PDR - University of Adelaide

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These materials have been developed in collaboration with Human Capital International (HCI) and VLee
HRM Consulting for use within University of Adelaide for the purpose of PDR Objective Setting
workshops only.
Apart from any use permitted under the Copyright Act 1968, no part may be reproduced by any process
without the permission of HCI and/or VLee HRM Consulting.
Human Capital International Pty Ltd (HCI)
A 13 / 150 Chestnut St. Richmond VIC 3121
P 03 9421 4490
E [email protected] W thinkhci.com.au
VLee HRM Consulting
A PO Box 67, Belair SA 5052
P 08 8339 7479
E [email protected] W vleehrm.com.au
The University of Adelaide
Version – 2FWREHU2014
PDR Objective Setting
Planning, Development & Review - Objective Setting
2 hour workshops for Supervisors
Objectives:
The objectives of the two-hour workshop are to:
•
Enhance your understanding of the process, expectations and timelines of the PDR process and
your role in that process
•
Support you in setting performance objectives for yourself and your team that are aligned to the
University’s overall strategic goals and your Portfolio / Unit objectives and take into account the
specific context in which you and your team work
•
Develop an action plan for addressing challenges and optimising PDR practices in your work area
Workshop Outline:
Area
Content
Context:
•
Vice Chancellor opening: context, key reasons for ramping up
performance development
•
Head of Portfolio/Unit – understanding how the Beacon and other
strategic objectives translate into portfolio/school/work unit
priorities and performance targets
•
Purpose and benefits of PDR, EA context, overview of PDR process
as a part of overall performance management activities
•
Responsibility as a supervisor and as a staff member
•
Use of PDs, role statements, past PDRs, business plans for context,
Specific, Measurable, Achievable, Relevant, Time-framed (SMART)
principle, and sample objectives
•
Exercise:
Setting individual objectives and measures with some to be shared
for discussion
•
How will we review progress?
•
Identify enablers to PDR implementation and how they might be
best used to optimise our success in PDR; identify barriers and
how they might be addressed
•
Action plan: build implementation plan for taking back into our
work groups
•
Questions and Answers
PDR Process:
Setting and monitoring
objectives:
Action planning:
1
PDR Objective Setting
Notes:
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2
Performance PDR Continuum
PDR Objective Setting
On-going Performance Conversations
Planning, Development & Review Process
(PDR)
Corrective
Coaching
(informal)
Unsatisfactory
Performance
Improvement Process
(formal)
Seek advice
from your
manager & HR
Seek assistance from your
manager & HR
Set / Clarify Expectations
PDR Stage 1:
PDR Preparation
 Schedule meeting
 Consider work objectives
 Align goals to University
strategies
PDR Stage 2:
Planning
PDR Stage 4:
Final Review
 Establish & agree
 Measure achievements
 Complete Supervisor
SMART work objectives
& development needs
 Develop individual plan
 Schedule next meeting
Summary Form
 Commence preparation
for the next PDR cycle
PDR Stage 3:
Mid Term Review
 Review progress (Mgr &
Informal
improvement
plans /
conversations
Coach, counsel
First, second & third
counselling session
Includes Performance
Improvement Plan, monitor
and review
Consider option for moving
forward
staff) using PDR form
 Identify blockages/issues
 Provide coaching &
guidance
Performance Planning, Development & Review
Keeping performance on track, supporting development, providing feedback
3
Transition Zone
When performance is
needing improvement –
trying to get things back on
track
Formalised Process
When working to get things back on
track hasn’t been successful
Characterised by formal
conversations which are fully
documented; following policies &
procedures.
PDR Objective Setting
Roles & Responsibilities in Planning, Development & Review (PDR)
All individuals on continuing or fixed term contracts of greater than 12 months are expected to participate in the PDR process.
