46. Career and performance development

46.1.  The University seeks to enable staff to perform at their best through the creation of an environment which develops and supports individuals to achieve their work goals, reach their career potential and maximise their individual contribution to the University through: 

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

46.2.  The Minimum Standards for Academic Levels (Schedule 4) establish the minimum expectation of performance for academic staff. An academic staff member’s 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 D and E. These capabilities will be reflected in the position descriptions, advertisements and promotion criteria for such appointments.

46.3.  The Professional Staff Classification Descriptors (Schedule 5) establish the minimum expectation of performance for professional staff members. A professional staff member’s duties will take account of classification descriptors applicable to the level of the position.

Performance and development process

46.4.  The University’s performance and development process will be undertaken in accordance with University policy and procedure, and is documented through the performance and development review (PDR).  The principal aims of the performance and development process are to build on and support a culture of academic excellence. Through the performance development process, supervisors will work with staff to:

  • establish and achieve agreed performance objectives;
  • establish a career development plan to assist in career enhancement;
  • acquire new skills, knowledge and experience; and
  • meet performance expectations.

46.5.  The performance and development process applies to all staff holding continuing, continuing (contingent funded) and fixed term appointments of 12 months or more. The performance and development process will be used to inform the probation process for all relevant staff.

46.6.  The performance and development process is supplementary to the regular feedback and discussion between the supervisor and the staff member about the staff member’s performance or other workplace matters.

46.7.  In the case of an academic staff member, the PDR will take account of the particular research and education requirements of the staff member.

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

46.9.  If a supervisor and a staff member cannot agree on a proposed PDR, the staff member may seek a review of the performance objectives by the supervisor’s supervisor. If the staff member is still not satisfied with the outcome of that review, they may request that the Director – Human Resources review the matter with the view to resolve the issue in accordance with University policy and procedure. 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.

46.10.  The PDR is staff-in-confidence and the information contained may only be used in matters that are relevant to the staff member’s employment at the University. PDR documents will be stored in accordance with the University’s records and archives management policy.

46.11.  Unsatisfactory performance against an agreed PDR may lead to further action under clause 70 (Managing unsatisfactory performance).

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