Document 5 Performance Development Framework.pdf

5.3
provide a fair and transparent process for managing any identified

underperformance;

5.4   ensure that there is a common basis for performance management across the

agency, which is linked to business and workforce planning activities, key agency

behaviours and work level standards;

5.5   provide a mechanism for regular two-way feedback on performance;

5.6   contribute to the ongoing development of employees and recognise that

opportunities for learning and career development are a matter of joint

responsibility between the employee and manager; and

5.7   demonstrate how employee’s individual work contributes to the agency’s

objectives.
Principles
6
The main elements of the PDF are:

6.1
Performance Agreement (PA): A PA is a document developed between an

employee and their team leader agreeing to:

6.1.1 what the employee is going to achieve for the year (Key Outcomes),

6.1.2 how these are to be assessed (Performance Indicators),

6.1.3 how the Key Behaviours are going to be demonstrated, and

6.1.4 the learning and development (L&D) priorities to support the employee.

6.2.  Regular performance feedback: regular informal feedback between the

employee and their team leader should occur throughout the performance cycle

and formal feedback sessions should occur at least twice a year (mid-cycle review

and end-of-cycle review). Effective performance management discussions

underpin the PDF. Performance feedback openly and honestly discussed fosters

sound communication channels between the employee and their team leader. It is

also an important tool for identifying development needs and supporting the

improvement of performance.

6.3.  Performance rating: A rating of the employee’s performance is provided at the

end of the performance cycle. This final rating is provided after the consistency

assurance process has been applied to the indicative ratings. A satisfactory or

unsatisfactory rating is also provided at the mid-cycle feedback session.

6.4.  Performance reporting: throughout the performance cycle, HR may prepare

reports for Executive and monitor the implementation of the PDF.
7.
Mutual obligation is pivotal to the success of the performance management process.
Team Leaders must ensure that performance management is an ongoing process that
operates as part of normal business functions. It is important that Team Leaders commit
time to active performance management. Team Leaders must ensure that all employees
receive regular feedback and performance recognition. Similarly employees must accept
responsibility and be active participants in issues of their own performance and
development.
Eligibility
8.
The PDF applies to all employees.
9.
All employees are required to have a current PA, except non-ongoing employees
engaged for period of less than 3 continuous months.
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Performance Cycle
10.
The performance cycle runs from July to June each year.

Task
Responsible
Dates
Develop individual Performance Agreement
Team Leader and
July-Aug
Employee
Mid-cycle feedback session
Team Leader and
End of Feb
Employee
Internal consistency assurance of indicative
Team Leader, Manager
May
ratings
and Senior Executives
End of cycle feedback and indicative rating
Team Leader and
June
Employee
Reporting to the agency
HR
August

Roles and Responsibilities
11.
Successful implementation of the PDF is dependent upon employees and managers
actively participating in the performance management process.

12.
Employees are responsible for:

12.1  Working with their team leader to develop their PA.

12.2  Updating their PA when they move into a new role.

12.3  Performing the outcomes to agreed standards and demonstrating the behaviours

set out in the PA.

12.4  Actively seeking ways to improve their performance and therefore the performance

of their team and the agency.

12.5  Actively seeking and participating in L&D opportunities.

12.6  Giving and receiving performance feedback.

12.7  Retaining a copy of their finalised PA and formal feedback sessions.

12.8  Completing the documentation for both the PA and ratings within the required

timeframes identified by HR.

13.
Team Leaders are responsible for:

13.1   Working with employees to develop and update their PA so they meet the overall

objectives of the team and branch.

13.2   Actively considering ways they can assist employees improve their performance

and therefore the performance of the team and the agency.

13.3   Actively considering options for the L&D of employees (including reviewing

work/project opportunities and coaching).

13.4  Providing regular informal performance feedback so that employees understand

how they are contributing to the team and agency and also how they can improve

their performance.

13.5   Receiving feedback from team members.

13.6  Retaining a copy of their employee’s finalised PA and formal feedback.
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13.7  Providing formal indicative ratings for employees’ performance and behaviour at

the mid-cycle and end-of-cycle feedback sessions, as well as informing the

employee of the finalised end-of-cycle rating after the consistency assurance

process.

13.8  Providing comments in the relevant section of each employee’s PA following the

mid-cycle and end of cycle feedback, or when leaving the team.

