1. General Staff Performance Reviews Campus Briefings - 2015
This briefing is aimed at providing, both supervisors and staff with, information on the General Staff Performance Review policy and process and in particular, this year, providing you with information on the recent changes to the policy and templates.
The session will outline why it is important to think about your own performance and those of your staff (if you are a supervisor) and how can use this process to assist your career goals.
At the end of the session there will be time for questions and you will be provided with the relevant contact details if you have further questions regarding Performance Reviews for General Staff.
October/November OHRM

2. General Staff Performance Review:
THE BIGGER PICTURE:
Our VISION is to be one of the most influential universities in Australia and the Asia Pacific region.
Overarching Griffith 2020 goals are to:
Provide excellent educational experience for our students
Continuously improve our research performance
Attract and retain excellent staff
As a high-performance organisation, Griffith will be characterised
by strong performance management and enhancement systems.
Be a sustainable university
Enhance our engagement with the Asia-Pacific region
The University cannot achieve these without the right people
in the right place at the right time doing the right things!!
The Griffith University Strategic Plan outlines the Vision, Mission and Overarching Griffith 2020 goals of the University.
It is important to know these when you are thinking about your individual performance and those of your staff.
It is important to relate these to your day to day work and that of your team and work unit to understand where you fit into the University (i.e. THE BIGGER PICTURE).
This information will assist with clarifying objectives and goals for the forthcoming year along with identifying relevant developmental activities.

3. General Staff Performance Management at the University:
BASIC PREMISE:
The University is committed to the development of a culture of high performance and excellence.
Provision of a performance review framework (policy, procedure, resources and training) to value staff and enhance our contribution to the University’s goals.
Effective performance management within work units is a key accountability for all staff.
Aim to enhance opportunities for personal recognition,
development and job satisfaction.
A key strength of the University is its staff. General staff are highly valued for their professional skills and are recognised for the major contribution they make to the effective operation and advancement of the University.
Griffith is committed to the development of a high performance culture by providing a framework for the management and review of performance for individuals and teams. It is a key accountability for all staff to participate in regular discussions about their performance and partake in the annual review.
Performance Management at Griffith is not about a once per year review discussion. It is based on a continuous cycle of role clarification, goal setting and feedback in which supervisors and staff should engage in conversations about the role, performance expectations and development and career plans.

4. General Staff Performance Review:
To be effective:
Based on good relationships between supervisors and their staff.
Expectations, outcomes and development are regularly discussed.
Based on these three principles:
Mutually understood and regularly reviewed position description.
Clear objectives, expectations of outcomes and development plans.
Regular feedback between supervisors and staff on progress, achievements and areas for improvement (for the individual and link to the work unit/University).
Regular discussions are essential along with ongoing feedback that culminate in an annual review of performance and setting of expectations for the following year in line with University priorities.
A general staff performance review is a shared understanding between the staff member and the supervisor about the acceptable work standards, expectations and achievements required to enable the work unit to achieve its operational and strategic goals and for the staff member to improve their performance with career support and development.
Rather than the formal review being regarded as a once-a-year 'report card' activity, performance reviews are built upon a regular two-way process of feedback focused on coaching and mentoring. The formal review then becomes a summary of this regular, on-going dialogue. It is also an opportunity to discuss achievements, areas for improvement and career and skills development needs reflective of the past year.

5. General Staff Performance Review:
Why participate:
Develop clear expectations, foster open communication, recognise and encourage high performance.
Understand your strengths and play to these, understand areas for development.
Monitor workloads across teams and plan future objectives.
Support individual career goals and identify and agree on training and development opportunities.
A performance review provides the opportunity to recognise and support performance by clarifying expectations and identifying strengths and weaknesses. The process should support a shared understanding of the individual career goals and identify training and development opportunities. Regular dialogue and meaningful discussion regarding work priorities and plans is also a mechanism to monitor workloads so that support can be provided when required.
Having regular performance conversations is not just a once a year occasion and can be initiated by the staff member or supervisor at any time. Asking for regular feedback rather than waiting for your supervisor to give it is an important step to take ownership of your performance and career progression.
Open communication, ongoing feedback, reward and recognition will help us to achieve a high performance culture in which people are truly engaged, productive and loyal.

