[Insert ORGANISATION NAME: Performance Management and Review]

[POLICY CODE
OR NUMBER]

PERFORMANCE MANAGEMENT AND REVIEW

Applies to:
Specific responsibility:

Version:
Date approved:
Next review date:

Policy context: This policy relates to

Standards or other external requirements
Legislation or other requirements

[insert any standards or external requirements

that apply]
[insert any other legislation that applies]

Contractual obligations

[insert any contractual obligations that apply]

POLICY STATEMENT
[Insert ORGANISATION NAME] believes that performance management and review is an
important component of supporting staff in their work, ensuring accountability for work
performed and identifying the professional development needs of staff.
[Insert ORGANISATION NAME] is committed to ensuring that all staff:
have a clear understanding of the work they are required to complete
are clear about the organisations expectations and requirements of their work
performance
are provided with adequate direction and support in their work
perform their role to the best of their abilities
are accountable for the quality and outcomes of their work.
To meet these aims, all staff in [insert ORGANISATION NAME] will take part in a regular
supervision and in an annual formal structured review process.
PURPOSE
Supervision
The purpose of the regular supervision process is to provide accountability and direction for
work completed within a period and:
ensure that each staff member is completing agreed activities satisfactorily
identify any impediments to the satisfactory completion of tasks
identify any assistance, resources or professional development required
reach agreements about work goals and performance for the coming period
Performance review
The purpose of the staff performance review process is to provide a formal assessment of
work performance over a longer period and:
develop agreed realistic expectations in relation to the staff members position
description and work plan, against which assessment of performance can be made
provide a formal means by which achievements can be assessed and recognised
discuss and document how the employee is performing from their point of view and
from their [managers/supervisors] point of view

Management Support Online NGO Services

Management Support Online NGO Services Bradfield Nyland Group Consultancy Practice projects of Breaking New Ground Pty Ltd
ABN: 86 089 506847

[Insert ORGANISATION NAME: Performance Management and Review]

seek a common ground for ways to improve employee performance where needed
identify strengths in skills and knowledge and consider if these can be better utilised
identify any weaknesses or problems in performance from the point of view of the
employee and their supervisor
identify training needs and discuss other forms of support or on-the-job development
required
reach agreement on any specific goals to be pursued in the period following the
assessment.

PROCEDURES
Supervision
Staff will meet with their [manager/supervisor] [frequency] for a formal supervision session.
Staff may request informal consultation or direction from [managers/supervisors] at other
times, and [managers/supervisors] will attempt to meet these requests within a mutually
agreed time frame.
Formal supervision sessions will be held in a location that provides privacy. [Insert details of
any documentation that is required].
Supervision sessions will be structured so as to enable the staff member
[manager/supervisor] to:
review the staff members progress against work plans or agreed tasks
discuss any issues of concern or impediments experienced in performing duties
[for case or clinical supervision, insert details]
discuss strategies or actions for achieving desired outcomes
set priorities for the coming period
identify any professional development needs.

and

Performance review
The performance review will be conducted by [the staff members direct manager/supervisor
or other] and it is their responsibility to schedule the review at a mutually convenient time.
Timing
The first performance review will occur [three/other] months after appointment, then
annually thereafter. More frequent reviews may be held as agreed between the staff
member and [manager/supervisor].
Review process
The staff member completes a self appraisal [specify format]. A staff member may
choose to include a peer review component in their assessment and, in this instance,
the reviewer arranges for other assessment input to be gathered.
The completed self appraisal (and, if applicable, peer review input) are made
available to the reviewer (and, if applicable, the employee) at least [time frame] days
prior to the review meeting.
The reviewer prepares their own assessment comments for the review meeting.
The staff member and the reviewer meet to discuss findings, performance, future
goals and development needs. The discussion includes opportunities for both parties
to clarify and explain their comments.

Management Support Online NGO Services

Management Support Online NGO Services Bradfield Nyland Group Consultancy Practice projects of Breaking New Ground Pty Ltd
ABN: 86 089 506847

[Insert ORGANISATION NAME: Performance Management and Review]

The outcome is documented and agreed actions included into relevant work plans.

