Key Components of a Performance Agreement
- The key expected results (KERs) set or updated for the next performance period
- Prioritisation of high and lower priority tasks, including timeframes for completion of tasks
- Standards of behaviour expected
- Identification and appropriate resourcing of the training and career development activities that support the employee’s current duties and career aspirations
- Details of Work Agreements agreed
- Details of leave plans agreed
- Other matters that may impact on business outcomes such as study, a graduated return to work program or outside work
- Other matters that may impact on the achievement of goals set
Obligations around Performance Agreements
All employees have an obligation to participate fully in their performance exchange and the performance management process. This process ensures the conversation between the employee and their manager/supervisor occurs and results in the development of a performance agreement. It is expected that the manager/supervisor has a primary role in the performance exchange including relationship management with the employee, work planning and task allocation based on the priorities of the work area.
Obligations where KERs are agreed
It is expected that an employee would draft their performance agreement to reflect the discussion with manager/supervisor during their performance exchange. This fosters a sense of ownership of, and commitment to, the KERs on the performance agreement. Additional guidance from managers/supervisors may also be required to ensure the KERs are specific, measurable and sufficiently detailed. The degree of guidance may vary depending upon the classification level of the employee.
Obligations where KERs are not agreed
Employees have an obligation to maintain productive working relationships and manage issues, problems and conflict in the workplace. This means that all employees are to actively and constructively manage conflict by acting quickly to address issues, problems and conflict as they arise including active participation in the resolution of the matter.
Where there is disagreement about the KERs to be included on a performance agreement, the employee and their manager/supervisor are expected to resolve the matter as quickly as possible. As the approver of the performance agreement the manager/ supervisor may need to take a more active role to constructively manage the matter with the view to prompt resolution.