6. General Staff Performance Review:
Supervisor/Manager role and responsibility:
Ensure that cycles of role clarification, goal setting and feedback are a part of your management practice.
Know your team and understand their strengths.
Meet with your staff once per year (in addition to regular discussions) to discuss your staff member’s performance over the previous year and performance objectives and staff development activities for the following year.
Employee role and responsibility:
Engage with your supervisor in regular discussions regarding your role, performance expectations, development and career goals.
Participate in the annual review (be prepared for the conversation).
For all:
Give and receive constructive feedback throughout the year.
Supervisor’s should set clear expectations for their staff and ensure that acceptable work standards and behaviour are achieved and maintained. A supervisor should facilitate meaningful discussions that are open and honest and recognise and reward good work. A simple thankyou can go a long way to keeping employees engaged.
It is important to not spend all of your time as a supervisor with the non-performers. As a supervisor, supporting and coaching the mid to high performers on what their futures may look like, setting goals to extend their skills will help to keep this group engaged.
A staff member’s role is to ensure they have clarity around their role and discuss their career goals and any developmental requirements. Staff should be open and honest in communicating their performance achievements and concerns. Proactively seek feedback and guidance to take ownership of your career.
Two way, regular communication is the key to good performance reviews and both the supervisor and staff member should be open to receiving feedback, asking questions and seeking clarification. Give constructive feedback by letting the person know about the effects of their behaviour or performance so as to learn and take action to improve. Acknowledge good work, and celebrate success.

7. General Staff Performance Review:
Setting expectations and agree on development activities:
Supervisor and staff should meet to:
Discuss objectives of the work unit.
Identify development needs
Establish performance expectations.
Discuss staff members career goals.
Schedule regular catch-up meetings.
Setting expectations and agreeing on objectives for the individual and work unit for the coming year are an important part of the performance management cycle. Identifying development activities required for staff members to achieve the expected level of performance and developing career goals is also important.
Staff should be made aware of the operational and strategic objectives of the work unit, the group and the University and how they fit into the bigger picture. Use SMART goals….
Be specific about the expectations and goals. What needs to be achieved, by when, why is it important, who else needs to be involved, and how – what is the expected outcome?
Measurable goals will help to give some direction. For example, “develop pivot tables on monthly reports” versus “improved reporting”
Ensure goals are attainable. Avoid goals that are set too high but at the same time, avoid goals that may be too low and uninspiring. Setting a goal that is slightly out of the immediate grasp (stretch goals) will keep you motivated.
Is the goal relevant for the position, for the staff member’s career development? Ensure that goals fit in with the operational and strategic plans of the work unit, while also assisting with the growth of the staff members skills.
Always have a timeframe set for each goal which gives a clear target for achievement. Smaller milestones set along the way, and regular communication between the supervisor and staff member will also assist in reaching the goals within the set timeframe.
Ensure regular communication, the supervisor should confirm that future meetings are planned.

8. General Staff Performance Review:
S.M.A.R.T goals should be:
simplistically written and clearly define what you are going to do.
measurable so that you have tangible evidence that you have accomplished the goal.
achievable, they should stretch you slightly so you feel challenged.
measure outcomes and not activities.
linked to a timeframe that creates a practical sense of urgency.
S.M.A.R.T goals are important for accomplishing individual goals, which in turn are linked to department, division and University goals. They are critical for ensuring good communication and to ensure there are no surprises at the annual review.
An example:
By 31 December 2015, implement a new performance management system for all General Staff using a clearly defined policy, process and guideline so employees and managers can more competently evaluate performance and develop their careers.
Setting expectations and agreeing on objectives for the individual and work unit for the coming year are an important part of the performance management cycle. Identifying development activities required for staff members to achieve the expected level of performance and developing career goals is also important.
Staff should be made aware of the operational and strategic objectives of the work unit, the group and the University and how they fit into the bigger picture. Use SMART goals….
Be specific about the expectations and goals. What needs to be achieved, by when, why is it important, who else needs to be involved, and how – what is the expected outcome?
Measurable goals will help to give some direction. For example, “develop pivot tables on monthly reports” versus “improved reporting”
Ensure goals are attainable. Avoid goals that are set too high but at the same time, avoid goals that may be too low and uninspiring. Setting a goal that is slightly out of the immediate grasp (stretch goals) will keep you motivated.
Is the goal relevant for the position, for the staff member’s career development? Ensure that goals fit in with the operational and strategic plans of the work unit, while also assisting with the growth of the staff members skills.
Always have a timeframe set for each goal which gives a clear target for achievement. Smaller milestones set along the way, and regular communication between the supervisor and staff member will also assist in reaching the goals within the set timeframe.
Ensure regular communication, the supervisor should confirm that future meetings are planned.

