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Focus on positive performance

During the consultation phase of the Defence Collective Agreement 2006-2009 (DeCA), feedback from employees and management indicated that the existing performance management arrangements for Defence Australian Public Service (APS) employees needed to improve. Joel Patterson explains.

To address this, the DeCA introduces the Performance Feedback Assessment and Development Scheme (PFADS). PFADS commenced on 1 February and replaces the three schemes that currently operate in Defence – the Civilian Performance Management Scheme, the Feedback and Development Scheme (used by employees in the Defence Science and Technology Organisation, Science and Technology structure), and the Legal Performance Management Scheme.

There are significant benefits of good performance management practices for both employees and supervisors.

Performance Management – what is it, and why do we do it?

Performance management is a set of processes and procedures aimed at improving the effectiveness of the performance of individuals, teams and organisations. Effective performance management processes ensure that the efforts of individuals and teams are aligned with the goals, objectives and priorities of the organisation.

There is a legal requirement under the Public Service Act 1999 and the Public Service Commissioner’s Directions 1999 for APS agencies to have in place a performance management scheme (and for employees to participate in the scheme). Importantly, there are also significant benefits of good performance management practices for both employees and supervisors. Some of these benefits are listed in the table below.

Through PFADS, employees: Through PFADS, supervisors can:
Receive regular feedback on how they are going Plan and prioritise work and allocate resources
Gain access to learning and development activities Manage attendance, leave and absences of their employees
Can discuss their career plans and identify developmental opportunities Develop productive communication routines
Discuss their leave intentions and gain some certainty of the approval of their leave Develop the capabilities of their employees
Gain a better understanding of how their work fits in Recognise and reward high performance

What hasn’t changed?

Although PFADS introduces a number of new concepts, the core elements of the scheme remain consistent with previous performance management schemes. Things that haven’t changed include:

  • a 12-month performance cycle, with a requirement to conduct at least two performance exchanges in the cycle;
  • the development of a performance agreement that records Key Expected Results (KERs), agreed performance standards, leave and attendance plans, learning and development activities and work priorities;
  • a requirement for ongoing monitoring of performance and the provision of feedback to employees about the standard of their performance; and
  • recognition of fully effective performance through the payment of performance progression at a rate of 3.8 per cent (or a lump sum payment of the greater of $500 or one per cent of salary for those employees who are at the top of their classification’s pay range).
Key features of PFADS

PFADS contains a number of features that are new to performance management in Defence. These include:

  • clearer explanation of the roles and responsibilities that supervisors and employees have under PFADS;
  • a formal role in the performance management processes for second-level supervisors;
  • mandated KERs for employees who are supervisors or at the Executive Level;
  • a four point rating scale of Outstanding, Fully Effective, Partially Effective and Not Effective to better recognise the standard of performance;
  • a comprehensive Performance Agreement form, which guides supervisors and employees through the performance exchange process; and
  • an increased focus on the alignment of effort to priority tasks.
Roles and responsibilities under PFADS

Supervisors (including Australian Defence Force supervisors of APS employees) and employees have a number of mutual responsibilities under PFADS. These joint responsibilities include:

  • having a current Performance Agreement in place;
  • using the Performance Agreement to plan leave and attendance;
  • identifying learning and development activities in support of KERs and future development needs; and
  • understanding business requirements and organisational goals.

In addition to these responsibilities, employees, first-level and second-level supervisors have additional responsibilities placed on them. These responsibilities are listed in Section D3 of the DeCA.

A role for second-level supervisors

PFADS introduces a role for second-level supervisors (an employee’s second-level supervisor is usually the person who supervises their first-level supervisor). Generally speaking, the role of the second-level supervisor is a ‘quality assurance role’, to ensure that an employee’s KERs are appropriate and aligned to priority tasks and goals, that instances of high performance are recognised and that instances of poor performance are managed promptly and effectively.

Under PFADS, second-level supervisors are responsible for the following decisions:

  • approving the Performance Agreement;
  • determining the final performance rating for an employee; and
  • making the performance progression decision.
Mandatory KERs

All employees will have a mandated KER that addresses Defence values, APS values, behaviour and mutual responsibilities. This KER is included on the Performance Agreement form.

