Policy Performance, Development and Planning Procedure
Performance, Development and Planning Procedure
- Aboriginals and Torres Strait Islanders in Marine Science
- Courses
- Future Students
- Current Students
- Research and Teaching
- Partners and Community
- About JCU
- Reputation and Experience
- Celebrating 50 Years
- Academy
- Anthropological Laboratory for Tropical Audiovisual Research (ALTAR)
- Anton Breinl Research Centre
- Agriculture Technology and Adoption Centre (AgTAC)
- Living on Campus
- How to apply
- Advanced Analytical Centre
- Alumni
- AMHHEC
- JCU Aquaculture Solutions
- AusAsian Mental Health Research Group
- ARCSTA
- Area 61
- Association of Australian University Secretaries
- Australian Lions Stinger Research
- Australian Tropical Herbarium
- Australian Quantum & Classical Transport Physics Group
- Boating and Diving
- JCU-CSIRO Partnership
- Employability Edge
- Career Ready Plan
- Careers at JCU
- Careers and Employability
- Chancellery
- Centre for Tropical Bioinformatics and Molecular Biology
- CITBA
- CMT
- CASE
- College of Business, Law and Governance
- College of Healthcare Sciences
- College of Medicine and Dentistry
- College of Science and Engineering
- CPHMVS
- Centre for Disaster Solutions
- CSTFA
- Cyber Security Hub
- Cyclone Testing Station
- The Centre for Disaster Studies
- Daintree Rainforest Observatory
- Discover Nature at JCU
- Research Division
- Services and Resources Division
- Education Division
- Elite Athletes
- eResearch
- Environmental Research Complex [ERC]
- Estate
- Fletcherview
- Foundation for Australian Literary Studies
- Gender Equity Action and Research
- General Practice and Rural Medicine
- JC 'U' Orientation
- Give to JCU
- Governance
- Information for JCU Cairns Graduates
- Art of Academic Writing
- Art of Academic Editing
- Graduate Research School
- Graduation
- Indigenous Education and Research Centre
- Indigenous Engagement
- Indigenous Legal Needs Project
- Inherent Requirements
- IsoTropics Geochemistry Lab
- IT Services
- International Schools
- International Students
- Research and Innovation Services
- JCU Eduquarium
- JCU Events
- JCU Global Experience
- JCU Ideas Lab
- JCU Job Ready
- JCU Motorsports
- JCU Prizes
- JCU Sport
- JCU Turtle Health Research
- Language and Culture Research Centre
- CEE
- LearnJCU
- Library
- Mabo Decision: 30 years on
- MARF
- Marine Geophysics Laboratory
- New students
- Off-Campus Students
- Office of the Vice Chancellor and President
- Virtual Open Day
- Orpheus
- Outstanding Alumni
- Parents and Partners
- Pathways to university
- Planning for your future
- Placements
-
Policy
- Academic Governance
- Academic Management
- Engagement
-
Corporate Governance
- Academic Freedom and Freedom of Speech Policy
- Affiliation of a Residential College Policy
- Bullying, Discrimination, Harassment, and Sexual Misconduct Policy
- Business Continuity Policy
- Child Safety Policy
- Code of Conduct – University Council
- Compliance Policy
- Conduct of Council Elections Policy
- Conflicts of Interests Policy – University Council and its Committees
- Controlled and Non-Controlled Entities Policy
- Critical Incident Policy
- Data Governance Policy
- Distinguished Professor Policy
- Domestic and Family Violence Policy
- Emeritus Professor Policy
- Foreign Interference Policy
- General Practice Training Governance Policy
- Incident Management Policy
- Information Privacy Policy
- Legal Services Claims and Litigation Assistance Policy
- Organisational Structure Policy
- Records Management Policy
- Right to Information Policy
- Risk Management Policy
- Social Media Policy
- Staff Code of Conduct
- University Archives - Access
- University Seal Policy
- Visiting Speaker and Event Policy
- Policy Development and Review Policy
- Quality Enhancement Framework
- Reviews of Organisational Units and Thematic Areas - Policy and Procedures
-
Estate and Facility Management
- Advertising on Campus
- Alcohol Consumption on University Property
- Approval of Works to University Buildings and Site Infrastructure
- Authorised Use of University Facilities, Premises and/or Grounds for Non-core Purposes
- Environmental Policy
- High Voltage Access Policy
- Memorial Plaques
- Noise on University Sites
- Pets on Campus
- Real Estate Dealings Policy
- Security Policy
- Space Allocation and Management Policy
- Timetable and Class Registration Policy
- Tree Protection
- Vehicle Fleet Policy
