• Section 1 - Purpose
• Section 2 - Scope
• Section 3 - Principles 
• Section 4 - Annual Performance Process
• Section 5 - Unsatisfactory Performance
• Staff conduct and Performance Expectations
• Addressing Performance Concerns
• Section 6 - Formal Performance Management
• Section 7 - Roles and Responsibilities
• Section 8 - Definitions

Section 1 - Purpose

(1) This Procedure sets out the requirements for managing the performance of professional staff at the University of Wollongong (the University).

Section 2 - Scope

(2) This Procedure applies to:

1. fixed term and continuing professional staff;
2. all processes relating to performance management at the University.

(3) This Procedure does not apply to:

1. academic staff;
2. staff employed by other entities controlled by the University; and
3. staff employed at campuses of the University outside Australia.

(4) This Procedure supports and should be read in conjunction with the University of Wollongong (Professional Services Employees) Enterprise Agreement, 2023 which states objectives and standards for the University’s management of performance.

(5) This Procedure supports the Employment Life Cycle Policy, by setting out the requirements for the management of performance at the University. This Procedure does not include incidents of professional staff misconduct, which are covered under the Professional Staff Misconduct Guidelines.

Section 3 - Principles 

(6) The performance of professional staff is critical for the ongoing success of the University.

(7) The University has induction and performance planning processes in place for professional staff and supports these processes with a commitment to:

1. encouraging a culture of continuous learning and performance improvement;
2. prioritising and offering clear and attractive career paths for professional staff;
3. identifying and managing any issues of unsatisfactory performance in a transparent way, which affords fairness to all staff.

(8) The performance planning process aligns with the University’s performance planning and development framework, with individual goals aligned to the University of Wollongong’s Strategic Plan 2020-2025.

(9) Supervisors are expected to provide regular performance feedback to their staff, recognising good performance and identifying any areas for improvement to assist professional staff in their overall development.

Section 4 - Annual Performance Process

(10) Professional staff will undertake an annual performance planning process each year to:

1. set work priorities and create professional development opportunities;
2. review their performance planner and goals;
3. foster meaningful performance conversations with their Supervisor for giving and receiving constructive feedback; and
4. clearly identify and document performance plans for the individual.

(11) Priorities and goals are recorded in Unified and should be agreed upon mutually between the staff member and their Supervisor. Goals should be informed by:

1. the division's business plan;
2. the University’s strategy;
3. the University’s values; and
4. personal career and development goals.

(12) The annual performance process will be:

(13) The performance planner will be used to support and accompany the following requests:

1. probation reviews;
2. incremental progression;
3. accelerated incremental progression;
4. reclassification;
5. attraction and retention allowance;
6. study time;
7. development leave;
8. job rotation; and
9. external conferences funded for staff development.

(14) Supervisors will be required to attend the appropriate training on conducting performance management and appropriate training sessions will be conducted on a regular basis.

(15) Staff who are dissatisfied with the outcome of a performance plan or a recommendation from their Supervisor may appeal the matter to the Chief People and Culture Officer via their Senior People Partner or People Advisor.

(16) The Supervisor is required to work with any new staff member within the first two (2) months of commencement to set their work priorities and development and learning goals for the year.

Section 5 - Unsatisfactory Performance

Staff conduct and Performance Expectations

(17) Staff performance expectations are detailed in, but not limited to:

1. University strategic goals;
2. performance planners;
3. performance conversations; and
4. position descriptions.

(18) Staff are expected to actively participate in reviewing their performance, development and achievements, which includes participating in regular performance conversations with their Supervisor.

(19) Staff are expected to conduct themselves in a way that is consistent with a professional and ethical culture that aligns with the University’s values and the University Code of Conduct. Where a staff member’s conduct or performance standards do not meet those expectations, corrective action will be taken by the Supervisor.

(20) Ongoing or serious concerns regarding a staff member's unsatisfactory performance may result in disciplinary action, which could lead to termination of employment with the University.

Addressing Performance Concerns

(21) If a Supervisor has a concern about a staff member’s performance, this should be discussed with the staff member at the time the concerns are identified. The discussion should include:

1. clear and specific details of the performance concern;
2. the inherent requirements of the role and its tasks;
3. an opportunity for the staff member to respond;
4. the Supervisor and staff member agreeing on steps to be taken to address the performance concerns;
5. a reasonable timeframe for the performance to be monitored to ensure the performance concern has been addressed.

(22) Supervisors should look at possible options for training and development if a skill deficit is identified. Supervisors must be clear about the performance requirements and expected contribution of the role to the work of the business.

(23) The Supervisor should keep a record of these discussions in accordance with the Records Management Policy.

(24) If there is no improvement in the staff member’s performance, then formal performance management should commence. Where a serious performance issue arises, the Supervisor may move directly to formal performance management. Supervisors should consult with their Senior People Partner or People Advisor at this stage.

Section 6 - Formal Performance Management

(25) The professional staff member will be invited to a formal performance management conversation with the Supervisor and Senior People Partner. The invitation to the meeting will allow at least 24 hours’ notice and will include:

1. details of the meeting, including the purpose of the discussion;
2. a copy of this Procedure;
3. the staff member’s option to seek the advice or assistance of a professional staff representative, such as a Community and Public Sector Union (CPSU) or National Tertiary Education Union (NTEU) representative; and
4. the staff member’s option to have a support person present at the meeting.

(26) At the meeting, the staff member:

1. will be advised of the performance concerns, including any examples or documentation, and the improvements necessary to meet the expected performance standards;
2. will be provided with an opportunity to respond to the performance concerns;
3. will be advised of the performance improvement process, including documented Performance Improvement Plan and timeframes to address the performance concern(s); and
4. the consequences of failing to improve to the expected standard.

(27) Following the meeting:

1. the Supervisor will confirm the outcome of the meeting via email, attaching the proposed performance improvement plan. The performance improvement plan will include the actions to be taken by both the staff member and the Supervisor;
2. the staff member will have the opportunity to respond and make any suggestions for changes to the performance improvement plan within a reasonable timeframe, usually 10 working days.

(28) If the staff member fails to improve their performance to the expected standard within the time allowed the Supervisor, via their Senior People Partner, will refer the matter to the Chief People and Culture Officer for further action, which may include a written warning or termination of employment.

(29) The Chief People and Culture Officer will review the documentation provided and:

1. refer the matter back to the Supervisor with a recommendation of corrective actions to be taken; or
2. issue a written warning to the staff member; or
3. recommend to the Vice-President Operations that the staff member's employment is terminated.

(30) Upon receiving a recommendation from the Chief People and Culture Officer to terminate a staff member's performance, the Vice-President Operations will:

1. terminate the staff member's employment with the period of notice required by the Enterprise Agreement; or
2. refer the matter back to the Chief People and Culture Officer with a recommendation of other actions to be taken, such as a written warning.

Section 7 - Roles and Responsibilities

(31) Roles and Responsibilities are as set out in this Procedure.

Section 8 - Definitions