Head of Portfolio / Unit







Engage supervisors and individuals in the PDR process as an enabler to achieving the University’s vision and strategy and in helping teams and
individuals to fulfil their potential
Communicate and translate the strategic goals of the University / Portfolio / Unit in own area and help teams to develop a clear line of sight between
the overall goals and team / individual objectives
Establish appropriate staff reporting relationships for the PDR process
Engage in the PDR process with direct reports according to the annual PDR cycle
Ensure supervisors in own area conduct performance Planning, Development and Review activities according to the agreed process, standards, cycle
and accountability mechanisms
Support teams and supervisors in identifying and overcoming barriers and constraints to successful PDR engagement and implementation
Report on PDR process and resource / support requirements in own area as requested
Supervisor







Staff Member
 Actively prepare and participate in PDR meetings to plan, optimise and
Initiate, schedule and conduct PDR meetings to plan, support and
review performance according to the annual PDR cycle
Work with individuals to develop well defined performance objectives
and measures that are appropriate to their work roles and aligned to
the strategic priorities of the University / Portfolio / Unit
Support individuals in identifying development objectives and
opportunities
Assist individuals in achieving their performance objectives by
providing ongoing evidence based feedback
Identify where aspects of performance may need improving and
conduct conversations to plan for improvement of those aspects
Keep a record of performance evidence, performance meetings and
key decisions
Recognise, reward and celebrate achievements and provide stretch
opportunities for high performers





4
review your performance with your supervisor according to the annual
PDR cycle
Identify and agree with your supervisor well defined performance
objectives and measures appropriate to your work role and aligned to
the strategic priorities of the University / Portfolio / Unit
Identify development objectives and engage in development
opportunities in support of your work objectives and career goals
Ask for feedback from your supervisor and others in support of your
performance and development
Provide feedback to your supervisor on ways they can assist you in
achieving your performance and development objectives
Continuously evaluate your own performance and keep a record of
performance highlights and areas for improvement
PDR Objective Setting
Planning, Development & Review
Academic Staff – Supervisor Responsibilities
Information Sheet
Summary
The purpose of this information sheet is to provide advice on the responsibility for undertaking
Planning, Development and Review (PDR) for Academic staff.
Conducting PDR across the University
We recognise that a range of different approaches are adopted across the University in conducting PDR
for Academic staff and that the practical application of the PDR process will vary between different
schools and branches, and will be influenced by a number of considerations.
The ‘Supervisor’ (normally the Head of School for Academic staff) is accountable for carrying out the
PDR process but they may delegate this responsibility.
Given the flat structures and large numbers of direct reports to Heads of School in some areas it may be
necessary for this task to be delegated to ensure it is completed effectively.
What does the University of Adelaide Enterprise Agreement (as amended)
provide?
Clause 5.2 of the University of Adelaide Enterprise Agreement (as amended) provides for the following
guidance:
5.2
Planning, Development and Review (PDR)
5.2.1
All staff (other than casuals) will participate in the PDR process.
5.2.2
PDR will have the following objectives:
a) Enable a staff member and their supervisor to align individual short and longer-term work
and development objectives with those of the University and the staff member’s unit;
b) Ensure role clarity and reach agreement on annual objectives of the position;
c) Provide feedback to the staff member and their supervisor on a regular basis throughout the
planning, development and review cycle; and
d) Determine appropriate training and development in relation to the position held and for the
staff member’s career.
5.2.3
PDR will be:
a) fair to the staff members and the University;
b) positive, transparent and accountable;
c) flexible in resolving problems and to respond to changing circumstances;
d) evidence based;
5
PDR Objective Setting
e) focused on improving capabilities of staff and the University to meet their interdependent
goals and targets; and
f) documented to include development needs, and feedback against performance objectives.
5.2.4
PDR is not a punitive process.
Clause 5.2 provides for staff to participate in PDR sessions with their supervisor, normally the Head of
School for Academic staff. However the University of Adelaide Enterprise Agreement (as amended) does
provide for Heads of School (or nominated supervisor) to delegate some supervisory functions to a
Discipline or Unit Head as per Clause 2.7 below.
