Corporate Common Goals of Wangka Maya Link Up
WA LINK UP SERVICES
PERFORMANCE MANAGEMENT PROGRAM
SEPTEMBER 2004
CONTENTS
Page
Introduction 1
Management of Performance 1
Purpose of performance reviews in a PMP 2
Management by Objectives method of PMP 2
Establishing Performance Standards 3
Appraisers of Performance – Different Models 4
360 ° Feedback Reviews 4
Rating Scales 4
Performance appraisal and the law 5
Why performance appraisal programs fail 5
Requirements for successful PMP 6
Checklist to establish the Performance Management Program 7
Common Goals of Link Up Services in WA 8
Quantifiable Corporate Measures for Link Up Services 9
Corporate Values to be followed by Caseworkers 10
Classification Levels and Pay Scales 11
Job Description Form 14
Individual Performance Measure Worksheet 19
Employee Performance Objectives Agreement 21
Quarterly Performance Appraisal Feedback Worksheet 22
Annual Performance Appraisal Worksheets 24
Introduction
This document is the suggested “Best Practice” Performance Management Program or “PMP” for use by Link Up Services throughout WA.
The PMP manages the setting up of Job Description Forms (“JDF’s”) for Link Up Caseworkers through the Management By Objective Model so that JDF’s are linked to the common Goals of all Link Up Services. The PMP also sets up fair and standardised Performance Management Reviews through the setting of Corporate and Individual Measures of Performance. Further, Classification Levels of Caseworkers are established along with standardised Pay Scales.
The advantage of this Best Practice system is that all Link Up Services in WA will be standardised in their human resources issues and Caseworkers will have much greater clarity as to their work requirements.
This document was completed during Performance Management and JDF Workshop conducted for the Pilbara and Kimberley Link Up Services in South Hedland on 23 and 24 September 2004.
Management of Performance
Research suggests that organisations using PMP’s perform better than those that do not. However, most organisations do not have a formal program and continue to rely on JDF’s alone.
A Performance Management Program benefits both the organisation and the workers whose performance is being appraised. For the organisation, employee appraisal is a management feedback system that provides input that can be used for the entire Human Resource activities.
For the individual, appraisal provides the feedback essential to good performance.
Purpose of performance reviews in a PMP
1. Evaluation of human strategic resources
2. Human resource planning
3. Performance based remuneration
4. Identification of future potential
5. Salary review
6. Training and development
7. Motivation in current job
8. Planning future work
9. Evaluation of current performance
Management by Objectives method of a PMP
Management by objectives is a philosophy of management first attributed to and used by Peter Drucker.
It seeks to judge the performance of employees based on their success in achieving the objectives they have established through consultation with their employers.
Performance improvement efforts under Management by Objectives focus on the goals to be achieved by employees rather than the activities or characters they display in connection with their assigned duties.
Management by Objectives is a strategic system involving a cycle that begins with setting the organisation’s common goals and objectives and ultimately returns to that step.
Establishing performance standards
Once a PMP is established using Management by Objectives, before any appraisal is conducted, the standards by which performance is to be evaluated should be clearly defined and communicated to the employee.
This document provides those standards or measures that are common to Link Up Services in WA.
Performance Measures will permit organisations to specify and communicate precise information to Caseworkers regarding quality and quantity of output. Therefore, when Performance Measures are written, they should be defined in quantifiable and measurable terms, which the ones in this document are.
Appraisers of performance – Different Models
Once the PMP is implemented by the organisation providing the Link Up Service, the model of appraisals of performance has to be established.
Managers and supervisors traditionally have served as appraisers of their workers’ performance.
A popular approach in Australia involves employees being asked to evaluate themselves on a self-appraisal form.
360 ° Feedback Reviews
This document recommends the 360 ° Feedback Review as Best Practice. In this model of appraisal, organisations will attempt to gather work performance data about an employee from as many sources as possible.
A 360 ° feedback review usually requires up to three levels of reviewers – reviewer(s) from the management level, reviewer(s) from a level below the Caseworker and two reviewer(s) from peers – to comment on the Caseworker’s performance over a range of pre-determined Performance Measures. This provides to the Caseworker a fuller picture of his performance as it affects all members of his team.
Rating scales
The use of standardised Goals, JDF’s and Performance Measures that are being appraised along with a rating scale system will avoid, as far as possible, reviewer bias and individuals’ opinions on issues that do not affect the performance being sought.