- Weapons Policy
- Adaptive Workplace Policy
-
Financial Management
- Appendices
-
Assets (FMPM 200 - FMPM 399)
- FMPM 200 Overview - Assets & Cash Management
- FMPM 210 Cash
- FMPM 220 Policy - Bank Accounts
- FMPM 230 - Petty Cash Advances
- FMPM 300 Investments
- FMPM 320 Plant and Equipment
- Financial FMPM 322 - Acquisitions of Plant and Equipment
- FMPM 260 Other Advances
- FMPM 330 Non-Capital Assets
- FMPM 280 Official Stores
- FMPM 290 Prepayments
- FMPM 323 - Disposal of Property, Plant and Equipment Procedure
- FMPM 324 Stocktake
- FMPM 350 Intangible Assets
- FMPM 270-2 Accounts Receivable - Student Debtors - Penalties
- FMPM 240 Travel Advances (Students)
- FMPM 330 Non-Capital Assets
- FMPM 270-1 Accounts Receivable
- FMPM 250 - Policy Salary Advances
- Equity (FMPM 500 - FMPM 599)
- Expenses (FMPM 700 - FMPM799)
- Financial Management and Control (FMPM 800 - FMPM 899)
- Further Applications (FMPM 900 - FMPM 999)
- Introduction (FMPM 100 - FMPM 199)
- Liabilities (FMPM 400 - FMPM 499)
- Revenue (FMPM 600 - FMPM 699)
-
Human Resources
- Awards for Excellence Policy
- Bullying, Discrimination, Harassment, and Sexual Misconduct Policy
- Community and Indigenous Language Allowance
- Competency Pay for Tradespersons Policy
- Conflict of Interest Policy
- Early Retirement Policy
- Equal Employment Opportunity
- Honorary Appointments Policy
- Human Resources Policy Glossary
- Market Loading Policy
- Overpayment of Wages Policy
- Performance, Development and Recognition Policy
- Recruitment, Selection and Appointment Policy
- Relocation Assistance Policy
- Remote Working Policy
- Salary Packaging Program Policy
- Special Studies Program Policy
- Supported Wage System (SWS) Policy
- Mandatory Training Policy
- Digital Infrastructure
-
International and Admissions
- Attendance Monitoring Policy - English Language and Foundation Programs
- Enrolment Requirements for International Student Visa-Holders Policy
- Management of Off-Campus Operations, Ventures and Partnerships
- Transfer of International Student Visa Holders to Other Educational Institutions
- US Federal Student Aid-SAP & Return to Title IV Policy
- Admissions Policy
-
Learning and Teaching
- Blended Learning Policy
- Charter of Responsibilities for Academic Quality and Governance
- Coursework Academic Integrity Policy
- English Language and Numeracy Policy
- Graduate Attributes
- Graduate Certificate of Education (Academic Practice) Internal Sponsorship Policy
- Learning Teaching and Assessment Policy
- Policy Glossary
- Review of a Student’s Suitability to Continue a Course Involving Placement
- Student Digital Experience Policy
- Student Evaluation of Subjects and Teaching Policy
- Student Retention Policy
- Research Education
- Research Management
-
Student Matters
- Academic Progression Policy
- Administration of Commonwealth Scholarships Policy
- Attendance Monitoring Policy - English Language and Foundation Programs
- Award Finalisation and Graduation Policy
- Bullying, Discrimination, Harassment, and Sexual Misconduct Policy
- Copyright Policy and Procedure
- Coursework Enrolment Policy
- Coursework Scholarships, Grants and Prizes Policy
- Library Use Policy
- Student Code of Conduct
- Student Complaints Policy
- Student Disability Policy
- Student Fee Payments and Refunds Policy
- Student Review and Appeals Policy (effective from 01/01/2023)
- Student Special Circumstances Policy
- Transfer of International Student Visa Holders to Other Educational Institutions
- Student Results Policy
- Work Health and Safety
- Policy search
- PAHL
- Publications
- Professional Experience Placement
- Queensland Research Centre for Peripheral Vascular Disease
- Rapid Assessment Unit
- RDIM
- Researcher Development Portal
- Safety and Wellbeing
- Scholarships
- Contextual Science for Tropical Coastal Ecosystems
- Staff
- State of the Tropics
- Strategic Procurement
- Student Equity and Wellbeing
- Student profiles
- SWIRLnet
- TARL
- TESS
- TREAD
- TropEco for Staff and Students
- TQ Maths Hub
- TUDLab
- Unicare Centre and Unicampus Kids
- UAV
- VAVS Home
- Work Health and Safety
- WHOCC for Vector-borne & NTDs
- Media
- Copyright and Terms of Use
- Australian Institute of Tropical Health & Medicine
- Clinical Psychedelic Research Lab
Intent
This Procedure operationalises the framework for the management of Staff performance, development and recognition under the Performance, Development and Recognition Policy.
