Introducing SUPPORTING OUR STAFF

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Introducing SUPPORTING OUR STAFF

• The ANU Performance Management Framework

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Background

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

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Performance Management An Integral Part of the
ANU Planning Cycle

• ANU by 2010

College/Division Plan
Branch/School Plan
Your Managers Statement of Expectations
Your Statement of Expectations
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Supporting our Staff

• Our greatest defence is the quality of our work
  (VC, ANU Retreat Feb08)
• all staff are required to have an agreed
  Statement of Expectations, consistent with the
  short and long term priorities of ANU
• this should be developed and reviewed in
  consultation with the supervisor

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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

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Supporting our Staff

• There are several differences between the
  academic and general staff process

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Supporting our Staff

• The essential elements of performance management
• Setting personal expectations for each staff
  member
• Reviewing contribution against these expectations
• Career and personal development

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Supporting our Staff

• Benefits for ANU
• 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

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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

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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

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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

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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

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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

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Supporting our Staffweb resources
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Managing Underperformanceweb resources