2.3.4
Academic Staff Supervision
a) Each academic staff member will be advised in writing of the position of their nominated
supervisor.
b) The supervisor will normally be the Head of School in which the academic staff member is
employed. While remaining accountable, a Head of School may delegate some supervisory
functions to a Discipline/Unit Head.
c) Wherever possible, supervisors will be competent in the broad areas of expertise of the
academics for whom they are responsible.
d) The supervisor will receive appropriate training in academic staff assessment techniques.
e) Academic staff members may request the nomination of an alternative supervisor in
circumstances where activity relating to the provisions in clause 8 has commenced.
Whilst the accountability for ensuring PDR is conducted in a suitable and effective way remains with the
Head of School (or supervisor), there is flexibility for this task to be delegated to a Discipline/Unit Head
who is competent in the broad areas of expertise of the staff member and who is appropriately trained
to conduct the PDR. It is entirely appropriate for a Head of School (or supervisor) to delegate this task,
particularly where they have high numbers of direct reports. However, it is important to clarify in
writing to the staff member the person who will be undertaking their PDR process.
Further Guidance
Further guidance is provided in “Planning, Development and Review - A Guide for Supervisors and
Staff”. This includes a definition of ‘supervisor’ for the purposes of PDR.
“For the purposes of the Performance Excellence Framework, supervisor refers to all levels of supervisor
including senior academic and administrative managers. How supervisors are allocated to conduct the
PDR discussion will vary across different areas but it is important that the process outlined in this guide
is followed to maintain a consistent approach for all university staff”.
http://www.adelaide.edu.au/hr/docs/pdr-guide.pdf
6
PDR Objective Setting
Planning, Development & Review
Professional Staff – Supervisor Responsibilities
Information Sheet
Summary
The purpose of this information sheet is to provide advice on the responsibility for undertaking
Planning, Development and Review (PDR) for Professional Staff.
Conducting PDR across the University
The responsibility for carrying out the PDR process for Professional Staff is the accountability of their
Supervisor.
What does the University of Adelaide Enterprise Agreement (as amended)
provide?
Clause 5.2 of the University of Adelaide Enterprise Agreement (as amended) provides for the following
guidance:
5.2
Planning, Development and Review (PDR)
5.2.1
All staff members (other than casuals) will participate in the PDR process.
5.2.2
PDR will have the following objectives:
a) Enable a staff member and their supervisor to align individual short and longer-term work
and development objectives with those of the University and the staff member’s unit;
b) Ensure role clarity and reach agreement on annual objectives of the position;
c) Provide feedback to the staff member and their supervisor on a regular basis throughout
the planning, development and review cycle; and
d) Determine appropriate training and development in relation to the position held and for
the staff member’s career.
5.2.3
PDR will be:
a) fair to staff members and the University;
b) positive, transparent and accountable;
c) flexible in resolving problems and to respond to changing circumstances;
d) evidence based;
e) focused on improving capabilities of staff and the University to meet their interdependent
goals and targets; and
f) documented to include development needs, and feedback against performance objectives.
5.2.4
PDR is not a punitive process.
7
PDR Objective Setting
Further Guidance
Further guidance is provided in “Planning, Development and Review - A Guide for Supervisors and
Staff”. This includes a definition of ‘supervisor’ for the purposes of PDR.
“For the purposes of the Performance Excellence Framework, supervisor refers to all levels of supervisor
including senior academic and administrative managers. How supervisors are allocated to conduct the
PDR discussion will vary across different areas but it is important that the process outlined in this guide
is followed to maintain a consistent approach for all university staff”.
http://www.adelaide.edu.au/hr/docs/pdr-guide.pdf
8
PDR Objective Setting
Setting Objectives
Why set objectives?
Setting work objectives is central to the Planning, Development and Review process. The objective
setting aspect of PDR sets the framework for review and feedback. Clearly formulated objectives
describe what you are aiming to achieve during the year and how you will measure the outcome
of each objective.
Clearly formulated objectives:
•
Enable achievement of the strategic and School/Unit priorities.
•
Increase focus and commitment toward reaching targets and goals.
•
Provide a benchmark against which the individual’s progress and achievements can be discussed
and reviewed.
•
Assist staff in gaining experience and achievements that are continually developing their knowledge
and capabilities and support career progression.
•
Ensure that staff members are working towards a balanced portfolio of activities appropriate to
their role and the stage of their career.
