46. Career and performance development

46.1  The University's career and performance development framework will help meet the principles outlined in clause 46.3.

46.2  The parties acknowledge that different criteria exist for professional and academic performance, and different career planning mechanisms operate across the University.

46.3  As a guiding principle, the ANU seeks to enable staff to perform at their best. The University strives to do this within a culture of continuing evaluation of performance and improvement through the following mechanisms:

  • establishing clear performance objectives through a Performance and Development agreement;
  • supporting staff through appropriate development and career planning;
  • providing staff with career opportunities within the University through appropriate development; and
  • developing managers and supervisors to assist them in carrying out their leadership responsibilities effectively.

46.4  This clause will apply to all staff holding continuing or continuing (contingent funded) appointments, and academic and professional staff holding fixed term appointments of 12 months or more.

46.5  The framework is meant to supplement, not replace regular feedback and discussion between the supervisor and the staff member about the staff member's performance or other workplace matters.

46.6 If a supervisor and a staff member cannot agree on the proposed Performance and Development Agreement the staff member may seek a review of the expectations by the supervisors supervisor. If the staff member is not satisfied with the outcome of that review, they may request that the Director - Human Resources review the matter with a view to resolve the issue. The Director - Human Resources may confirm the Performance and Development agreement after considering the relevant Minimum Standards for Academic Levels (MSALs) or classification standards and secondary descriptors for the position and level of assigned duties. Where academic judgement is required to determine the matter, the Director - Human Resources will seek advice from an appropriately constituted academic panel to which the NTEU will be invited to nominate a member

46.7  The Minimum Standards for Academic Levels (Schedule 4) establish the minimum expectation of performance for academic staff, and an academic staff members duties will take account of these standards applicable to the level of the position. The parties acknowledge the importance of leadership requirements of senior academic appointments at Level E and Level D in areas such as team development, mentoring and career development of academic staff, performance management processes, and leadership/management responsibilities for an academic area. These capabilities will be reflected in the position descriptions, advertisements and promotion criteria for such appointments.

46.8  The classification structure (including the primary and secondary descriptors in Schedule 5) for professional staff establishes the minimum expectation of performance for professional staff members. A professional staff members duties will take account of these standards applicable to the level of the position. The parties acknowledge the importance of team development, mentoring and career development of staff, the performance management process, and, where relevant, leadership/management responsibilities. These capabilities will be reflected in the position description, advertisements and criteria for such appointments.

46.9  Unsatisfactory performance against an agreed Performance and Development agreement may lead to further action under clause 75 (Managing unsatisfactory performance)

46.10  The principal aims of a Performance and Development agreement are to assist the staff member to:

  • establish and achieve agreed Performance and Development agreement;
  • establish a development plan to assist in career enhancement;
  • acquire new skills, knowledge and experience; and
  • perform satisfactorily.

46.11 Consistent with the short and long term priorities of the University and the organisational unit within which the staff member is located, a plan will be developed to support the achievement of their Performance and Development agreement. The plan will include development needs that take into account the career aspirations of the staff member within the University.

46.12 In the case of an academic staff member, the plan will also take account of the particular research and teaching interests of the staff member.

46.13  In the case of a fixed term academic staff member, the development plan will consider strategies that aim to improve the potential of the staff member to obtain an ongoing academic appointment.

46.14 The performance development process will involve meetings between a staff member and their supervisor to discuss and agree the staff members performance and development agreement. Such meetings will normally be held annually

46.15 The parties to this Agreement acknowledge that regular informal feedback through a process of dialogue, and formal mid term reviews provide both the staff member and their supervisor with:

  • the opportunity to ensure clarity around expectations
  • career and development support; and
  • where needed, adjustment of their expectations to meet changing priorities.

46.16  Such feedback can provide staff with positive feedback and reward through their work being acknowledged by their supervisor. Formal review feedback, which must be recorded in the review section of the agreement, should be provided to the staff member about their performance against the agreed performance and development agreement for the preceding period. A staff member will have the opportunity to respond in writing to these comments. These comments, and any response, will be stored securely by the supervisor with other feedback records.

46.17  A record of the agreed performance and development agreement (and any subsequent agreed changes) will be maintained confidentially by the supervisor and a copy provided to the staff member. The supervisor may choose to provide separate written comments to the staff member to provide guidance for their work performance at any time.

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