9. General Staff Performance Review:
Ongoing and regular feedback ensures:
Issues are raised as they occur.
Reinforce and clarify expectations.
Identify additional training/resources needed.
Allows for coaching and support.
Removes surprises at the annual review.
Fosters a culture of trust and develops the relationship.
Regular communication and ongoing dialogue ensures that issues are raised and corrected as they occur, and expectations can be reiterated. As operational needs change, additional training or resources can be identified and discussed along with any coaching and support that may be required.
Remember that effective performance management is not just about the ‘once per year’ annual review or even the policy or templates, it is about have an open and regular dialogue about performance. When it comes time for the annual review, with regular communication and feedback, the staff member should not be surprised by the performance evaluation.

10. General Staff Performance Review:
Who completes the annual review:
All general staff on continuing and fixed-term contracts of greater than 12 months.
The annual review will include:
Review of the position description.
Review of performance against the position description.
Review of progress towards specific goals and objectives set at previous years meeting
Specific performance goals and objectives for the coming year in context of University and work area’s strategic objectives; and
Consideration of possible development activities in the coming year.
The annual review discussion should cover:
A review of performance against the Position Description
A review of progress towards goals set at the previous year’s meeting
A review of position accountabilities and expected outcomes
Discussion about the required development activities and desired career path.

11. General Staff Performance Review:
How to participate in the performance review cycle (paper based):
Some flexibility in documentation (templates)
Relevant Senior Officer will determine based on categories of staff and nature of work.
Minimum requirement will include regular dialogue during the year and in addition, there must be a formal meeting that takes place annually.
Templates provide for signatures and also an opportunity for the staff member to provide comments, including disagreement with the supervisors evaluation.
A staff member may decline to sign the performance evaluation (however, this does not invalidate the evaluation).
Supervisor must provide a copy to the staff member and a copy is forwarded to CRDS for placement on the staff members file.

12. General Staff Performance Review:
2015 Changes to the policy and templates:
Original policy and 4 Templates (A,B,C,D) introduced in 2013.
After feedback and wide consultation have merged the 4 templates into 2 (Template 1 and Template 2) for ease of use.
The remainder of the policy is the same as per below:
All staff on continuing or fixed term contracts of 12 months or more are required to participate.
Paper based system (copy to employee, placed on file)
Relevant Senior Officer determines template and timing.
Ongoing dialogue and feedback is essential.

13. General Staff Performance Review:
Timeframes:
Based on an annual review cycle (should align with the business cycle of the work unit).
Exact timing is matter for Relevant Senior Officer (to suit operational needs of area).
Again – the most important thing is ongoing dialogue and feedback during the year (keep a track of progress, realign objectives, identify areas for improvement).
The performance review will take place over a 12 month period with at least 1 formal review annually.
The formal reviews should be conducted annually at a time that is convenient for the work unit. Ideally this will be in a period where the operations of the unit are low. This normally begins in the final quarter of the year with the formal review, with the planning for the next year completed by the end of February. General staff performance reviews in Academic elements may be undertaken to fit in with the academic staff review cycle for ease of administration.
Throughout the year there is ongoing dialogue, communication and feedback, and realignment of objectives as required.

14. General Staff Performance Review:
Support and resources:
General Staff Performance Review webpage
Staff Development webpage
Short course calendar
Relevant HR Business Partner or Group HR Adviser

17. Short course calendar

18. The future of General Staff Performance Reviews:
ePerformance (2016):
As part of the Version 9.2 PeopleSoft HR Upgrade develop and implement an ePerformance module for implementation 2015/2016 for general staff based on 2 templates only.
What is ePerform?
ePerform is an organisational wide performance management module that is being implemented as part of the upgrade to Version 9.2 PeopleSoft HR System. This module will streamline the performance appraisal process into a web-based, real time solution – no more need for paper based forms and no need to send forms to staff files.
The system will be based on 2 templates and will workflow these templates between the Manager and Employee. Alerts on the new Self Service and Manager Self Service dashboard, s and the ability to view current and historical documents is available for both Manager and Employees.
Why move to an online system?
Create a fully integrated HR system – employee data will be able to be viewed at time of the review.
This is a more flexible system and is a Self Service solution.
Hard copy system hard to monitor – no line of sight or reporting capability. Aim to increase compliance for the annual performance review (as per the policy).
Streamline the business process of Performance reviews (electronic workflows)
Template 2 allows for other participants to comment on performance (e.g. dotted line reporting)
Electronic record keeping and referral as opposed to paper based
Who will have access?
When fully implemented across the organisation all staff will have access, however different features area available to different categories of staff.
When will it be launched?
The initial rollout will include a pilot within the Office of HRM at the end of 2015, further rollout to the rest of the University 2016.
How will I access the system?
ePerform will be accessible from either your Manager or Self Service Dashboard.
What happens at the end of the process?
Forms remain in document history for you to review at any time during the year.

19. Questions: