1. At the Information Commons Holmesglen Institute of TAFE
Performance Planning
At the Information Commons Holmesglen Institute of TAFE
14/05/2019

2. Introduction
I would like to share my thoughts about performance planning in a library environment and discuss its implications, in terms of:
people
learning and
improved efficiencies.
14/05/2019

3. My paper will cover Why performance planning was adopted
The good, the bad and the changes
What we have learnt
Where we are now & where we are going
What’s in it for you
14/05/2019

4. Holmesglen Institute of TAFE
Started in 1982
1987 Overseas Education Unit
One of the largest TAFEs in Vic
Over 10, 900,000 SCH in 2003
Offering degrees in 2005
Strategic Plan focuses on access, excellence and enterprise
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5. The Information Commons
High technology physical environment
Four branches over three campuses
Increasing emphasis on remote access to services and resources
32 staff members
Operates seven days a week
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6. Staffing Structure The Senior Management Team
Manager, Information Commons
Manager, Client Services
Systems/Technical Services Manager
Branch Managers
The Senior Management Team
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7. Staffing Structure Committees across four branches Systems
Technical Services
Lending Services
eLearning
Web Services
Information Literacy
Liaison Librarians
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8. Performance Planning What is it? Why is it done? Library management
Library staff
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9. Informal appraisal not enough
As we grew and changed staff needed a clearer direction
Institute interest
Enthusiastic guinea pigs
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10. Institute Working Party
Not a ‘reward’ or ‘disciplinary process’
Provides for self-evaluation
Identifies and delivers additional training where required
Mechanism where managers & staff discuss & agree on priorities
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11. The Trial Staff training & why it’s important Preparation
The interview
Feedback on the process
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12. Outcomes of Feedback 6 months too short Process time-consuming
More pre-interview preparation time needed
‘Appraisal’ confronting concept
Process rated as ‘satisfactory’
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13. Resulting Improvements
12 month time-frame
Form re-designed to change concept of ‘appraisal’ to ‘planning’.
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14. Further refinements
after all staff feedback from Strategic Planning days in 2002 & 2003
Need to clearly align PP strategy with IC Strategic Plan, to ensure ‘fit’
Ability to extend form to enable lengthier comments
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15. Further refinements Training need identified for:
Managers in ‘the Interview’
All staff in KPI formulation
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16. The Strategic Plan
Where it fits
How it relates
The synergy
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17. Key Performance Indicators
Need to be:
SMARTER
Specific
Measurable
Achievable
Relevant
Time-bound
Extending
Required
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18. Where to from here? Setting one own goals The role of committees
Feedback
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19. My candid view
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20. I hope you have enjoyed my talk
Thank you
I hope you have enjoyed my talk
14/05/2019