Performance
The level of accomplishment of performance objectives and development objectives, includes what an individual achieves and how they go about achieving their objectives and development objectives.
Performance Plan
The Performance Plan, documenting an employee’s performance objectives and personal development plan for the coming performance cycle, is drafted by employees at the commencement of the performance cycle.
Performance Objectives
A statement that describes in specific and measurable terms the outcomes an individual is expected to achieve during the performance cycle
Performance Objectives include: the desired output or result (what); a series of actions to achieve this (how) and the measure and target (qualitative or quantitative) to enable actual performance outcomes to be assessed.
Behavioural / values objective:
All staff will have a common behavioural / values objective based on the SUT values. This objective will assesses ‘how’ individuals achieve their performance objectives in addition to ‘what’ has been achieved. The SUT values have been based on the SUT Code of Conduct.
Personal Development Plan
Personal Development Plans include statements of short and long term career aspirations and development objectives, including identification of development activities to proactively support the achievement of an individual’s performance objectives and progression towards career aspirations.
Performance Cycle
The Performance Cycle is the span of time – normally 12 months – during which performance plans are developed, mid and end cycle reviews are conducted and performance is assessed, and in the case of outstanding performance rewarded.
Mid Cycle Review
An opportunity half way through the performance cycle for employees and managers to meet face to face to discuss and review progress towards performance objectives. While on-going dialogue is encouraged during the performance cycle, it is a more formal opportunity to give and receive feedback and identify additional development activities as appropriate to ensure employees are fully supported to achieve their performance objectives.
End Cycle Review
Employee’s and Managers meet and discuss achievements across the performance year review based on evidence collected and assess their individual performance against their agreed performance objectives and development plans. This is the first step towards determining a final performance rating.
Menu of Measures
An online catalogue of performance objectives and qualitative and quantitative measures for general staff roles across Swinburne.
The menu of measures are a first point of reference for general staff when drafting performance objectives. It is not an exhaustive list, so if the measures provided aren’t relevant to a given situation or staff member, alternative performance objectives and measures can be created.
A selection of objectives and measures for academics (across the core disciplines of teaching and research) are currently being worked through by a Reference Group led by Dale Murphy, Margaret Mazzolini and David Rutherford. Academics can also develop additional objectives in the areas of external engagement and academic leadership as appropriate to their roles.
Moderation
The term ‘Moderation’ refers to a series of meetings convened to review performance rating outcomes both within and across faculties and business units to ensure performance ratings have been applied consistently and transparently.
Moderation participants include senior managers and executives. Other staff may be invited to provide input as required on a case by case basis.
The Moderation process is important to ensure staff are not disadvantaged by managers that are either too lenient and/or too tough in setting performance objectives and/or assessing performance and applying performance ratings.
