SS 47F and 47E(c)
ss 47F and 47E(c)
ss 47F & 47E(d)
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S 22
S 22
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SS 47F and 47E(c)
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Senior Executive Service
Performance and Development Framework
Contents
Introduction and principles ...................................................................................................................... 1
Elements of the framework ..................................................................................................................... 1
Performance planning ............................................................................................................................. 2
Performance check and assessment ...................................................................................................... 2
Remuneration review .............................................................................................................................. 3
Review Mechanism ................................................................................................................................. 3
Introduction and principles
1.
This framework sets out the arrangements for the performance management of Senior
Executive Service (SES) employees at the Fair Work Ombudsman (the Agency). It applies to all
ongoing SES employees and those who are employed as SES for three consecutive months or more
(including non-ongoing employees, temporary transfers and appointments under acting
arrangements).
2.
The Agency is committed to performance management that is fair and transparent; rewards
effort, behaviours and outcomes; and contributes to individual and organisational performance.
Recognising and building the capabilities of SES employees is a key factor in determining how
effectively the Agency achieves its strategic priorities.
3.
Managing performance is an ongoing process that involves relevant and credible dialogue
about business outcomes, progress against those outcomes, behaviour and capability, and any
issues to be addressed.
4.
SES employees play critical stewardship, leadership and direction-setting roles in the Agency
and broader Australian Public Service (APS); therefore, such expectations wil be specifically
considered. To facilitate this, the Senior Executive Service Work Level Standards (SES WLS), Senior
Executive Leadership Capability Framework (SELC) and the Integrated Leadership System (ILS) wil
be used to support SES performance management.
Elements of the framework
5.
SES performance wil be managed within an annual performance cycle, based on a calendar
year. The four elements of the cycle include:
a)
Performance planning - a performance agreement is developed between an employee
and their manager and sets out what the employee is going to achieve for the year
(business outcomes), how these are to be assessed (performance indicators), leadership
behaviours and personal goals
b)
Performance check - a mid-cycle review provides a formal opportunity to consider
progress towards the outcomes, behaviours and goals set out in the performance
agreement
c)
Performance assessment – an end-of-cycle review provides a formal assessment of the
employee’s performance throughout the cycle, with provision of a performance rating that
applies to both the achievement of business outcomes and the demonstration of leadership
behaviours
d)
Remuneration review – a review of remuneration wil occur at least annually, with
remuneration increases, where they are to be paid, determined according to performance
ratings.
Performance Management:DB-107277/0.1Page | 1
Performance planning
6.
A performance agreement (PA) wil be used as the basis for feedback and reviews. It wil set
out the agreed:
a)
Business Outcomes – what wil be achieved during the cycle (aligned to Agency strategic
priorities) and how it wil be assessed (quantitative and qualitative performance indicators)
b)
Leadership Behaviours – how the employee wil demonstrate visible and strong
commitment to behaviours which create and support a positive and high performing culture
and fulfil their obligations to:
a. uphold the APS Values and Employment Principles; and promote them by personal
example and other appropriate means
b. foster an inclusive, supportive and col egiate culture, including showing real
commitment to genuine col aboration and consultation
c. provide stewardship and leadership, including by engaging employees in the work
and corporate agenda of the Agency and building employee commitment
d. be committed to building the capabilities of self and others.
c)
Personal Goals – stretch goals to build effectiveness through specific, measurable and
professional objectives, which may include:
a.
development – to build skil s, knowledge and/or capabilities; for self-improvement
b.
career - to support ongoing professional growth and career development.
7.
The roles and responsibilities of SES are rarely static and they wil evolve or change during the
performance cycle. PA content should be reviewed, as required.
Performance check and assessment
8.
Performance management should be based on ongoing communication about performance
between the employee and their manager. Regular, informal feedback discussions are supported by
documenting performance expectations, progress and outcomes at key points in the cycle.
9.
In addition to regular informal feedback, formal assessment at the middle and end of the
performance cycle wil occur. This should include a written assessment
of the employee’s
performance in relation to their business outcomes and leadership behaviours.