Useful questions to ask when setting objectives
To be effective, an objective must be meaningful and achievable; there is little point in setting objectives
that are so large or unclear they cannot be achieved. So, when setting objectives with staff members it
is useful to ask the following:
•
How does the individual’s role support the strategic priorities and School/Unit key objectives?
•
What objectives are appropriate for the role of the individual?
•
How do they fit with the workload allocation model/workload expectations?
•
What are the resource requirements?
•
How do they impact on the objectives of others?
•
How can the objectives be measured? What sources of evidence, data, and feedback are available to
enable on-going review?
•
What challenges are anticipated in seeking to achieve these objectives?
•
What assistance might be needed to enable achievement?
•
If required, how might the objectives be prioritised?
•
If very large, how can the objective be broken down into smaller, clear and attainable ‘chunks’?
9
PDR Objective Setting
Applying the SMART principle
Keeping the principle of SMART front of mind when setting objectives ensures that they are:
S p e ci f i c – M e a s ur a b l e – A ch i e v a bl e – R el ev a n t - T i m e - f r a me d
Specific:
Is the objective clearly defined?
Work objectives should state specifically what needs to be achieved; they need
to clearly specify the intended outcomes. Vague objectives lead to vague
attempts to achieve them! Express the desired action and result using active
verbs such as: increase, develop, implement, publish, decrease, set up,
negotiate, etc. (see useful verbs for describing objectives listed below).
Measurable:
Is it clear what success is and how one would know when it is achieved?
This means that it is possible to monitor progress and outcomes and determine
the extent to which objectives are achieved. Consider both qualitative and
quantitative indicators of success. It should be possible to evaluate the progress
based on evidence. Therefore, objectives need to include a way of verifying
whether the objective is being progressed, has been achieved and to what
standard. Measures may be qualitative (quality of work, satisfaction) or
quantitative (numbers achieved, costs incurred, revenue achieved). Generally
there are four ways to measure; quality, quantity, costs (or revenue) or time.
Achievable:
Is the objective realistic, yet challenging?
While objectives should provide challenge, they must also be achievable – there
is no point setting yourself and staff up for failure! Consider the requirements
and level of the role as well as the availability of resources.
Relevant:
Is the objective important; does it add value?
To be meaningful and worthwhile, the objectives must be relevant to the level
and priorities of the individual’s role, as well as aligned with and contributing to
University and School/Unit goals. When setting work objectives, identify the key
priorities for the University / Portfolio/ Unit that relate to the staff member’s
position and identify how the individual can add value or contribute to achieving
these priorities.
Time-framed:
What are the timeframes in which the objective should be achieved?
Clear target dates should be set for achieving work objectives and completing
interim steps. Timeframes – which can include miles stones - are useful for
enabling individuals to monitor progress toward the objectives as well as to
allow for interim adjustments that may be required due to changing priorities.
Although the Planning, Development and Review process is annual, objectives
can be set for longer timeframes. This may be particularly appropriate for
research based objectives, with the ability to set milestones for the annual
review cycle.
10
PDR Objective Setting
Useful verbs for writing objectives
Use action verbs to describe what needs to be achieved. Here are some options:
achieve
comply
draft
improve
obtain
revise
acquire
conceive
edit
increase
organise
save
act as
consult
eliminate
initiate
originate
select
adopt
contribute
engage
instigate
participate in
serve
analyse
control
ensure
introduce
perform
set up
answer
coordinate
establish
investigate
plan
solve
arrange
correct
evaluate
launch
prepare
source
assist
create
exceed
learn
present
streamline
attain
decrease
extend
lead
produce
submit
audit
define
facilitate
liaise
publish
supervise
avert
demonstrate
formulate
maintain
recommend
support
award
design
gain
manage
rectify
test
build
develop
generate
maximise
represent
train
carry out
direct
guide
monitor
research
turn around
coach
deliver
handle
motivate
restructure
visit
communicate
devise
identify
negotiate
review
win
write
11
PDR Objective Setting
Key Result Areas – Academic
12
PDR Objective Setting
Example Objectives - Academic Staff
KRA: Teaching
•
Coordinate “Arts and Engagement” Level 1 course in Semester One.
