The University of Western Australia
This policy outlines the objectives, responsibilities and process for all eligible employees to participate in annual Performance Development and Appraisal (PDA) discussions. It is a key tool to encourage and acknowledge the productive contributions from each staff member and to assist both staff and the University to achieve excellence. It is one element of a comprehensive performance management framework that also includes induction, probation and academic promotion.
This policy also outlines the Commencing Performance Development Appraisal, which is an important element of induction of staff.
This policy does not apply to casuals.
"CPDA" means Commencing Performance Development Appraisal.
"Employee" means a person employed by the University who has an ongoing or fixed term appointment under the terms of the following Agreements (as amended or replaced from time to time): Academic Staff Agreement or Professional and General Staff Agreement).
"Reviewee" means an individual employee undertaking a CPDA or PDA with their supervisor.
"Reviewer" means the individual conducting a PDA with an employee. A delegated or alternate reviewer does not become the official supervisor.
"Supervisor" means the person who is responsible for day-to-day supervision of the employee.
The supervisor will remain the official supervisor if a delegated or alternate reviewer conducts the PDA.
"University" means the University of Western Australia.
"Eligible Employee" means employees who are required to participate annually in the Performance Development and Appraisal. Employees not included as eligible are those who are:
Planning to retire or who have resigned and the separation date is within 12 months;
Who are Honorary, Adjunct or Emeritus;
On secondment outside the University; or
Other than commencing staff, in a position where they have not been supervised by the reviewer for three months or more.
Employees in the above categories may request or be requested to undertake a PDA .
1.1 The Performance Development and Appraisal (PDA) is a key strategy to encourage and acknowledge the productive contributions from each staff member. It is intended to be a positive experience, focussing on the employee's strengths and achievements, and on the University supporting its staff to achieve excellence. It offers the opportunity to discuss achievements, development goals, emerging work role changes or challenges and performance expectations. The PDA is also seen as a key strategy to support the development and retention of world-class employees and to align their endeavours with the goals of the University.
1.2 Newly appointed employees, or employees commencing a new role which represents a significant change, will undertake a Commencing Performance Development Appraisal CPDA within two months of commencing in their new role.
1.3 The PDA is applicable to all eligible employees of the University and available to any employee on request. All employees are required to participate in a PDA on an annual basis, conducted by the supervisor or other reviewer nominated by the supervisor. The PDA due date may be extended by any length of time away from the position including extended periods of leave or secondment.
1.4 The review is to include a face-to-face discussion and feedback on the review outcomes whenever possible.
1.5 The PDA process also supports and informs talent identification and succession planning occurring within Faculties, Offices, Schools and Departments.
1.6 Management of unsatisfactory performance or misconduct are separate and different to the PDA process. Nothing in this policy restricts or prohibits the University from taking action to address performance and/or conduct issues in accordance with the appropriate industrial instruments pertaining to staff of the University.
The CPDA process is to provide support to newly appointed employees or current employees commencing a new role, and to establish the expectations for the role. It should be undertaken within two months of commencing in the role and, for newly appointed employees, it is a requirement that it is undertaken during the probationary period. Please refer to the UWA Policies on Probation and Confirmation (Academic Staff) and Probation (Professional and General Staff).
Objectives of the CPDA are to:
The PDA process will provide employees and their supervisors an opportunity to reflect upon the achievements of the employee over the previous year and to plan for the next, and to align their endeavours with the goals of the University. Objectives of the PDA are to:
4.1 The CPDA and PDA are to be conducted by the employee's supervisor. Where a supervisor has a large number of staff reporting to them, there may be a need to delegate this responsibility. If this is not possible, it may be conducted by the next tier of the reporting line.
4.1.1 Professional and General Staff
Ordinarily the immediate supervisor of the employee will be the reviewer, unless an alternative supervisor is negotiated with the supervisor's supervisor. The alternate reviewer will have the option of declining to review an individual employee. Where an alternate reviewer is negotiated, the immediate supervisor remains the official supervisor.
4.1.2 Academic Staff
The Head of School will remain the official supervisor for academic staff. However, reviewer responsibilities may be delegated to senior academic staff with pairings arranged through negotiation between the reviewee and the Head.
4.2 Where an employee has two appointments, the supervisor with the greater fraction would be responsible for completing the PDA. Where there are two equal appointments (e.g. 0.5 FTE) then the supervisors should agree who will complete the process. It is quite acceptable for both supervisors to undertake a PDA, particularly where the roles are different or in different business units.
4.3 Ordinarily there will be no third party involvement, however, a reviewee may request that a third person be involved in the appraisal process as a support person. The role of a support person is to support and observe, not to act as an advocate for the reviewee.
4.4 It is the role of the reviewer to:
4.5 It is the responsibility of the reviewee to:
5.1 All supervisors and reviewers are expected to participate in appropriate training in the PDA process. The training will incorporate Equity and Diversity policies and the principles of Achievement Relative to Opportunity. Reviewees are encouraged to attend a training programme in order to optimise the value of the process.
Refer to the PDA and CPDA webpage.
The Head of School/supervisor/reviewer will advise the employee concerned that a PDA is to take place, ensuring adequate notice is provided of the meeting date.
The reviewee is to complete Section 1 of the PDA template (ESS-Staff Performance), including relevant supporting documentation and submit at least seven days prior to the meeting with the reviewer.
Within two weeks of the PDA meeting the reviewee is to submit Section 2 to the reviewer (via the PDA template) for confirmation and any additional comments.
The PDA is finalised when the supervisor accepts the goals and objectives as well as the development plan. The reviewee may add a final comment or simply confirm or acknowledge the contents prior to the document being saved in ESS. Section 2 forms the basis of the preparation for the next PDA and will be accessible as an archived document for this purpose.
6.1 The appraisal component of the PDA is a summary of the supervisor's assessment of performance outcomes based on all aspects of the individual's performance in the period since the last appraisal. It should be completed by the direct supervisor following careful consideration of all sources of supporting evidence. The PDA should be conducted in a fair, informed and respectful manner, with due consideration of relevant evidence and explicit performance expectations.
6.2 The appraisal provides the opportunity to recognise and reward excellence and effort. This can be done through many informal means, and PDA rating of outstanding performance qualify staff for various Discretionary Allowances or bonuses.
7.1 The processes for the management of misconduct and unsatisfactory performance are different and separate from the PDA.
7.2 It is not the intention of the PDA to be used as the primary mechanism to identify or address issues of unsatisfactory performance for disciplinary purposes. Where concerns about performance arise they should be raised as soon as practicable after they are identified, and steps made to address the issues through the principles outlined in the relevant staff agreement and related policy.
7.3 It is expected that where areas in need of improvement are identified in the PDA, they will most likely be limited to performance in relation to only one aspect of the employee's work. In such circumstances the report will include plans to improve performance in that area. If the overall performance of the employee is identified as requiring improvement, it will become necessary to cease the PDA process and commence the unsatisfactory performance process prescribed in the appropriate Academic or Professional and General Staff Agreement, or in the case of probationary Academic employees, the process prescribed in the University Policy on Probation and Confirmation (Academic Employees).
TRIM File No:
Related Policies or legislation:
Academic Performance Matrix