Australian Rivers Institute HRM Information Session Presented by : Natalie Dickson – Senior HR Adviser (Griffith Sciences) Theresa Burke– HR Adviser (Griffith Sciences)

Session Overview General Staff Performance Management Scheme Academic Staff Performance Review (ASRP/AMRP) Other employment matters: - Recruitment - Leave Management - Severance - Financials

Effective performance management is a set of processes for developing a shared understanding amongst employees of what needs to be done to enable the organisation to achieve it’s strategic goals. Performance Management, What is it?

Gain a better awareness of our own performance, achievements and developmental areas Opportunity to clarify key role priorities and responsibilities Opportunity to both give and receive feedback Strategic alignment with both Element and University planning processes. Why should we do it?

Encourages career planning and discussion regarding professional/career aspirations. Opportunity to identify and discuss individual developmental needs. Opportunity to address factors which may be obstacles to work performance. Why should we do it? (cont)

Direct Report Responsibilities -Identify performance objectives -Outline career goals -Identifying developmental requirements -Open, honest communication Responsibilities

Supervisor Responsibilities -Set clear expectations and ensure standards are achieved -Conduct of the process & guidance in plan development -Constructive Feedback - open, honest communication -Recording results Responsibilities Cont.

Incremental advancement Probation Professional Development Opportunities Unsatisfactory performance (refer Business Partners) Links with other HR Processes

1. Strategic Alignment: To activities important to the success of the organisational unit and the University. 2. Continual improvement: To identify opportunities to develop systems, processes and practices. 3. Professional Development: To identify and support individual developmental needs and career aspirations. Three objectives of Griffith’s process

Formal annual discussion will cover:- Review of performance against the Position Description Review of progress towards any specific goals and objectives set at the previous year’s meeting Review of Position Description Establish specific performance goals and objectives for the coming year in the context of the University and work area’s strategic objectives; and Consideration of possible development activities in the coming year. General Staff Performance Review Policy

Griffith Process and Policy Process Focus: measuring performance with established objectives and standards, career and professional development Timing: 12 months Process: Planning and Documentation Ongoing feedback and review Formal Review

What is the Performance Review process? Annual Review Performance Plan Interim Review 6 months Informal & regular feedback

An appraisal system that supports all the feedback we give and receive throughout the year An opportunity to provide more formal constructive feedback Setting objectives and monitoring progress Professional development Strategic alignment What Performance Review IS..

Focus people’s efforts towards agreed goals Create a culture of open feedback and trust Establish an environment of continual improvement Facilitate the development of skills and competencies necessary for staff to achieve agreed objectives Celebrate staff/team successes Regular feedback helps you…

A disciplinary tool A surprise A report Card A one-way communication Only one day of the year Focussed only on results What Performance Review IS NOT..

Who should do it? All general full-time/part-time staff on continuing and fixed-term contracts of greater than 12 months General Staff Performance Review

The Performance Plan states: –What needs to be done (Objectives) –How it is going to be achieved (Actions & Evidence) –What professional development is required General Staff Stage 1 – Performance Plan

Step 1: Position Description/Role Requirements Step 2: Strategic Alignment – Unit/Department Objectives – Divisional/Group Plan – University Strategic Plan/Direction Step 3: Establish Objectives (S.M.A.R.T) Developing a Performance Plan

S Specific When an objective is specific, it leaves no room for doubt about what has to be achieved. It should be concrete, detailed, focused and well defined. A general objective would be ‘manage project’, whereas a specific objective would state, ‘project manage a team of six to successfully achieve all objectives as agreed within required timelines and budget.’ M Measureable 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. A Achievable 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. R Relevant Is the objective relevant to your role and the business unit or School/Centre plan? 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. T Time-bound When will it be achieved? What are the milestones along the way? An objective won’t motivate you unless it has a deadline. What are S.M.A.R.T Objectives?

By mid-Semester break. Semester , Griffith Sciences General Staff will have met with their Supervisor to establish a performance plan which has been forwarded to CARMs and meet at least once (ideally every six months) formally during the University year. Specific Who is going to do how much of what by when?