10. At the end of the performance cycle, performance ratings wil be given by the Fair Work
Ombudsman, in consultation with the employee’s manager, where relevant. Feedback wil also be
sought from a range of sources to inform the assessment, including via 360 degree feedback
mechanisms. Two performance ratings wil be given; one for the achievement of outcomes and the
other for the demonstration of leadership behaviours.
11. The performance ratings to apply include:
a)
Outstanding – performance consistently exceeds an acceptable standard
b)
Fully effective – performance meets and at times exceeds an acceptable standard
c)
Effective – performance general y meets an acceptable standard
d)
Unsatisfactory – fails to meet an acceptable standard of performance
18. Underperformance is a serious matter and should be discussed between the employee and
their manager without delay. A rating of ‘unsatisfactory’ may be given at any point in the cycle where
the employee’s performance is assessed as unsatisfactory and falls below an acceptable standard of
performance.
Performance Management:DB-107277/0.1Page | 2
19. In this circumstance, the Fair Work Ombudsman wil consider the appropriate action to be
taken, which may result in reassignment of duties, reduction in classification or termination of
employment. The principles of procedural fairness and natural justice wil apply to any
underperformance action taken.
Remuneration review
12. Remuneration for SES employees operates on a Total Remuneration (TR) basis and includes
base salary, cash in lieu of a vehicle, parking (or cash in lieu of parking at a notional rate) and
employer superannuation contributions (valued at a notional amount of 15.4% of the employee’s
salary for superannuation purposes).
13. SES Temporary Performance Loading (TPL) is set out in the SES TPL Guide.
14. In accordance with the provisions of SES common law contracts, TR increases wil be
determined by the Fair Work Ombudsman based on performance over the performance cycle, with
salary increases (where they are to be paid) being effective from the first pay in January.
15. SES performance-based remuneration increases wil be consistent with the parameters set out
in the APS Bargaining Framework. The quantum of individual remuneration increases wil be based
on the performance rating achieved at the end of the performance cycle. Other factors which may be
considered include:
a) budget and affordability
b) remuneration in the broader APS market and the APS Bargaining Framework
c) the relativity of individual remuneration across the SES cohort
d) job factors, including changes in the nature of the employee’s role which represent an
increase in responsibility and demand placed on the employee
e) specialised skil s sets which are of critical value to the Agency’s business
f) market factors, including the essentiality of retaining individuals to achieve Agency business
and/or
g) any other matters which are relevant.
16. The Fair Work Ombudsman may approve discretionary adjustments at any point to
acknowledge exceptional circumstances.
Review Mechanism
20. Where an employee disagrees with their end-of cycle performance rating or their remuneration
review outcome, they should first discuss this with their manager and, if appropriate, provide
additional evidence to support their claims and seek to resolve the disagreement.
21. If they are stil not able to reach agreement, they should formally provide their reasons for
disagreement to the Fair Work Ombudsman and request that the decision be reviewed.
Document particulars
Executive Director, Human Resources
Point of contact
(02) 6218 0634
Date of review
November 2013
Date of approval
30 January 2014
Approver
Executive Committee
Performance Management:DB-107277/0.1Page | 3
Attachment – SES Performance Agreement Template
SES Performance Agreement - 1 January 201[INSERT YR] – 31 December 201[INSERT YR]
NAME
POSITION AND CLASSIFICATION
BUSINESS OUTCOMES (critical Group/Branch objectives and results to be accomplished during the performance cycle)
Outcome
Performance Indicator/s – demonstrate how or whether the outcome
has been achieved
1.
1.
2.
2.
3.
3.
4.
4.
5.
5.
6.
6.
LEADERSHIP BEHAVIOURS
1.
2.
Performance Management:DB-107277/0.1Page | 4
Attachment – SES Performance Agreement Template
3.
4.
5.
6.
PERSONAL GOALS
1.
2.
3.
4.
5.
6.
MID-CYCLE ASSESSMENT
Performance Management:DB-107277/0.1Page | 5
Attachment – SES Performance Agreement Template
END-OF-CYCLE ASSESSMENT
PERFORMANCE RATING
Performance Management:DB-107277/0.1Page | 6
ss 47F and 47E(c)
ss 22, 47E(c) and 47F
s 22
s 22
s 22
s 22
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s 22
ss 47F and 47E(c)
s 22
ss 47F and 47E(c)
ss 47F and 47E(c)
ss 22, 47E(c) and 47F
s 22
s 22
ss 47F and 47E(c)
ss 22, 47E(c) and 47F
s 22
ss 47F and 47E(c)
s 22
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ss 47F and 47E(c)
ss 22, 47E(c) and 47F
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ss 47F and 47E(c)
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ss 47F and 47E(c)
ss 22, 47E(c) and 47F
RE: Chris Enright - performance rating for 30 June 2018
[DLM=Sensitive:Personal]
From:
"BLEESER,Naomi" <"/o=hermes/ou=exchange administrative group (fydibohf23spdlt)/cn=recipients/cn=bn2526">
To:
FWO - Pay Queries <xxxxxxxxxx@xxx.xxx.xx>
Date:
Wed, 11 Apr 2018 11:46:54 +1000
Sensitive: Personal
Thanks s 22
Thanks for letting me know about this. That is very useful indeed.
Regards
Naomi
From: FWO - Pay Queries
Sent: Wednesday, 11 April 2018 11:29 AM
To: BLEESER,Naomi <xxxxx.xxxxxxx@xxx.xxx.xx>
Subject: Chris Enright - performance rating for 30 June 2018 [DLM=Sensitive:Personal]
Sensitive: Personal
Good morning Naomi,
ss 47F and 47E(c)
Giorgina Strangio requested in August last year that the pay team notify the ED People Branch in the few months prior to
this date so that those conversations can be had and conveyed to us for processing.
Please find the relevant documents attached from Chris’s personnel file for your information and action.
Please don’t hesitate to let me know if there’s anything further you require.
Kind regards,
s 22
s 22
| Payroll Supervisor
Fair Work Ombudsman
T s 22
X
E xxxxxxxxxx@xxx.xxx.xx
GPO Box 9887 Canberra ACT 2600 | Level 11, 224 Bunda Street (cnr Akuna Street), Canberra ACT 2600
Fair Work Infoline 13 13 94 www.fairwork.gov.au subscribe to our eNewsletter
~Please consider the environment before printing this message~
ss 47F and 47E(c)
ss 22, 47E(c) and 47F
s 22
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ss 47F and 47E(c)
ss 22, 47E(c) and 47F
s 22
ss 47F and 47E(c)
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ss 47F and 47E(c)
ss 22, 47E(c) and 47F
ss 47F and 47E(c)
ss 22, 47E(c) and 47F
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s 22
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ss 47F and 47E(c)
s 22
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s 22
s 22
ss 47F and 47E(c)
ss 22, 47E(c) and 47F
RE: STAFF IN CONFIDENCE - SES pay ss 47F and 47E(c)
[DLM=Sensitive:Personal]
From:
"JAMES,Natalie" <xxxxxxx.xxxxx@xxx.xxx.xx>
To:
"BLEESER,Naomi" <xxxxx.xxxxxxx@xxx.xxx.xx>, "JAMES,Natalie" <xxxxxxx.xxxxx@xxx.xxx.xx>
Date:
Tue, 24 Apr 2018 12:47:42 +1000
Sensitive: Personal
Hi Naomi
Thank you for your email.
I spoke to Natalie and she suggests you proceed as per your email and speak with Mr Bielecki about ss 47F and 47E(c)
ss 47F and 47E(c)
Regards
s 22
s 22
| Executive Officer to Natalie James, Fair Work Ombudsman
udsman
T s 22
X
M
From: BLEESER,Naomi
Sent: Friday, 20 April 2018 11:51 AM
To: JAMES,Natalie <xxxxxxx.xxxxx@xxx.xxx.xx>
Subject: STAFF IN CONFIDENCE - SES pay ss 47F and 47E(c) [DLM=Sensitive:Personal]
Sensitive: Personal
Hi Natalie
ss 47F and 47E(c)
I have not provided this information to Mark Bielecki yet. I plan to contact him by the end of next week to remind him that
he will need to consider ss 47F and 47E(c)
. Please let me know if you do not want me
to contact Mark directly about this.
