SUPPORTING OUR STAFF
Guidelines for developing Statements of Expectations
Contents
Why have a statement of expectation?
What is a statement of expectation?
Steps in the process of developing a statement of expectation
Examples
Why have a statement of expectation?
A statement of expectation will:
- Allow staff members to understand what is expected of them from the beginning of the review period
- Enable the supervisor to more readily observe, monitor, support and coach the staff member
- Provide the staff member means to self-measure their progress
- Provide for a mid-term review of progress
- Provide tangible means of clarification if/when disagreements about work assignments arise
- Allow for an accurate comparison of “what was achieved ” to “what was expected”
Statements of expectation should be developed using the goals of your College/Division Business Plan (which is developed from the ANU to 2010 Strategic Plan) to help ensure that the effort or contribution of your staff is directed towards attaining these goals.
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What is a statement of expectation?
A statement of expectation (sometimes called a performance objective) generally includes two key elements:
1. The statement of an observable behaviour or outcome required of the staff member
2. A standard by which the expectation will be measured
Many supervisors/managers find it helpful to remember SMART criteria when writing their objectives
Specific Measurable Attainable Realistic Time-bound
Specific means that an observable action, behaviour, or outcome is described. It can also mean that the work relates to a rate of performance, frequency, percentage or other number. The objective should be specific about the result—not the way it is achieved.
Ask:
- What exactly is the staff member expected to do?
- What strategies, rules, processes, guidelines, etc. will be used?
- Is the objective well understood?
- Is it clear who is involved or are key stakeholders in the process?
- Is it clear where this will happen?
- Is the outcome clear?
- Will this objective lead to the desired outcome?
Measurable means that a method or procedure must exist to assess and document the quality of the outcome. Some work is measured easily; in other cases, behaviours or results may need to be verified or observed.
Ask:
- What measurement will indicate the staff member has successfully completed, or continues to meet the objective?
- Can these measurements be obtained?
Attainable means that the objective must be achievable. The best objectives require staff members to stretch to obtain them—but they should not be extreme. That is, the objective is neither out of reach nor below standard performance. Objectives set too high or too low become meaningless.
Ask:
- Can the staff member accomplish the objective in the proposed timeframe with the resources we have?
- Do I (and the staff member) understand any potential limitations or constraints that could get in the way?
- Has anyone else done this successfully?
Realistic means that you (and the staff member) have the resources to get it done. The achievement of an objective requires resources such as skill, money, equipment, etc.
Ask:
- Do you (and the staff member) have access to the resources (or skills) needed to achieve this objective?
- If not, what steps can you and/or the staff member take to obtain the resources or skills?
- Is it possible to achieve this objective?
Time-bound means that there is a point in time when the work objective will start or be completed.
Ask:
- When will this objective be accomplished?
- Are there meaningful milestones to be attained?
- Is there a stated deadline?
NB: Some expectations or objectives may state behaviour/s that are expected at all times during the review period
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Steps in the process of developing a statement of expectation
1. Consider writing statements of expectation in collaboration with the staff member or ask them to draft their own and review together – this helps promote greater ownership of the expectations
2. Spend some time thinking about your College/Division’s Strategic Plan and the work plan of your particular area
- What processes need improvement?
- What are the developmental needs of the people you supervise?
- What needs to get done—and who needs to do it?
3. Think about the person and the position
- What additional information do you need (i.e., current position description, previous statements of expectation and career plan, notes from previous performance discussions with the staff member, etc.)?
4. Think about the priorities that the staff member will undertake
- What priority does the objective statement of expectation address (a routine job function, special project, development goal, other)?
- How does the statement of expectation advance the priority?
NB: It is not necessary to capture all the work to be undertaken – focus on the key priorities of the role
5. Now that you have something down on paper, think about why the statement of expectation is needed
- What results does it produce (if achieved)?
- What outcomes will it have?
- Why is this outcome important? If necessary, modify the outcome to emphasise results instead of activity
6. Next, think about ways of measuring the work/outcome in the objective
- How can you tell whether or not the work or outcome will occur?
