for Research Excellence

The aim of the awards is to acknowledge outstanding contributions to research by individuals and teams. Full details can be accessed through the following web link:http://www.csu.edu.au/research/funding/internal/are.htm

11.7 Policy for Faculty Awards and the Vice-Chancellor’s Award for Teaching Excellence

The aim of the awards is to recognise and encourage excellence in teaching, by an academic staff member or team, and to acknowledge the central place of learning and teaching at CSU. Full details can be accessed through the following web link:http://www.csu.edu.au/division/celt/html/csuawards.html

11.8 Policy for the Vice-Chancellor’s Awards for Performance Excellence

The aim of the awards is to recognise an outstanding contribution, by a general staff member or team, to the achievement of CSU’s priorities. This may be in recognition of sustained high level performance or a significant stand-alone achievement. Full details can be accessed through the following web link:http://www.csu.edu.au/division/humres/policy/guide/vcsaward-guidelines.doc

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11.9 Guidelines on Awards for Recognition of Charles Sturt University Staff

This document summarises the various recognition and reward schemes for general staff and academic staff in teaching and research. Full details can be accessed through the following web link:http://www.csu.edu.au/division/humres/policy/guide/awards-guidelines.doc

12. POLICIES RELATED TO MANAGING UNSATISFACTORY PERFORMANCE

12.1 Termination of a Probationary Appointment

Where a probation report contains adverse findings and material regarding an employee's performance, a probationary appointment may be terminated. Full details can be accessed in the “CSU Enterprise Agreement” and Australian Workplace Agreements.

12.2 Withholding of Salary Progression

Salary progression may be withheld if performance is not satisfactory for the employee’s appointment level. Full details can be accessed in the “CSU Enterprise Agreement” and Australian Workplace Agreements.

12.3 Disciplinary Procedure

12.3.1 If an employee has failed to meet, over a reasonable period of time, the standard of performance expected for the position occupied, the supervisor may implement the disciplinary procedure and develop a performance improvement plan in an effort to improve the unsatisfactory aspects of the employee’s performance or, if unsuccessful, to take disciplinary action. Full details can be accessed through the following web link:http://www.csu.edu.au/division/humres/news/pdf/guidelines_unsatisfactory_performance.pdf

12.3.2 An allegation of misconduct should normally be resolved through conciliation or mediation between the employee and his/her supervisor. Where this is not appropriate or resolution has not been reached, the supervisor shall provide a report to the Vice-Chancellor, who will determine whether the allegation warrants further investigation. Full details can be accessed through the “CSU Enterprise Agreement” and Australian Workplace Agreements.

APPENDICES

1. Organisational Development Frameworks2. Glossary of Performance-Related Terms

Table of amendments

Version number

Date Short description of amendment

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APPENDIX 1

Organisational Development Frameworks

Since 2002, Organisational Development has been developing and implementing four frameworks that aim to align the activities of the University so that they support the achievement of the Strategic Plan:

1. Leadership and Management Development Framework (2004)

2. Continual Professional Development Framework (2005)

3. Organisational and Staff Performance Framework (2005)

4. Organisational Change and Renewal Framework (2005-2006)

Organisational Development Frameworks Page 117 November, 2005

Developing high quality organisationaland staff performance that is aligned with the University’s mission, values and goals, by encouraging and supporting commitment to continual improvement and performance enhancement through continual learning. Strategies: Probation, PM Schemes, salary

progression, performance based pay,promotions, recognition & reward schemes,

unsatisfactory performance, planning,budgeting, quality assurance,

risk management.

Developing leadership and management skills and abilities that align with and support the University’s mission and

values as well as facilitate the alignment of Faculty/Divisional, School/ Section and staff objectives & activities

with the University’s strategic directions.

Strategies: Leadership development, decision making, problem solving,

planning, managing resources, managing performance &

communication

Continual Professional Development FrameworkAligning the professional development needs of staff with organisational priorities to enable the University to achieve its strategic directions.

