1 Academic Performance Development Process – A New Approach Karen Haywood – Divisional Director, Human Resources

2 Drivers and what is proposed DriversProposed Widely disparate views and experiences Guidelines and briefings for staff and supervisors Agreement on need for regular, focussed meaningful conversation with supervisor Two conversations about performance each year

3 Drivers and what is proposed Complex, unwieldy documentation Simplified documentation Lack of procedural links-duplicated effort Links to :probation; promotion;progression Lack of alignmentSupervisors’ meeting Inadequate focus on professional development Focus on career aspirations

4 How were the proposals developed? KPA Phillips 23 recommendations Project team -17 occasions Researched GO8 Literature review Surveyed Monash to seek relationship between performance management and research performance

5 Objective To support staff to achieve their personal and professional goals and to contribute to the goals of their organisational units and Monash University Elements: 1. Change the emphasis from performance management to development and create a focus on career through the personal and professional development of staff

6 Objective 2. Align the performance management scheme with the planning cycle planning tool driven by staff clear performance standards articulated links to the operational plan transparency of workload allocation

7 Individual Performance Plan (Staff create their own plans to achieve individual work area outcomes) Planning cycle

8 Objective 3. Achieve administrative efficiency through on-line system links to other systems eg RM4; SAP links to HR processes eg probation; promotion

9 3 Principles Growth – providing every staff member opportunities to develop through personal and professional development Feedback- self review, other evaluations, output measures, standards and performance conversations Accountability is created through transparent documentation and discussions of workload and achievements

10 Performance Development Process

11 Next steps Global for consultation with staff February 2008 Consultation with Reference Group and Academic Heads Network February 2008 SRC / SMF presentations April 2008 Launch May/June 2008 Info. Sessions July- September 2008 On-line system July-September 2008

12 Challenges Academic structures Integration of IT systems: RM4; SAP HR Development of a feedback culture Finding the time and energy ….. Is it really worth the effort?

13 What have the staff told us? Staff Survey results(2007) Career development is a major organisational initiative-why? “Enough time and effort is spent on career planning” ; “There is good communication…”; “ Knowledge and information are shared..”-three of the five lowest performing items, 2007

14 What have the staff told us? Employee engagement impacts on bottom- line results 43% of performance originates from engagement (CLC,2002) and we build this through activities like: Feedback Clarifying performance expectations Instilling a performance culture Being committed to development..that’s why