With any rating method, certain types of errors can arise that should be considered, especially those that do not include carefully developed description of the employee behaviours being rated. Once again, the standardised Goals, Values and Measures avoid this.
Performance appraisal and the Law
Since performance appraisals are used as one basis for Human Resource Management actions, they must meet certain legal requirements.
1 Performance appraisals must be job related with performance standards developed through valid job analysis.
2 Employees must be given a copy of their job standards in advance of appraisals.
3 Managers who conduct the appraisal must be able to observe the behaviour they are rating.
4 Supervisors should be trained to use the appraisal form correctly.
5 Appraisals should be discussed openly with employees and counselling or corrective guidance offered to help poor performers improve their performance.
6 An appeals procedure should be established to enable employees to express disagreement with the appraisal.
Why performance appraisal programs fail
The primary culprits are lack of top management support, lack of job relatedness standards, rater bias, too many appraisal forms to complete on each individual and using the program for conflicting purposes. Organisational politics can introduce bias even in fairly administered employee appraisals.
An important principle of performance appraisal is that continuous feedback and employee coaching must be a positive daily activity. The annual or semi-annual performance review should simply be a logical extension of the day-to-day supervision process.
Requirements for successful PMP
If they are to succeed, PMP’s should meet several requirements.
1. Objectives set at each level of the organisation should be quantifiable and measurable for both the long and short term.
2. The expected results must be under the employee’s control and goals must be consistent for each level.
3. Managers and employees must establish specific times when goals are to be reviewed and evaluated.
4. Each employee goal statement must be accompanied by a description of how that goal will be accomplished.
Checklist to Establish the Performance Management Program
1 Provide existing Caseworkers with a package comprising:
· Common Goals of Link Up Services in WA
· Corporate Measures for Link Up Services
· Corporate Values to be followed by Caseworkers
· Job Description Form
· Individual Performance Measures Worksheet.
2 For new applicants provide the same package as above.
3 Discuss and agree the appropriate Classification Level and Pay Scale.
4 Obtain Agreement on JDF and Individual Performance Measures.
5 Sign Employment Agreement, as appropriately and legally drafted encompassing alignment to the Aboriginal Communities and Organisations Award and the State Public Service Classification Levels and Pay Scales.
6 Sign an Employee Performance Objectives Agreement.
7 Schedule Quarterly Feedback Reviews.
8 Schedule Annual Performance Appraisals.
Common Goals of Link Up Services in WA
1 To provide a family tracing and reunification service.
2 To provide community information, education and awareness for Aboriginal and Non Aboriginal people affected by the Stolen Generation, at least once a quarter to different geographical locations in the region.
3 To become the central point in the region to provide information about family tracing, reunification, and obtaining of family history documents.
4 To establish networks to channel clients – including inter-generational clients – into an appropriate service to assist in cultural assistance, mental health and other health problems associated with family separation.
5 To develop regional information packages that are appropriate to the region and to deliver understandable and appropriate information.
6 To develop networks of trained people who know how to assist in accessing family tracing services.
Quantifiable Corporate Measures for Link Up Services
Each of these Corporate Measures refers to each Common Goal of Link Up Services.
This is how we “know” whether Link Up has succeeded in achieving its Common Goals.
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1 Number of Contacts that may eventuate in a reunion.
2 Number of information sessions held – whether by radio, newspaper articles, public forum, community workshops etc – and the number of people attended or reached.
3 Number of enquiries assisted, divided into the following categories:-
· Forms collected from Link Up
· Number of cases where Link Up assisted in completing forms
· Number of clients helped by Linkup to review FIRB files
· Number of family histories traced
· Number of reunions
4 Number of referrals by Linkup to an appropriate service where Link Up has assisted to establish a physical meeting between the appropriate service and the client.
5 Establishment of regional information packages, number distributed, and number of times package was reviewed.
6 Number of support people or organisations in the region who have trained knowledge of how to assist in accessing family tracing services.
Corporate Values to be followed by Caseworkers
The following are Link Up Services’ Corporate Values, which must be taken up by Caseworkers.
A copy of these Values is to be attached to the JDF and shown to applicants as they apply for Caseworker positions.