13.9  Including a Key Outcome relating to leadership/management in their PA.

13.10 Completing the documentation and ratings within the required timeframes

identified by HR.
14.
Managers and Senior Executives are responsible for:

14.1  Reviewing business unit objectives and priorities as required and ensure team

members understand the impact of any changes on their work.

14.2  Ensuring that the scheme is implemented in their business unit, including

articulating the importance of all staff participating in the scheme, setting clear

goals, developing a PA directly with senior staff, setting consistent standards for

the application of ratings and providing support and assistance as required.
Performance Agreements
15.
Performance Agreements should be developed using a cascading approach from the top
of the agency to ensure all employees’ agreements link in with the organisational
objectives and relevant business plans. Performance Agreements (PAs) should be
developed with reference to the agency’s Work Level Standards.
16.
Each employee’s PA should set out the role of the employee and clearly articulate how it
relates to the agency’s organisational objectives and relevant agency and business unit
plans. The PA should clearly articulate the expectations of the employee and how they
will be measured including both qualitative and quantitative measures.
17.
Performance Agreements are to be developed by each employee and their team leader
using the online Performance Agreement within the Connect system.
18.
New employees should work with their team leaders to develop a PA within one month
of commencement with the agency.
19.
If any area of the agency decides to develop ‘like’ PA for ‘like’ employees, HR must be
contacted and can provide advice and assistance in facilitating this process.
20.
Performance Agreements of any employee responsible for managing staff should
include a Key Outcome relating to leadership and management. The assessment of this
outcome should include timely and active participation in the PDF.
Learning and Development
21.
Identification of L&D requirements forms an important part of the PA.
22.
Learning and development plans are separated into ‘essential’ and ‘desirable’ activities.
An employee’s main L&D focus should be on those elements considered to be essential
to the employee successfully performing their job and demonstrating the Key
Behaviours. Employees and their team leaders are also encouraged to consider other
L&D needs that are desirable to address the medium and longer term career
progression goals of the individual.
23.
When determining an employee’s essential L&D priorities, consideration should be given
to:

23.1  the learning needs of the individual,

23.2  the L&D opportunities available within the agency,
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23.3  the best way of addressing the learning needs to achieve the desired outcome (for

example coaching, opportunities to undertake different work or projects, formal

training), and

23.4  business unit or team issues, which may include budget or other work priorities.
Regular Performance Feedback
24.
Ongoing, informal feedback is one of the most effective ways of improving performance.
Informal feedback should occur between employees and team leaders regularly
throughout the year. Informal feedback is vital to ensure employees receive no
unexpected information at formal feedback sessions.
25.
Formal feedback should occur between employees and team leaders at least twice per
year - at the mid-cycle and end-of-cycle review. Some employees and team leaders may
agree to have formal feedback discussions more regularly, for example quarterly. Both
the employee and their team leader should prepare for formal feedback sessions.
26.
Formal feedback meetings are two-way discussions about progress considering the Key
Outcomes, Key Behaviours and Performance Indicators set out in the PA. Feedback
discussions should focus on areas the employee has done well, areas in which they can
improve and how the employee and team leader are going to work together to achieve
any desired improvements. Upwards feedback should include how the team leader can
assist the employee to develop and further improve their performance. A brief summary
of formal feedback sessions, including areas for improvement, must be recorded on the
PA document and a copy kept by both the team leader and employee.
27.
Feedback discussions also provide an ideal opportunity to revise the PA to ensure its
continuing relevance to the job requirements and L&D needs to improve and support
performance.
28.
Informal Underperformance Management is defined as when an employee fails to attain
and sustain a performance of a satisfactory standard.
29.
Underperformance is a serious matter and when an employee’s performance is not at a
satisfactory standard, this should be discussed with the employee as soon as possible
and thus must not wait until the next formal performance review. During this discussion,
the employee and the team leader should:

29.1  identify the specific area(s) of concern in relation to performance.

29.2  discuss the factors that have led to the underperformance

29.3  establish actions to address the underperformance (such as more regular

feedback meetings; additional training; or temporary change to work

arrangements).
30.
If these actions to address the underperformance do no result in an improvement, then
the team leader must progress to Formal Performance Management. More information
on the underperformance process is available in the Managing Underperformance
Guide.