Please let me know if you need anything further from me.
Regards
Naomi
Naomi Bleeser | Executive Director | People
Fair Work Ombudsman
T s 22
X
M
E: xxxxx.xxxxxxx@xxx.xxx.xx
GPO Box 9887 Canberra ACT 2601 | Level 10, 224 Bunda Street, Canberra ACT 2600
s 22
From:
BLEESER,Naomi
Sent:
Wednesday, 9 May 2018 12:21 PM
To:
s 22
Subject:
FW: STAFF IN CONFIDENCE - SES pay - ss 47F and 47E(c) [DLM=Sensitive:Personal]
Attachments:
Departmental Scan 11042018_1104365 s 22
.pdf
Sensitive: Personal
s
22
As discussed. I will follow up with Mark Bielecki in another week or so.
Thanks
Naomi
From: BLEESER,Naomi
Sent: Friday, 27 April 2018 6:07 PM
To: BIELECKI,Mark <xxxx.xxxxxxxx@xxx.xxx.xx>
Subject: STAFF IN CONFIDENCE - SES pay - ss 47F and 47E(c) [DLM=Sensitive:Personal]
Sensitive: Personal
Dear Mark
ss 47F and 47E(c)
Please let me know if you need anything further from me or if you would like to discuss. You may prefer to discuss
with Natalie.
Regards
Naomi
Naomi Bleeser | Executive Director | People
Fair Work Ombudsman
T s 22
X
M
E: xxxxx.xxxxxxx@xxx.xxx.xx
GPO Box 9887 Canberra ACT 2601 | Level 10, 224 Bunda Street, Canberra ACT 2600
1
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2
s 22
From:
s 22
Sent:
Thursday, 5 July 2018 11:33 AM
To:
BIELECKI,Mark
Cc:
BLEESER,Naomi; s 22
Subject:
FW: STAFF IN CONFIDENCE - SES pay - ss 47F and 47E(c) [DLM=Sensitive:Personal]
Sensitive: Personal
Dear Mark,
ss 47F and 47E(c)
Please let me know if you require any further information.
Kind regards
s 22
Director, People Services
People Branch
Fair Work Ombudsman
T s 22
X
M
F
E
Level 10, 224 Bunda Street (cnr Akuna Street), CANBERRA ACT 2600
GPO Box 9887 CANBERRA ACT 2600 Australia
From: BLEESER,Naomi
Sent: Friday, 1 June 2018 3:08 PM
To: BIELECKI,Mark
Cc: s 22
Subject: FW: STAFF IN CONFIDENCE - SES pay - ss 47F and 47E(c) [DLM=Sensitive:Personal]
1
Sensitive: Personal
Dear Mark
I refer to my email below.
Just checking that you have everything you need to action this?
If you need any assistance in the next few weeks, please contact s 22
from People Branch.
Regards
Naomi
From: BLEESER,Naomi
Sent: Friday, 27 April 2018 6:07 PM
To: BIELECKI,Mark <xxxx.xxxxxxxx@xxx.xxx.xx>
Subject: STAFF IN CONFIDENCE - SES pay - ss 47F and 47E(c) [DLM=Sensitive:Personal]
Sensitive: Personal
Dear Mark
ss 47F and 47E(c)
Please let me know if you need anything further from me or if you would like to discuss. You may prefer to discuss
with Natalie.
Regards
Naomi
Naomi Bleeser | Executive Director | People
Fair Work Ombudsman
T s 22
X
M
E: xxxxx.xxxxxxx@xxx.xxx.xx
GPO Box 9887 Canberra ACT 2601 | Level 10, 224 Bunda Street, Canberra ACT 2600
~Please consider the environment before printing this message~
2