Scope
This Procedure applies to all Staff covered by the James Cook University (JCU) Enterprise Agreement.
This Procedure does not apply to Staff on probation and does not cover improving and managing Staff underperformance.
Definitions
For a comprehensive list of definitions, please refer to the Human Resources Policy Glossary.
Procedure
1. Introduction
JCU is committed to enabling effective, sustainable performance by all Staff to support the achievement of JCU’s Corporate Strategy, to enhance workplace engagement and to advance and support career progression and professional development. This commitment is supported by the Performance, Development and Recognition Policy and related procedures, programs, and initiatives throughout the Employee Lifecycle.
The ongoing process of Performance Development and Planning provides a framework to encourage regular two-way interactions between Staff and Supervisors/Leaders, which should focus on the progress made towards intended career aspirations, role priorities and support requirements. It also facilitates an increased opportunity for enhancing collaboration, performance and wellbeing conversations, as well as growing a values-based culture.
The aim of an ongoing process of Performance Development and Planning to create a Plan, which the Staff Member and their Supervisor can regularly refer to and revise to ensure consistent communication and understanding.
2. Timeframe
2.1 The Performance Development and Planning process is cyclical to enable the provision of structured guidance and support, as needed, within the following suggested timelines (per the relevant Work Unit’s operational planning activities and applicable timelines):
- December to March – Formal development of a Plan, the purpose of which is to accurately reflect and ensure agreed understanding as to an individual’s performance, achievement(s), growth and development. It is expected that a cascade approach will be used for completion of Performance Development Plans i.e., Supervisors should complete their own Plan before they develop a Plan with their Staff Members to ensure overall alignment of outcomes.
- By the end of March each year, all Staff Members are to have finalised a Performance Development Plan, which is linked to the outcomes of JCU’s Corporate Strategy and priorities.
- April to November – Regular two-way interactions (i.e., communication by various means, such as discussion, email, Zoom, MS Teams messaging, phone) between the Staff Member and their Supervisor, with the option to update and use the Plan as a collaborative record that ensures consistency and understanding of evolving priorities.
3. Procedural Steps
The Procedural Steps of ongoing Performance Development and Planning include:
3.1 Reflect (Looking back)
a. Review of the Staff Member’s role and/or responsibilities, including role priorities and deliverables as aligned to both Work Unit outcomes and JCU’s Corporate Strategy;
b. Review of any prior documented interactions between Staff Member and Supervisor/Leader as applicable;
c. Evaluation of past performance and achievements against previously determined outcomes relative to opportunity, that is, in the context of career and life opportunities and experiences, including, where relevant, significant career interruptions;
d. Critical and reinforcing feedback and coaching as applicable on any specific areas that might benefit from development and further support; and
e. Positive acknowledgement of performance and achievements.
3.2 Plan (Future focused)
a. Careful assessment of both current and future workload, with due consideration afforded to achievement relative to opportunity, whilst ensuring role clarity;
b. Consideration of the relevant Work Unit’s workforce planning, including overall capacity and skill requirements, leave planning and development opportunities;
c. Updates (as applicable) to role priorities and deliverables as aligned to Work Unit outcomes and JCU’s Corporate Strategy. Outcomes and expectations should be clearly identified using Specific, Measurable, Achievable, Relevant and Time-bound (SMART) criteria; and
d. Proactive Planning around short- and long-term career aspirations (including Promotion), growth and developmental opportunities.