•
Deliver “Contract Law” Level 2 course in Semester Two.
•
Pre-course visit to Africa for AusAID/GRM on 2014 trade policy and negotiate courses under
Australia Award for Africa (AAA) Short Course awards.
•
Contribute to events and course content for Semester One (Group 1) in Australia AAA trade
policy and negotiation Foundation Course.
•
Review status of IIT post-graduate courses (MITD/PCIT) for Semester Two.
•
Deliver in-Africa Module 3, AAA Short Course, Cape Town by June 30.
KRA: Research
•
Publish at least two articles in high quality journals (e.g. ERA A* or A journals) and publish at
least two articles in books or B ranked journals by November 2014.
•
Publish at least 2 commissioned reports by 30 September 2014.
•
Ensure doctoral staff participate and attract HDR students, with the aim of 4 per year.
•
Prepare annual research development report for the Institute by December 2014.
•
Prepare and submit category 1 and category 2 and 3 applications, including at least one ARC
linkage grant in 2014.
•
Present final AusAID-funded Research Study for Palau on implications of PACER Plus by May 28.
KRA: Financial
•
Prepare and update 2014 annual budget and ensure that revenue exceeds expenses over the
year, including meeting obligations for investing in staff and infrastructure.
•
Work with the School and Faculty to develop collaborative research links with external bodies to
contribute to research income growth in line with University targets and the Faculty’s plan.
•
Report to Board on 2014 activities, finances and planning upcoming activities and other agenda
items by 30 June 2014.
•
Contribute to improvement in research income on a full cost recovery basis, including
compliance with the Compliance Neutrality Levy requirement. Annual results to demonstrate
income exceeds expenditure on a cash basis.
13
PDR Objective Setting
KRA: People
•
Complete PDR planning and review conversations with all direct reports within set deadlines.
•
Ensure that all academic appointments to the Centre achieve the Faculty research threshold for
research-focused staff.
•
Provide regular supervision (at least one session per month) for research and administrative
staff involved in the Institute’s research programs, in conjunction with the School.
•
Introduce a workload model that considers the variety of tasks and outcomes expected of
academic staff, by 30 June 2014.
KRA: Other
•
Finalise 2014-2016 IIT Strategy Paper, for submission to Board intersessionally.
•
Represent the Institute throughout 2014 at meetings within the University and externally,
including committees, boards and advisory groups.
•
Develop Africa Networks as Conference Commentator / Session Chair for Society of
International Economic Law Biennial Conference, Singapore by June 30 2014.
•
Manage IT Finances, Staffing and Resources for delivery of contract commitments, and
according to plans, in 2014.
•
Prepare draft IIT Medium-to-Long Term Strategy Paper (3-5 years) in consultation with Chair of
Board of Governors and Executive Dean of Faculty of Professions by 30 September 2014.
•
In collaboration with the Executive Dean and Faculty Finance Manager, develop academic,
human resources and finance and infrastructure planning and monitoring processes by the end
of 2014.
14
PDR Objective Setting
Key Result Areas – Professional
15
PDR Objective Setting
Example Objectives - Professional Staff
KRA: Service
•
Achieve and maintain an average customer service rating of at least 4.0 (out of a possible 5.0)
on annual survey by December 2014.
•
Create the unit’s 2014 strategic plan, discuss with the division and obtain final approval from
executive leadership by June 2014.
•
For the work unit’s X Improvement project, develop a set of recommendations for improvement
strategies based on relevant research and work unit feedback. By the end of the first quarter,
provide a written report to all relevant stakeholders which includes a set of realistic
recommendations (in terms of time and money required for implementation), as determined by
the communication project goals.
•
Promote and implement University policies and procedures in relation to occupational health
and safety, and ensure there is adequate accountability for the implementation of all aspects of
hazard management, design of work, training, workplace inspection and reporting within the
division, according to University timeframes.
•
By 30 June 2014, deliver three briefings to key stakeholders regarding the new security initiative
within the University, and write a detailed report on the feedback received.
•
For each project received during the year, solicit at least one individual from outside of your
work unit to provide input at the planning stage. Incorporate the individual’s input into your
final report.
