Performance management and development review (form C)

The Performance Management and Development Review form is completed by the employee and the supervisor and focuses on the activities of the employee during the nominated period.  The Review uses information provided in the Interim Report(s) where appropriate.  To ensure that the review of any employee is reliable and fair, various generic and specific criteria, or attributes, are used. 

With respect to the purposes of the Performance Management and Development Review:

  • the review process may be used by supervisors in giving advice to  employees on professional development; 
  • for academic employees only, the review statements may be used when seeking promotion; 
  • the review statements may be used by the Category Delegate in formal advice relating to the performance and career development of an employee; 
  • there is an expectation that unsatisfactory performance will be formally recorded and addressed through problem identification and the development of strategies to address skill or knowledge deficiencies.  On  occasions where such strategies fail, a parallel but separate system assumes responsibility for the management of unsatisfactory performance (please see Human Resources Policy Manual, Managing Unsatisfactory Performance); and
  • the aggregated results may have a use outside the BUILD program from time to time.  For example, the University may need the data to plot trends.  In all instances, the anonymity of individual employees is assured.

Preparing the performance management and development review form

  • The attributes to be evaluated in the Performance Management and Development Review will comprise generic attributes and those specific to the position.  These attributes are described in Section 8 of the BUILD document.
  • The employee fills in the Performance Management and Development Review form prior to the meeting with the supervisor.
  • Expected levels of performance must be consistent with the duties in the position description and the USQ position classification standards (USQ Levels A-E for academic employees, and the appropriate USQ level for professional employees).

The performance management and development review meeting

The objective of this meeting is to reinforce the need for the employee and the supervisor to meet formally at least once during the nominated period to review the individual's performance.  To enable employees to contribute work effort in a way that assists individual developmental needs, departmental needs and the University, there must be useful and timely feedback to employees.  This discussion may raise work-related issues.  It is clearly expected that such issues will be discussed and worked through with the aim of achieving agreement.

Preparing for the performance management and development review meeting

  • The employee and the supervisor should discuss each attribute, goal and accountability and decide at which level (ie "unsatisfactory", "competent" or "excellent") each has been achieved during the period. 
  • In some instances persons outside the immediate work area may have a very good understanding of the employee's work.  In such cases their feedback may be sought. Information collected by the supervisor from these third parties about an employee's performance must be confined to the agreed performance criteria.
  • If the employee and/or supervisor considers that the work of the employee has been below the expected level, both parties should clarify and record respective perceptions of the performance and its causes. 
  • Where a supervisor records that the overall assessment for an employee is  unsatisfactory, this must be drawn to the attention of the relevant Category Delegate, which in most cases, is the supervisor's supervisor, and as soon as possible.  The supervisor must contact Human Resources for further advice and assistance, as the BUILD Program does not include procedures for managing poor performance. 
  • It is possible as an outcome of the review, that an employee's performance meets or exceeds expectations on an overall basis but does not meet expectations on a particular attribute or attributes.  In such cases, it is mandatory for the employee's Goal Setting Plan to outline an agreed process by which perceived development needs will be addressed.
  • The employee should be given the opportunity to discuss achievements, concerns and problems, including support and feedback in relation to performance and career development.

Ongoing informal discussions between the supervisor and employee and the provision for feedback about performance is expected throughout the nominated period of review.  Neither interest is met where communication between supervisor and employee is limited to a yearly routine.  Such workplace arrangements reflect little interest in true development of the individual employee and are out of step with mainstream USQ work practices.