PERFORMANCE REVIEW Section 4 – Procedure 9 Date of Issue: January 2013 Date of Review: January 2015
Performance Review Principles Performance reviews will not be used as a substitute or de facto grievance procedure or as a mechanism for discipline. Separate policies and procedures exist for these matters. Performance reviews must involve active participation of the staff member (including selfevaluation and dialogue) in conjunction with their supervisor, and in the case of the EO, a Committee of Management representative. Everyone involved in the review process should have realistic expectations of the process As part of the organisation’s planning and review process, performance appraisals link staff work plans to BINSA’s Strategic Plan and BINSA operational priorities. Performance reviews provide staff with a means of expressing views about the organisation, as well as providing feedback on their own performance. Performance Review Process The BINSA performance review process will follow the format known and recognised as the 360 model, resulting in the action plan as below. BINSA has established the 360 outlook model whereby each staff member is given an opportunity to involve nominated subordinates, peers, any supervisor, besides the EO, and up to 3 external stakeholders, who have had experience with the staff member in the position that is under review. Specific questions will advised to all those involved and the staff member will provide responses to the same questions along with additional questions related specifically to internal performance KPIs or position scope as has been previously determined. The aim is complete the review process within a 3 week timeframe from initial discussion and selection and advising the 360 reviewers to be involved. Performance Review Outcome As outlined, BINSA is keen to ensure that the performance review process is of benefit to all parties involved. BINSA needs staff that are highly skilled as well as fully committed to the aims and objectives of its Mission, Beliefs and Values. Once the results of the 360 are collated, the relevant reviewer will discuss these with the staff member highlighting where the staff member is achieving well and where there may be opportunities or a specific need to improve and or gain additional skills to meet more fully the current work and duties within their job description. The reviewer and the staff member will sign off on the performance review and then focus on developing a next 6, 12 months or applicable time frame as agreed.
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Future Action Plan The Reviewer and staff member will establish action plan/objectives for the next 12 months at the conclusion of the performance review meeting. This will address points arising from the review, identified by the staff member or review team for future development. Please describe any goals you have for the next 12 months. E.g.: Goals
Agreed Action
Timeframe
Job Enhancement Opportunities Remuneration issues may also will be canvassed as part of performance reviews however, staff are contracted for specific hours and under specific remuneration levels for the position they have been recruited for and it is uncommon for BINSA to be in a position to ‘promote’ staff to higher remuneration levels, aside from annual remuneration pay point moves (if applicable) within their remuneration level, unless they have been recruited to undertake higher level position. BINSA seeks new funding opportunities all the time and if successful has an active policy of encouraging existing staff to apply if they are interested and or fulfil the job and person description of the specific program and or project. Education and Training BINSA encourages all staff to seek professional skills development and will assist as it can, principally on the basis that it is relevant to their work at BINSA but will also negotiate more flexible working hours and so on if a staff member is looking to attend other study. We encourage all staff to pursue the following:
Professional or other studies
Job skill training
Personal development
Work, Health and Safety
Conferences/seminars
Performance Evaluation Summary and Review Executive Officer’s (EO) summary The EO may give an overall summary including a statement of satisfactory performance. If performance is stated to be unsatisfactory reasons must be given.
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Staff member’s comments The staff member can comment on the Executive Officer’s summary and the evaluation factors. Both the EO and the staff member will sign off and agree on the next 12 months review dates.
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