•
Process and approve/decline all travel requests for the X office. Deliver 90% of approval notices
within 10 business days of receipt.
•
Facilitate informational training sessions on how to use the University’s internal online tools for
new employees who request training. Achieve a 90% satisfaction rate from employee training
feedback surveys over the course of the evaluation period.
•
Draft policy guidance for X topic and coordinate this draft through the appropriate channels to
obtain concurrence from all relevant parties. Submit completed policy guidance for final
signature by the appropriate signature authority by 30 June 2014.
KRA: Change
•
By the end of 2014, present two acquisition plans to supervisor for new computer systems
based on a thorough analysis of customer needs, capabilities, and cost/benefits.
•
Revise the division’s X Instructions and/or guidance so that associated policies, processes, roles,
and responsibilities are up-to-date, thorough, and clear, as determined by supervisor review,
within set timeframes.
•
By the end of the October 2014, evaluate the computer security system training, assessing the
extent to which the training is easy to use and if it covers the learning objectives sufficiently.
•
Develop and recommend one feasible alternative process or long-term solution to recurring X
problem by the end of September 2014. Draft a report with at least two thoroughly detailed and
realistic options for changes to the strategy that may mitigate the current problem. The
recommendations must meet relevant laws and regulations.
16
PDR Objective Setting
KRA: Financial
•
Produce at least 95% accurately correct financial management reports to supervisor by the 28th
day of every month throughout 2014.
•
Deliver salary management project by 31st June 2014 to the agreed success criteria, including
on time delivery, all project deliverables completed, and above average survey feedback from
stakeholders in Post Implementation Review.
•
Manage tracking and closure of all incoming inquiries relating to the 5 year plan
implementation. Achieve closure within 10 business days of inquiry receipt, with 95% of
responses satisfying request without need for follow-up.
KRA: People
•
Performance objectives & development plans are in place for every direct report by 30 June
2014 with evidence of poor or mediocre performance being actively managed.
•
Conduct quarterly coaching sessions with each team member to discuss performance,
achievement and development through 2014.
•
Complete PDR mid-year and end of year review conversations with all direct reports within set
deadlines.
•
Each direct report to meet at least 3 work objectives by 31 December 2014.
KRA: Other
•
Distribute agenda papers to Chairperson and committee members 5 working days before the
date of the committee meetings, and submit a draft of the minutes to the Chairperson within
three days of the meeting having taken place.
•
More effectively manage the email service into the X Office by ensuring a 75% reduction in
student telephone enquiries received about the email they have sent; a clear roster for
managing emails on a daily basis established by 1 June 2014.
•
Implement new regulations in the safe storage of chemicals by June 2014, and ensure all staff
handling chemicals are trained in the new procedures by the implementation date.
•
All staff using safe chemical storage procedures to be monitored via monthly on spot checks
after the implementation date. Number of accidents involving chemicals to be reduced by 50%
during the 6 months after the implementation date.
17
PDR Objective Setting
How will I be supported?
Executive Dean /
Divisional Head
Faculty/Division Plan and
Balanced Scorecard clearly
articulate objectives, resources &
expectations
HR Branch
Faculty
HR Business Partners can
provide advice on:
Organisational Design
Productivity & Performance
Reward & Recognition
Coaching, Development &
Support
Provides the following support:
Head of
School /
Branch /
Unit
Promotion & Remuneration
Managing at Adelaide Program training & resources incl. Managing
for Improved Performance
workshops
Information & advice for individual
supervisors
Workplace Relations team to
support complex unsatisfactory
performance cases
Performance Management System
to record dates of meetings &
agreed outcomes
HR website:
http://www.adelaide.edu.au/hr/development/performance/pdr/
18
PDR Objective Setting
Notes:
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Information about Planning Development and Review (PDR) at the University of
Adelaide can be found at:
http://www.adelaide.edu.au/hr/development/performance/pdr/
or by contacting the WĞƌĨŽƌŵĂŶĐĞĂŶĚ Development team within the Human
Resources Branch
http://www.adelaide.edu.au/hr/development/contactus/