Review discussion
The [manager/supervisor] will address the following in discussion with the staff member:
1. Review work goals.
Review the statement of duties and any other documentation about the role, ensuring
that the position description reflects the current duties of the role.
Review work goals established at the last review.
2. Review performance
Review progress against documented work goals
Review assessment information provided by staff member, reviewer and any others,
identifying areas of strength and achievement and areas for improvement
Review impediments to work performance and factors impacting on the persons job
performance and satisfaction
3. Identify action
Identify any training and development needs, focussing on areas that could be
improved or where outstanding performance could enable the employee to play a
mentoring and support role with other staff.
Identify any resourcing or support required.
Identify any other action.
4. Agree goals for next twelve months.
Review the organisations strategic plans and the teams objectives or service plan.
Establish work goals which are closely related to the job role and the outcomes
required in the objectives.
Agree how the goals will be measured and reported.
Identify any training and development needs necessary for the staff person to
achieve the goals.
Where performance is satisfactory or above satisfactory, identify any incentives,
rewards or recognition appropriate to acknowledge the achievement of goals.
Documentation
A record of the main discussion points and agreed actions is written at the meeting or
immediately thereafter using [specify form] by the [staff member/reviewer].
The record of discussion is reviewed by both the staff member and reviewer,
corrections or changes made, and a final version signed by both parties.
Documentation of the review should be completed within [2 weeks/other] of the
review meeting.
The record is kept on a confidential personnel file with access limited to the staff
member, the reviewer and the person the staff member is responsible to (if not the
reviewer) unless both agree to another person having access.
The record is should be used as reference for the implementation of the agreed
actions and for consideration of progress at the next review.

Management Support Online NGO Services

Management Support Online NGO Services Bradfield Nyland Group Consultancy Practice projects of Breaking New Ground Pty Ltd
ABN: 86 089 506847

[Insert ORGANISATION NAME: Performance Management and Review]

Managing poor performance
If, as the result of a performance review, performance problems are identified, the
[manager/supervisor] will implement the following steps:
1. Follow up review meeting: A second performance review meeting will be held within [3
months] to:
Identify and agree on reasons for non-achievement of goals.
Discuss a plan of action to address the reasons.
Identify any further training and development needs necessary for the staff member
to achieve the goals.
Put in place a monthly review to provide ongoing support to the staff member.
Where performance does still not meet expectations, initiate formal counselling.
2. Formal counselling (first warning): A meeting will be scheduled and the staff member
informed of the reason. The [manager/supervisor] will:
Ensure the staff member understands the objectives and serious nature of the
counselling.
Give the staff member the opportunity to have an observer or union representative
present.
Clarify for the staff member why their performance is unsatisfactory and the possible
ramifications.
Provide them with the opportunity to respond.
Set a timeframe by which the performance issues will be addressed.
Identify any further training and development needs necessary for the staff member
to achieve the goals.
Document the interview including all agreed outcomes.
Where a formal counseling process has commenced, the [manager/supervisor] will notify
[senior staff position/human resources manager/Board or Management Committee
representative].
3. Formal counselling (second warning): If the performance issues have not been addressed
within the agree time frame, the [manager/supervisor] will schedule another review meeting
at which the issues will be reviewed and a revised timeline agreed for the performance
issues to be addressed.
4. Final warning: If after the first and second warnings have been given and the
performance does not improve then the [manager/supervisor] will schedule a final warning
meeting. The purpose of this meeting is to clarify for the staff member that they must
address the issues immediately and advise them of the options if they do not achieve the
agreed goals. The [senior staff position/human resources manager/Board or Management
Committee representative] will be asked to attend this meeting.
5. Termination: The [manager/supervisor] will consider all other options available including
extension of probation, restricting work role, delaying salary progression. If there is still no
agreed improvement in performance then termination may be the final step.

Management Support Online NGO Services

Management Support Online NGO Services Bradfield Nyland Group Consultancy Practice projects of Breaking New Ground Pty Ltd
ABN: 86 089 506847

[Insert ORGANISATION NAME: Performance Management and Review]

Before commencing dismissal processes, [manager/supervisor] will:

review all documentation to ensure that the processes have been fair and
objective and that the employee has been given both the opportunity and the
support to improve their performance.
Consult with [senior staff position/human resources manager/Board or
Management Committee representative]
Seek the approval of [position or body with the delegated authority to approve a
termination of employment]

DOCUMENTATION
Documents related to this policy
Related policies
Forms, record keeping or other
organisational documents

[List any related policies]

Exit or Termination Procedures
[List related organisational documents or records]

Reviewing and approving this policy

Frequency

Person responsible

[How often will this policy

be reviewed?]

[Position of person responsible for reviewing

policy]

Approval
[Position of
person/group who
approves this policy]

Policy review and version tracking

Review
1
2
3

Date Approved

Approved by

Next Review Due

INDEXING
Search topic/s:
Function/s:

Management Support Online NGO Services

Management Support Online NGO Services Bradfield Nyland Group Consultancy Practice projects of Breaking New Ground Pty Ltd
ABN: 86 089 506847