31.
Team leaders and managers are able to discuss the matter with HR for advice and
support when taking action regarding underperformance.
Performance Rating
32.
All employees who commenced with the agency before 1 April will receive an indicative
performance rating at the end of the performance cycle.
33.
This indicative rating will reflect their performance against the Key Outcomes and the
demonstration of Key Behaviours. A indicative rating of ‘meets expectations’ or ‘does not
meet expectations’ will be determined.
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34.
This rating is indicative until the consistency assurance process has been completed.
35.
When considering an employee’s performance rating the team leader should speak to
any previous team leaders during the performance cycle as well as other stakeholders if
appropriate.
36.
Refer to the Key Outcomes Rating Scale and Key Behaviours Rating Scale documents
for further detail regarding the ratings.
Performance Based Salary Advancement
41.
To be eligible for salary advancement  an employee must:

41.1  complete the requirements of the Performance and Development Framework

(PDF) with the exception of employees with reasonable cause; and
    41.2  achieve a ‘meets expectations rating or better on the PDF rating scale at the end
of theperformance cycle; and

41.3  perform duties at the employee's substantive level or above, within the Agency for

an aggregate of 3 months or more within the PDF planning cycle ended 30 June;

and

41.4  where relevant, meet the following additional advancement provisions applying to

specific groups of employees:
  Salary advancement for probationary empolyees will commence on the
date they satisfactorily complete their probation period, provided they
commenced in the Agency prior to 1 April.
  Non-onging employees will be eligible for salary advancement where they
have been engaged at the same classification to perform the same duties
continuously for 6 months during the PDF cycle.
  When an on-going employee has been temporarily reassigned to duties at
a higher classification for a period aggregating 3 months or longer during
the PDF cycle and is performing duties of this higher classification on 1
July, then the employee will be eligible for salary advancement at this
higher classification for the period of Temporary Performance Loading
(TPL).
42.
Employees who either:

42.1  do not complete and meet the requirements of the PDF without reasonable cause;

or

42.2  are ongoing and have not performed duties at their substantive classification level

or a higher position in the agency for at least three months of the PDF cycle; or

42.3  are non-ongoing and have not met the requirements for performance based salary

advancement (as outlined above)

42.4  will not be advanced to the next pay point within that classification salary range.

42.5  These employees will not be able to progress to another pay point within the

classification salary range until the performance based salary advancement in the

following year.
43.
For the purposes of this paragraph ‘reasonable cause’ refers to employees absent from
duty due to the following circumstances:

43.1  long term or frequent absence due to illness or injury (including affecting the

employee or their immediate family or household); or

43.2  long service leave; or

43.3  compensation leave; or

43.4  maternity/adoption/foster leave; or
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43.5  as otherwise determined by the Fair Work Building and Construction Director.
Performance Reporting
44.
In order to ensure the implementation of the PDF throughout the agency, all senior
managers will be required to report information relating to the PDF to the Assistant
Director Human Resources from time to time.
Review and Appeal Mechanisms
45.
On occasion, an employee and their team leader may not be able to reach agreement
about an element of the PDF involving either a process or outcome (for example a
dispute over a rating or the content of a PA).
46.
If this occurs, the employee and their team leader should try to resolve it in the first
instance. If the matter remains unresolved after 14 days, the employee may seek a
review of the team leader’s decision with the team leader’s manager.  If the matter is not
resolved at this stage, the employee may contact HR  for further information and
guidance.
Mobility
47.
Occasions may arise where, for a number of reasons, employees may temporarily or
permanently leave the agency, or a business unit within the agency, where the original
PA was developed.
48.
As a general guide:

48.1  a PA should be in place between a team leader and employee to cover

employment for any period exceeding 3 months.

48.2  the team leader, at the time assessments are due, is responsible for ensuring they

are finalised and ratings provided (including seeking relevant comments from

previous team leaders).
49.
A performance discussion should be undertaken and an indicative rating determined
when a team leader or employee is leaving the area. The documentation covering this
discussion should be taken into account in determining the employee’s rating at the end
of cycle review.
50.
The PA does not necessarily need to be redeveloped with an incoming team leader
unless there is significant change in the specific job responsibilities. However, it is a
requirement that the new team leader reviews the existing PA with the employee, and
ensures that his/her name is recorded on the document.
Employees with Disabilities and Graduated Return to Work
51.
Where an employee has disclosed a disability to the agency or is on Graduated Return
to Work, the manager must ensure that any medical restrictions are taken into account,
there is the opportunity for the employee to perform at their maximum potential and the
employee is rated accordingly. Further information can be found in the Rehabilitation
Policy or through HR.
Further Information
52.
HR Delegations
ABCC EA 2011-2014

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