Strategies: Staff development programs, career development, induction, mentoring, study support schemes; work-based learning, continuing professional education

HUMAN RESOURCE SYSTEMS

UNIVERSITY SYSTEMS

PEOPLE

Organisational Change and Renewal Framework

Facilitating continual analysis of the University’s external and internal environments, continual learning from its experiences, and continual improvement and enhancement of its culture, systems, operations and processes in order to remain relevant to the constantly changing needs of the higher education sector.

Strategies: Facilitation, Consultancies, Climate Survey; Workforce Planning; Equal Opportunity; Research in Best Practice; Plan –Implement-Review-Improve Cycle; Project Management; Business ProcessReviews;

Leadership and Management

Development Framework

Organisationaland Staff Performance Framework

Developing high quality organisationaland staff performance that is aligned with the University’s mission, values and goals, by encouraging and supporting commitment to continual improvement and performance enhancement through continual learning. Strategies: Probation, PM Schemes, salary

progression, performance based pay,promotions, recognition & reward schemes,

unsatisfactory performance, planning,budgeting, quality assurance,

risk management.

Developing leadership and management skills and abilities that align with and support the University’s mission and

values as well as facilitate the alignment of Faculty/Divisional, School/ Section and staff objectives & activities

with the University’s strategic directions.

Strategies: Leadership development, decision making, problem solving,

planning, managing resources, managing performance &

communication

Continual Professional Development FrameworkAligning the professional development needs of staff with organisational priorities to enable the University to achieve its strategic directions.

Strategies: Staff development programs, career development, induction, mentoring, study support schemes; work-based learning, continuing professional education

HUMAN RESOURCE SYSTEMS

UNIVERSITY SYSTEMS

PEOPLE

Organisational Change and Renewal Framework

Facilitating continual analysis of the University’s external and internal environments, continual learning from its experiences, and continual improvement and enhancement of its culture, systems, operations and processes in order to remain relevant to the constantly changing needs of the higher education sector.

Strategies: Facilitation, Consultancies, Climate Survey; Workforce Planning; Equal Opportunity; Research in Best Practice; Plan –Implement-Review-Improve Cycle; Project Management; Business ProcessReviews;

Leadership and Management

Development Framework

Organisationaland Staff Performance Framework

APPENDIX 2

Glossary of Performance-Related Terms

1. Continual professional development: a systematic and planned approach to the maintenance, enhancement and development of knowledge, skills and expertise that continues throughout an employee’s career and is to the mutual benefit of the individual and Charles Sturt University.

2. Discipline: the process of addressing problems in staff performance or conduct by first trying to help or, if unsuccessful, taking appropriate disciplinary action for failure to reach the standard required.

3. Feedback: verbal and non-verbal communication about a person’s reaction to or understanding of what they hear, observe or experience. The feedback may be positive (to reinforce or increase that behaviour, action or experience) or negative (to decrease or modify it). Feedback should be specific and worded constructively so that an employee can learn what behaviour or action the supervisor desires and how to achieve it.

4. Key indicator of performance and context: a quantifiable measure of how well an organisation is progressing toward the achievement of strategic objectives in important areas of performance.

5. Performance: work output in relation to expectations.

6. Performance-based pay: monetary compensation tied to the achievement of performance objectives and standards.

7. Performance counselling: a meeting between a supervisor and employee to inform the employee of specific performance problems or areas of unsatisfactory performance, develop a performance improvement plan to overcome these problems, and outline disciplinary action that may be taken if the performance requirements are not achieved within the specified timeframe.

8. Performance enhancement: development of an employee’s skills and knowledge above the performance requirements for his/her current position.

9. Performance improvement: development of an employee’s skills and knowledge to meet the performance requirements for his/her position and overcome any performance difficulties at an early stage.

