fAcademic staff work-patterns, the needs of the University as well as the needs of particular work places, change from time-to-time. Establishing expectations for Academic staff will therefore be managed by the following:
- Supervisors and staff members reviewing current contribution and establishing an agreed Statement of Expectations;
- Taking into account the Reference activity profiles (see footnote 1), setting at least biennially (or more frequently if required/desired), by discussion between an individual staff member and their supervisor, clear expectations for the period (see footnote 2) using a Statement of Expectations Form;
- Monitoring progress and achievement of the individual against the expectations as established in the Statement of Expectations – at least formally every two years unless contribution or commitment requires an earlier review or the employee and staff member prefer more frequent reviews;
- Recommending, in writing to the staff member, any steps needed to optimise the staff member’s chances of future reward/recognition where the quality of their contribution warrants it;
- Recommending, in writing to the staff member, any steps needed to improve when that is warranted.
Role of Supervisor
A Supervisor, taking into account the Level of the staff member and their career objectives, will:
- In consultation with the staff member, review their current contribution and establish a Statement of Expectations;
- In consultation with the staff member, and with reference to the activity profiles, prepare clear expectations, using a Statement of Expectations Form. These expectations will include the balance of effort between competing needs of the staff member and the requirements of the academic area; and the quality of that contribution;
- Manage any induction and probation process;
- Nurture and develop their staff through the development, monitoring and evaluation/review of an agreed career and development plan;
- Assess progress and achievement against the agreed Statement of Expectations and take appropriate action.
Role of Staff Member
A staff member will:
- With their Supervisor, participate in a review of their current progress and achievement;
- Participate at least biennially in the development of a personalised “Statement of Expectations” and assessment of progress and achievements;
- Demonstrate satisfactory teaching effectiveness, including a formal student evaluation process, as a condition of probation (for staff holding a teaching and research appointment);
- Maintain an up to date CV with their Supervisor, to be used as the core material for future assessment;
- Provide their Supervisor with the material needed to facilitate the assessment: this may include teaching evaluations, peer comments on syllabus or curriculum;
- Take responsibility for their own development to ensure that they meet the expectations for their role.
Contribution warranting reward
Where a staff member is assessed by the Supervisor as warranting reward:
- The Supervisor will, with the assistance of the staff member, prepare a case for promotion of the staff member (see ANU-Policy on Promotion);
- Where a case for promotion is not appropriate (as the contribution is not at the standard for the next promotional level or not likely to be sustained) the Supervisor will consider, within their delegation, other options, which may include a loading or accelerated increment.
Satisfactory Contribution
Where a staff member is assessed by the Supervisor as contributing consistent with the Level of the staff member’s appointment, and the level of commitment is appropriate, this will be noted by the supervisor.
Contribution in need of improvement
Where a staff member is assessed by the Supervisor, against the agreed Statement of Expectations, as needing development or improvement the Supervisor will either:
- Assist the staff member to address identified improvement areas through their career development plan: or
- Commence discussions with the staff member, which may lead to action in accordance with the Managing Underperformance Policy and Guidelines developed under the provisions of the ANU Enterprise Agreement.
Unremediated under-performance
Where a staff member does not take steps to improve to an acceptable level, in quality and/or commitment, the options available to the University include demotion to a lower Level or to negotiate a departure from the University.
For these purposes, the processes identified in the Managing Underperformance Policy and Guidelines developed under the provisions of the ANU Enterprise Agreement will be used, including the appeal provisions, which may lead to disciplinary action.
Disputes
Progress or achievement against expectations or subsequent judgment about the adequacy or otherwise will not always be agreed. It is important to the University as a whole, not only to the individual staff concerned, that such judgments be made fairly.
Where agreement is not reached between a staff member and a supervisor the matter will be referred to the supervisor’s manager and where agreement cannot be reached at that level, to the Dean, Director or Head of Centre for resolution. If a staff member does not agree with the decision of the Dean, Director or Head of Centre, the staff member may request a review of Decision, under the University's Review of Decision policy.
Note: Storage of forms
The Statement of Expectations form is Staff-in-Confidence and the information contained may only be used in matters that are relevant to the staff member's employment within The Australian National University. The form should be stored appropriately (ie locked cabinet), and placed on the staff member's personnel file when completed
1 Reference activity profiles are broad guidelines to assist supervisors and staff members establish agreed expectations. Reference activity profiles will be developed on a discipline basis and reviewed regularly.
2 Biennial expectations may be varied according to emerging needs of the area in which the staff member works. The review of progress or achievement will take account of any changes over the two-year period and may be impacted by circumstances beyond the control of the manager or the staff member. |