3.3 Discuss (regular conversations)
a. Opportunities created to revise and update and use the Performance Development Plan to ensure consistent communication and understanding between Staff and Supervisor; and
b. Consideration be given as to how best to facilitate and provide the desired level of support and ongoing role clarity through regular two-way interactions.
4. Outcome: A Performance Development Plan
4.1 The above Procedure reinforces the alignment between the process, Work Unit outcomes and JCU’s Corporate Strategy. This ensures that the trajectory of individual growth and career aspirations support JCU’s strategic and operational objectives. The outcome of this ongoing process of cyclical Performance Development and Planning includes an annual Performance Development Plan (the Plan) to be completed by the end of March each year.
4.2 The Plan facilitates regular, two-way, mutual interactions between each Staff Member and their Supervisor and is a tool that all parties can regularly refer to, revise, and use to ensure consistent communication and understanding. The Plan holistically focuses on a Staff Member’s overall wellbeing, ensuring role clarity, ongoing contributions towards performance and achievements and their career aspirations.
4.3 The Plan is to be signed by both the Staff Member and Supervisor and saved in the required system.
5. Unsatisfactory Performance
Where, during the Performance Development and Planning process, it is established that informal mechanisms, including (but not limited to) meeting notes, email exchanges, the completion of training courses, guidance, mentoring or counselling sessions, have not resulted in desired performance outcomes, the Performance Development and Planning process will be paused and the Improving and Managing Unsatisfactory Performance process will begin. The Performance Development and Planning process will not resume until the Staff Member’s performance is satisfactory.
6. Probationary Staff
JCU has a separate Academic Staff Probation Procedure and Professional and Technical Staff Probation Procedure. Once employment is confirmed, this Performance Development and Planning Procedure applies.
7. Responsibilities
7.1 The Supervisor is responsible for:
a. Initiating and ensuring an ongoing process of cyclical planning every year for each Staff Member;
b. Facilitating and encouraging ongoing, regular interactions between Staff and themselves regarding performance and achievement expectations, and growth and development opportunities;
c. Consulting with Staff to ensure SMART criteria are used to define expectations and deliverables as aligned to both Work Unit outcomes and JCU’s Corporate Strategy;
d. Discussing current and future workload and contributions on an ongoing basis, including the identification and clarification of any concerns and/or challenges; and
e. Encouraging and supporting professional learning and growth opportunities including promotion and other career development initiatives.
7.2 The Staff Member is responsible for:
a. Participating in and, at times, initiating ongoing, regular interactions with their Supervisor/Leader regarding performance and achievement expectations, and growth and development opportunities;
b. Consulting with their Supervisor/Leader in the annual, ongoing process of cyclical Performance Development and Planning and the creation of the Plan;
c. Proactively seeking advice and expressing constructive views about any aspect of work, including and not limited to current and future workload and contributions, performance and achievements, growth and development, career advancement, and any concerns and/or challenges.
Related policy instruments
Performance Development and Recognition Policy
Recruitment, Selection and Appointment Policy
Improving and Managing Unsatisfactory Performance Procedure
Academic Staff Probation Procedure
Professional and Technical Staff Probation Procedure
James Cook University Enterprise Agreement
Relative Opportunity and Performance Evidence Guidelines (ROPE)
Schedules/Appendices
Nil
Administration
NOTE: Printed copies of this procedure are uncontrolled, and currency can only be assured at the time of printing.
Approval Details
Policy Domain | Human Resources |
Policy Custodian | Deputy Vice Chancellor, Services and Resources |
Approval Authority | Deputy Vice Chancellor, Services and Resources |
Date for next Major Review | 28/02/2028 |
Revision History
Version | Approval date | Implementation date | Details | Author |
23-1 | 28/02/2023 | 01/03/2023 | New procedure established. | Organisational Development Specialist |
Keywords | commencement, probation, performance, development, Enterprise Agreement |
Contact person | Manager, Organisational Development and Equity |