· Client Focus – improving service to clients
· Proactive in interaction with client
· Quality time with client to develop relationships
· Provide accurate information and feedback to clients
· Culturally appropriate protocols
· Follow up action within acceptable timeframes
· Unbiased, fair and transparent
· Basic employee traits of honesty and integrity
· Behave honestly and with integrity
· Act with due care and diligence
· Treat everyone with respect and courtesy without harassment
· Comply with all Australian laws
· Comply with lawful and reasonable direction given by someone in the organisation who has authority to give directions
· Maintain appropriate confidentiality about casework and the employer organisation
· Avoid or disclose conflicts of interest
· Reflecting local cultural values
· Learn about, understand and respect local cultural values
· Respect individuals in accordance with their local custom and traditions
Classification Levels and Pay Scales
Employment Conditions
As a result of various factors including the uncertainty of funding beyond 2006, applicability within WA, and other factors, recommended Best Practice is to align employment conditions to the Aboriginal Communities and Organisations Award but use the State Public Service Award 2004 – 2005 General Agreement Salaries.
Pay Scales
Considering the expected responsibilities of a Caseworker the recommended Best Practice in regard to the Pay Scales was to follow the 2004 – 2005 General Agreement Salaries for Level 1 and Specified Callings Level 2 – 4. These are shown below.
Level / Annual Salary as at 1 January 2003 ($ per annum) / Annual Salary 3.8% pay increase from first pay period commencing on or after 26 February 2004 ($ pa) / Annual Salary 3.6% pay increase from first pay period commencing on or after 26 February 2005 ($ pa)Level 1
1.1 / 27,805 / 28,862 / 29,901
1.2 / 28,661 / 29,750 / 30,821
1.3 / 29,516 / 30,638 / 31,741
1.4 / 30,366 / 31,520 / 32,655
1.5 / 31,222 / 32,408 / 33,575
1.6 / 32,077 / 33,296 / 34,495
1.7 / 33,061 / 34,317 / 35,552
1.8 / 33,741 / 35,023 / 36,284
1.9 / 34,748 / 36,068 / 37,366
Level 2-4
1st Year / 35,952 / 37,318 / 38,661
2nd Year / 37,847 / 39,285 / 40,699
3rd Year / 39,946 / 41,464 / 42,957
4th Year / 42,571 / 44,189 / 45,780
5th Year / 46,641 / 48,413 / 50,156
6th Year / 49,293 / 51,166 / 53,008
Travel Allowance
Recommended Best Practice for Travel Allowance is also modelled after the State Public Service.
It is expected that the Caseworker be provided with accommodation and travel expenses or reimbursed the cost of reasonable accommodation and travel expenses upon the provision of receipts.
Travel Allowance will be provided for meals on the following rates: -
Travel Allowance for meals / Daily RateWA – South of 26 South Latitude
Breakfast / 13.30
Lunch / 13.30
Dinner / 35.80
WA – North of 26 South Latitude
Breakfast / 14.50
Lunch / 23.75
Dinner / 33.40
Interstate
Breakfast / 14.50
Lunch / 23.75
Dinner / 33.40
To calculate reimbursement for meals for a part of a day, the following should apply: -
(a) If departure from headquarters is:
Before 8.00 am – 100% of the daily rate
8.00 am or later but prior to 1.00 pm – 90% of daily rate
1.00 pm or later but prior to 6.00 pm – 75% of daily rate
6.00 pm or later – 50% of daily rate.
(b) If arrival back at headquarters is:
8.00 am or later but prior to 1.00 pm – 10% of daily rate
1.00 pm or later but prior to 6.00 pm – 25% of daily rate
6.00 pm or later but prior to 11.00 pm – 50% of daily rate
11.00 pm or later – 100% of daily rate.
District Allowance
Recommended Best Practice to be adopted for District Allowance is also based on the state Public Service Award rates.
Job Description Form
The recommended Best Practice Job Description Form (JDF) follows on the next page.
The intention is that the JDF describes the work of all Caseworkers whatever their Classification Level. It is their Classification Level that will dictate the level of responsibility they will have in each of their duties.
The JDF also has a column to indicate the percentage of time the position is expected to work on the various duties. In this way, although the JDF is the same for all Caseworkers, the Classification Levels and the percentage of time expected to be spent on each task will differentiate senior Caseworkers from Administrative Assistants, for example.