3.2 Alignment with Strategic Planning
The system is aligned with the strategic planning process of the University, as follows:
University Strategic Planning
The University Strategic Planning Process led by Council and involving the University community has established and will continue to provide five year quantitative projections and targets, informed by longer term views of the future operating environment and directions for the University.
Division Performance Planning
Management of the Division identifies their desired outcomes (Goals), Key Performance Objectives, and Key Performance Indicators. These will form the basis for future planning and continuous quality improvement throughout the Division. Quantitative and qualitative evaluation criteria will be established which are specific and relevant to the Division.
Faculty/Section Performance Planning
The manager of a faculty/section will be responsible, in consultation with staff, for identifying the section's Goals, Key Performance Objectives, Key Performance Indicators, and developing strategies for improving the work of the faculty/section. These will form the basis for future planning and continuous quality improvement. Quantitative and qualitative review criteria will be established which are specific and relevant to the faculty/section.
With reference to employees, the faculty/section may conduct a review of the operation of their team/s by use of the Annual Review of Team Performance. This survey identifies factors relating to effective team functioning and enables individuals to make an assessment of their team's effectiveness. This information may be used as part of the process of individual performance reviews.
Establishing Individual Standards of Performance
The University supports the development of normal expected standards of performance for individuals with some provision for variations in different Faculties, Departments or Sections. These standards are currently recognised in position descriptions, academic promotion criteria and Faculty interpretations of these criteria.
Individual Performance Planning and Review
Individual employees, in consultation with their supervisor, identify individual performance objectives, which will align individual performance tasks with the desired outcomes of the Section/Faculty/Division and University.
Recognition and Acknowledgement of Performance
A critical part of the Supervisor's role is the coaching and guiding of individual employees. The pursuit of various competencies requires ongoing monitoring and guidance, and individuals must be provided with suitable feedback on progress towards these goals. Employees are far more likely to commit to skills development where the workplace ethos reflects this developmental orientation. Closely associated with this is the provision for recognition of achievement of these goals.
Effective management necessarily includes providing this recognition and acknowledgement of good performance. This provision completes the BUILD cycle and reinforces the value of working in a monitoring and mentoring environment. It is therefore inherent in the supervisor's role to provide this acknowledgement where appropriate. The BUILD supervisors' training program reinforces and facilitates this message.