Employees who are supervisors will have another mandated KER that requires them to demonstrate supervisory proficiencies, such as effective performance management and absence management. This KER is contained on the Performance Agreement form for supervisors.

Executive Level employees have a mandated KER that requires them to demonstrate leadership proficiencies, including strategic thinking, communication and personal drive and integrity. This KER is contained on the Performance Agreement form for Executive Level employees.

A new rating scale

PFADS introduces a four point rating scale of Outstanding, Fully Effective, Partially Effective and Not Effective to give supervisors an increased ability to provide better feedback to their employees on the standard of their performance. The scale is used to describe an employee’s overall level of performance. A comprehensive set of rating scale descriptors have been included in Annex A of the DeCA, and are also included on the back page of the Performance Agreement.

A new performance agreement form

A new Performance Agreement form has been designed to assist supervisors and employees in conducting the performance exchange. The form will be available on the WebForms system (the form number is AD540) and can either be completed electronically or in paper form.

What do I have to do now?
  1. Understand your responsibilities under PFADS. The following information is available to assist employees and supervisors understand PFADS and their responsibilities:
    • part D of the DeCA 2006-2009;
    • the PFADS Summary Book, available in hard copy format from Customer Service Centres or electronically from the Defence Workplace Relations website http://intranet.defence.gov.au/dwr/;
    • the PFADS e-learning course, available on CAMPUS;
    • the PFADS Workshop (a one-day workshop on PFADS, delivered through the Defence Business Training Centre and ETD units); and,
    • the Defence Workplace Relations website (for the Defence Workplace Relations Manual chapters on PFADS, fact sheets and links to further information).
  2. Prepare for and conduct a Performance Exchange sometime during February/March. Instructions are provided on the front of the Performance Agreement form (AD540 on WebForms) for how to prepare for, and conduct, the exchange.

  3. Develop a Performance Agreement to cover the period February/March to August/September; this Agreement will include specific, measurable and aligned Key Expected Results, leave plans, attendance arrangements and Learning and Development requirements.

    Note: in cases where employees have excessive annual leave balances (i.e. in excess of 70 days annual leave) the leave plans must take into account the requirements of Section F15 of the DeCA.
  4. Submit the performance agreement to the second-level supervisor for the final approval of the Agreement. Once approved, employees will commence work to achieve their KERs, and supervisors will commence ongoing monitoring of performance and the regular provision of feedback to their employees.

Acting First Assistant Secretary Personnel, Ms Sue Parr, said that over the last decade there has been continual improvement in Defence performance management schemes.

“This new scheme places more emphasis on supervisory responsibilities, as well as leadership skills in the workplace. Its aim is to increase accountability and ensure that discussions that occur between individuals and their managers are valuable,” she said.

“The primary benefit for Defence is that people will be clearer about their roles and how they contribute to the goals of their work area, as well as Defence’s overall effectiveness.

“It’s important that at every level people understand what they are meant to be doing and are clear about how they can achieve this. The new scheme has four performance ratings, whereas the previous scheme had only two. This is to enable us to recognise both high and low performance.”

Ms Parr said one of the new categories was ‘partially effective’, aimed at early acknowledgment of, and early intervention on, issues that may contribute to low performance.

“This will help prevent people hearing about poor performance, for the first time, when it is at a critical stage. The new scheme has also introduced a range of mechanisms and support for supervisors when dealing with under performance.”

In terms of how the new scheme fits in with Defence’s overall strategic plan, Ms Parr said the Defence Priority, ‘Focus on our People’, includes specific reference to performance management.

“Performance management for both military and civilian personnel is very important. The alignment of performance management with the Defence objectives and values, and the link to ‘results through people’, are important features.

“It is really all about making sure our people are managed and skilled in a way that achieves results,” she said.

Further information and support

A range of support materials and learning activities have been developed to help employees and supervisors understand and learn more about PFADS. These materials are available from the Pay and Conditions website on the Defence Intranet at http://intranet.defence.gov.au/dwr/.

The Defence Service Centre can also assist with queries about PFADS – call 1800 DEFENCE (1800 333 362).

Joel Patterson is A/Assistant Director, Defence Workplace Relations.

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