Step 4: Evidence of Achievement (i.e KPIs) Step 5: Resources and Management Support Step 6: Professional Development needs Developing a Performance Plan (cont)

Mid year review after 6 months Opportunity to discuss: –Progress to date –Any difficulties that may have been encountered –Reassess Performance Objectives (still relevant?) Stage 2 – Interim Review

End of year review after 12 months, by mid-semester, Semester 1 Opportunity to evaluate performance –Evaluate whether objectives have been met –Identify what has worked well and further opportunities for professional and career development –Begin new cycle for forthcoming year –Once signed, retain copy and send original to CARMS (N54, 2.40) Stage 3 – Annual Review

General Staff Performance Review webpage: What you need to know Supporting Resources Supporting Workshops What you need to do What Supervisors need to know management/general-staff Resource Information

Essential Documents: -Academic Staff Review Policy and Procedures – Policy Changes (Leave Plan) - Academic Griffith : Clarifying Work Profiles - Academic Staff Review and Plan - Academic Portfolio (mandatory) These documents can be found on the Academic Griffith webpage.Academic Griffith webpage ( review) Academic Staff Performance Review

Who should do it? All full-time/part-time: –continuing confirmed academic staff (not probationary continuing) –fixed term academic staff (employed for more than 12 months), not currently on probation. Academic Staff Performance Review

ASRP Document - Part 1 (Previous years Part 3 objectives, actions and progress) & Part 3 in draft for coming year Academic Portfolio Leave Plan Teaching evidence: –SET & SEC –other teaching evidence (peer reviews, citations, awards) Research evidence –Updated “My Publications” listing –Research output over the review period, research & publication plan Service evidence Scholarship evidence ASRP Documentation Required

Clearly articulated achievements from the past twelve months against the set objectives, along with documented evidence of performance Performance against: List of Academic Activities (Appendix 8 of the Academic Staff Review Policy and Procedures) Position Classification Standards (Appendix 7, Schedule 1& 2 Enterprise Agreement) Previously agreed performance objectives What are Supervisor’s looking for?

Supervisors will also consider : special factors that need to be taken into account; Areas of academic emphasis undertaken; workload of the academic is fair and reasonable; existence of non-traditional career paths; University's equity and diversity policies; and mitigating circumstances. What are Supervisor’s looking for? Cont.

Submission Closing Date outlined in the from the Group Pro Vice Chancellor – Approx 11 July – Workshop dates 19 (GC) & 20 May (N) Academic Portfolio is compulsoryAcademic Portfolio All documentation to be submitted online via eRecruit. eRecruit system sends confirmation of receipt once your submission is completed FAQ’s on Performance Reviews available via ASK HR website.ASK HR website Information to note…

Academic Staff Performance Review webpage: What you need to know Supporting Resources Supporting Workshops What you need to do What Supervisors need to know work/academic-performance-review Resource Information

Recruitment: Pre-recruitment – review business needs, Workforce planning, prepare position description Strategies Panel composition Selection techniques Post-selection Recruitment and Selection Procedures available at: management?pslnkid=GU_CR_RECRUITMENT_2 Toolkits available at: selection-position-management/toolkits Other HRM Information

Leave Management: –* Fixed term staff required to exhaust accrued Rec Leave prior to expiration of contract * Continuing staff - Revised provision for directing staff with excess accruals to take leave. –New provision for staff to carry forward leave accruals beyond 2 nd week of February (Academic staff), subject to relevant approval and submission of a suitable leave plan. –New provision for a default leave plan to be entered where leave applications are either not submitted and approved, or not compliant. Other HRM Information

Leave Management: –Managers can view their direct reports leave balances via: –> Portal > Work > Manager Self Service – 3 Options: * Leave Information – * Job and Personal Information – * Staff Training Enrolments Leave Information Absence Request History Absence Balances Other HRM Information

Continuing (Contingent Funded) Employment: Available for fixed term staff in a research only position Limited term funding from external sources Should the funding that supports this appointment cease Termination of appointment including notice period Other HRM Information

Severance: Fixed term staff will be entitled to severance pay provided the staff member: seeks to continue employment with the University, and They are on a second or subsequent contract for a specific task or project or for research and these duties are no longer required by the University; or The duties of this fixed term appointment for a specific task or project or for research continue to be required but another person has been / will be appointed Other HRM Information

Financials: Academic and General Staff current salary rates available via the “Salary Rates and Tax Information” webpage * 2% Administrative Increase paid January 2013https://intranet.secure.griffith.edu.au/employment/pay-conditions-benefits/salary-tax-information * 1% Salary increase December 2013 (backdated to October 2013) * 3% Increase to be paid annually in January 2014, 2015 and 2016 * On-Costs - currently 28.31% ( based on fixed-term appointment 2yrs or greater, or continuing ) available via ure.griffith.edu.au/__data/assets/pdf_file/0003/380379/salary-on-costs.pdf Other HRM Information

Financials Cont: Budgeting purposes Salary Projected Increases during employment period(both administrative and incremental) On-Costs Accrued Rec Leave Severance entitlements Other HRM Information

Questions ?