- What would it look like?
- How will the staff member know that they are on track to achieve the objective?
- What is the measure of those results – Quality? Quantity? Speed? Accuracy? Frequency? Client feedback? etc
7. Go back to your objective – does it include at least one measure?
8. Think about the timeframe in which the objective or outcome is to be completed and specify deadlines, timeframes, milestones, due dates, etc. as needed
9. To minimise misunderstandings, double check the language you have used in the statement of expectation, by asking your supervisor/manager what they think the objective means and/or ask the staff member who will to be accountable for meeting the objective what they think it means
10. If you believe there is any room for misinterpretation, rewrite the objective and test it again (step 9).
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Examples
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Example of performance expectation statements for the people management responsibilities of supervisors/managers
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Expectations (What outcomes are sought, what actions/tasks need to be undertaken and by when?)
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Standard (How will outcome be measured?)
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Connects their staff to the ANU and College/Divisional strategic plan
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Those reporting to supervisor/manager can explain where their work fits in with ANU and College/Division plan
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Develops clear performance expectations and conducts assessments in accordance with ANU’s Supporting Our Staff Performance Management Framework (including providing regular feedback)
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Has performance expectation agreements and regular feedback sessions with all their staff
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Ensures appropriate training, mentoring, career development, and succession planning occurs in team
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Actively develops and assists in implementing career plans for staff
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Communicates key ANU information/changes and relates changes to work area
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Communicates key messages in context of work area, through a variety of means, in a timely fashion
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Provides effective service to internal colleagues and/or external clients
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Service meets Division performance standards at 95%; client complaints are reduced by 50%; client satisfaction survey shows 20% improvement
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Understands and observes Equity responsibilities
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Fulfils their Equity obligations
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Understands and observes OHS responsibilities
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Fulfils their OHS obligations
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Example of performance expectation statements for a position with a Research role
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Expectations (What outcomes are sought, what actions/tasks need to be undertaken and by when?)
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Standard (How will outcome be measured?)
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Produce 2 first-authored papers in refereed journals
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Published within timeframe of this agreement
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Apply for an ARC grant as lead CI or within a larger team
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Successful grant application
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Produce, document and submit an innovative concept for “x” to an international organisation for consideration
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Document submitted
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If the concept is accepted, organise and lead a team to complete the concept design in a timely, cost-efficient manner
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Completion of project on time, within budget, to satisfaction of client
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Example of performance expectation statements for a position with an Education role
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Expectations (What outcomes are sought, what actions/tasks need to be undertaken and by when?)
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Standard (How will outcome be measured?)
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Supervise x PhD students
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Number of students; and their own successes
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Provide advice in setting the syllabus for the prost-grad course “x”
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Team approach to syllabus design, and syllabus is adopted by group
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Provide advice relating to increasing the quality and capacity of postgraduate education at ANU in “(subject)”, including possible synergies within the College
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Paper on subject to be submitted to Faculty Board by x date.
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Example of performance expectation statements for a position with a Service role
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Expectations (What outcomes are sought, what actions/tasks need to be undertaken and by when?)
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Standard (How will outcome be measured?)
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Actively pursue developmental opportunities to further enhance leadership skills
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Enrol, participate and complete relevant training and development activities
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Represent College/ANU on x board, committee, etc
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Ex-officio membership on at least 2 external committees
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Act as Head for at least 2 years
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Successful headship, including management of resources
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Example of performance expectation statements for a general project, eg Review policy and procedures for Student Admission
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Expectations (What outcomes are sought, what actions/tasks need to be undertaken and by when?)
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Standard (How will outcome be measured?)
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Gather, review and update all documentation
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Review to be completed and all documentation published by end of this agreement
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Consult widely on content of policy and procedures (current and proposed)
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Evidence of consultation within Division, and with other Divisions and Colleges
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Review all Go8 policies and procedures (for benchmarking purposes)
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Produce short report of Go8 review
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