10. Performance improvement plan: a plan to improve an employee’s skills and knowledge in relation to specific performance problems or areas of unsatisfactory performance. This plan should include specific performance targets as well as professional development activities, support and a timeframe to achieve the performance targets.

11. Performance indicator: a quantitative or qualitative measure of performance.

Glossary of Performance-Related Terms Page 117 November, 2005

12. Performance management: the larger process of defining what an employee should be doing, ongoing communication during the year, linking of individual performance to organisation needs, and reviewing performance against assigned duties/responsibilities/accountabilities, performance objectives and the specified standard for the relevant level of employment.

13. Performance Management Scheme: a scheme that facilitates communication between a supervisor and employee for the purposes of clarifying performance requirements for the employee’s current position; planning the employee’s performance objectives and professional development for the coming year; monitoring, reviewing and rating the employee’s performance against the assigned duties/responsibilities/accountabilities, performance objectives and the specified standard for his/her level of employment; and providing the employee with positive and constructive feedback about his/her performance.

14. Performance monitoring: ongoing observation of an employee’s performance in relation to assigned duties/responsibilities/accountabilities, performance objectives and the specified standard for his/her level of employment.

15. Performance objective: a statement of what an employee intends to achieve in relation to his/her duties, responsibilities or accountabilities.

16. Performance planning: part of a performance management meeting between a supervisor and employee to develop a work plan / performance agreement and professional development plan for the coming year.

17. Performance rating scale: a scale of rating categories that enables a supervisor to rate an employee’s performance in relation to assigned duties/responsibilities/accountabilities, performance objectives and the specified standard for his/her level of employment and determine appropriate actions for rewarding high performance, improving performance and managing unsatisfactory performance.

18. Performance report: a document that formally reports on and rates an employee’s performance and professional development over the past year and includes his/her performance agreement / work plan and professional development plan for the coming year.

19. Performance requirement: the minimum performance that a supervisor expects of an employee in relation to assigned duties / responsibilities / accountabilities, performance objectives and the specified standard for his/her level of employment.

20. Performance review: part of a performance management meeting between a supervisor and employee to review the employee’s performance in relation to the assigned duties/responsibilities/accountabilities, performance objectives, professional development objectives and specified standard for his/her level of employment.

21. Performance standard: a statement of the expectations or requirements for a performance element at a particular rating level. Performance standards are described in the “General Staff Position Descriptors” and the “Policy on Standards, Qualifications and Expectations of Academic Staff”.

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22. Probation: an extension of the appointment process and offers a period of mutual testing, during which time decisions on continuation of employment beyond probation can be made.

23. Professional development objective: a statement of what an employee aims to achieve in relation to developing, improving and/or enhancing skills and knowledge for his/her current position and/or to prepare for a future position.

24. Professional development plan: a plan, based on professional development and/or career development needs, to achieve agreed professional development objectives over the coming year. The plan should include activities/strategies, resources and support.

25. Promotion: advancement of an employee to a position in a higher salary level, which has higher skill requirements and more responsibility.

26. Recognition and reward schemes: human resource schemes that recognise and reward employees for high quality performance (e.g. the Vice-Chancellor’s Awards for Excellence).

27. Resources: materials (such as money, staff, equipment and/or supplies) that are available for implementing a planned activity and achieving a desired outcome.

28. Salary progression: annual progression within the salary range for an employee’s classification level until the maximum salary point is reached. Progression may be by single or multiple salary points.

29. Salary review: annual determination of salaries in relation to salary points within an employment classification level.

30. Satisfactory performance: an employee fulfilling assigned duties / responsibilities / accountabilities, achieving performance objectives, and meeting the specified standard for his/her level of employment.

31. Unsatisfactory performance: failure of an employee to meet, over a reasonable period of time, the standard of performance expected for the position occupied.

32. Work plan: a plan, based on an employee’s duty statement and/or work priorities, to achieve agreed performance objectives over the coming year. The plan should include activities/strategies, resources and support.

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