5.1 Performance and Capability Development
The ACTPS is committed to building the skills and capability of the workforce to ensure every employee feels engaged and supported through a positive workplace environment. The ACTPS Performance Framework (the Framework) establishes the process for managing employee performance, and supports managers to develop workplace culture and capability. The Framework supports the commitment to further build an agile, responsive and innovative public service. The key objectives of the framework are to:
- support employee effectiveness for the benefit of the ACTPS through providing a consistent and sustainable approach to achieving high performance standards across the ACTPS;
- support ACTPS Values and Signature Behaviours by ensuring that employees’ performance is managed in a holistic sense, with the way in which an employee conducts themselves being as important as the results they achieve;
- provide a consistent approach to the way in which the ACTPS holds its employees accountable for their work performance; and
- embed performance management and development as a familiar and supportive part of working life in the ACTPS, creating a Service that consistently provides its employees with role and task clarity, strengthens capability and retains talented employees.
To achieve high levels of employee engagement, it is important that managers and employees have a clear understanding around roles, responsibilities and objectives. The Framework assists employees and managers to have quality performance conversations. These discussions are an opportunity for employees to highlight their achievements, obtain and provide feedback, and seek assistance when required. Performance conversations can assist employees to identify exactly what skills, knowledge and behaviour they need to master in order to do their job and progress their career in the ACTPS.
The ACTPS Shared Capability Framework (the Capability Framework) describes the skills, knowledge and behaviour that can be universally expected of ACT Public Servants at different organisational levels and in every workplace across the Service. Using the Capability Framework in conjunction with a personal Performance and Development Plan, employees can track their development goals against their current and desired organisational level.
The 2018 Agency Survey asked directorates to report on whether they monitored the utilisation of the ACTPS Performance Framework during the 2017-18 reporting period. Five directorates reported that they monitored usage.
Directorates were then asked to report on the percentage of their workforce that had a performance agreement in place at 30 June 2018. Two of the seven directorates reported that they were unable to determine the percentage as they did not have a system available to capture this information. The directorates that were unable to determine this figure were in areas that involved largely field based workers and reported that whilst they were unable to actively collect data in relation to the completion of performance agreements, they actively support line areas to ensure agreements are in place.
The remaining directorates reported participation rates of between 33 and 88 per cent, with an average rate of 63 per cent of their workforce with a performance agreement in place at 30 June 2018. This continues an upward trend over the previous reporting periods, particularly in directorates with large numbers of office based workers. While it is encouraging to see incremental increases in the proportion of employees with a performance plan in place from the 2015-16 and 2016-17 reporting periods, further work is required over the coming year to continue this trend.
Providing employees with the opportunity to develop skills and capability has been shown as a key factor in driving high performance and motivation in the workforce. Directorates were asked to report on the strategies employed during 2017-18 to enhance, develop or improve employee capability and performance. The results are provided in Table 24 below.
| Total Directorates |
---|---|
Mentoring programs | 7 |
Funded training | 7 |
Secondments | 4 |
Job swap opportunities | 3 |
Communities of practice | 5 |
Other | 1 |
All respondents: 2017-18 = 7
One directorate reported using other strategies to enhance, develop or improve employee capability and performance which included all schools developing an annual professional learning program which outlines targeted professional learning courses, incorporating the value of engaging in professional learning communities, to enrich every teacher’s professional practice, knowledge and engagement.
5.2 Underperformance
Having clear procedures for managing underperformance is essential in supporting workforce productivity and maintaining employee engagement. The Australian Government Fair Work Ombudsman states that underperformance can be exhibited through:
- unsatisfactory work performance, that is, a failure to perform the duties of the position or to perform them to the standard required;
- non-compliance with workplace policies, rules or procedures;
- unacceptable behaviour in the workplace; and/or
- disruptive or negative behaviour that impacts on co-workers1.
The focus of the Framework is to support employee effectiveness for the benefit of the ACTPS through providing a consistent and sustainable approach to achieving high performance standards. Where an underperformance issue is initially identified, managers and supervisors are required to address the concerns with the employee informally and provide assistance to help the employee to achieve the required standard of performance. Where underperformance continues to be an issue, a formal performance action plan is developed.
Directorates were asked to identify whether they monitored the number of preliminary performance discussions held during the 2017-18 reporting period. Of the seven directorates, one reported that they did monitor preliminary performance discussions and that four such discussions had occurred during the reporting period. That directorate reported that of the four instances, three realised the required improvements and did not proceed to a formal underperformance process. The other six directorates indicated that performance discussions occurred regularly within their directorate but business units are not required to report on these discussions.
Directorates were asked to provide details of the number of formal underperformance processes that were commenced in the 2017-18 financial year under the procedures set out in the relevant ACTPS Enterprise Agreement. The results are provided in Table 25.
| Total Processes |
---|---|
Number commenced in 2016-17 but finalised in 2017-18 | 4 |
Number commenced in 2017-18 | 24 |
Number commenced and finalised in 2017-18 | 8 |
Number commenced in 2017-18 but yet to be finalised at 30 June 2018 | 16 |
Six of the seven directorates indicated that they have commenced at least one formal underperformance process as set out in the relevant Enterprise Agreement during the 2017-18 reporting period. The commencement of 24 new underperformance processes during the 2017-18 reporting period is a significant reduction from the figures reported in the 2016-17 reporting period, where a total of 44 new underperformance cases were commenced.
Directorates were then asked to report on the outcomes of the underperformance processes that were finalised during 2017-18. These results are provided in Table 26.
| Total Outcomes |
---|---|
Satisfactory performance achieved at the completion of the process | 2 |
Development program instituted | 1 |
Assignment to other duties | 2 |
Deferral of increment | 0 |
Reduction in classification | 2 |
Termination of employment | 2 |
Resignation of employee during process | 3 |
It is recognised that a formal underperformance process can be a stressful experience for employees. Employees are provided with assistance, coaching, support and access to Employee Assistance Providers throughout these processes. Positively, the majority of employees involved in these processes were able to either return to a satisfactory level of performance in their role (two employees achieved satisfactory performance and one employee was placed on a development plan), or were re-allocated to a role more suited to their capabilities (two employees were assigned to other duties and two employees were assigned to a lower classification).
1 Australian Government, Fair Work Ombudsman, Managing Underperformance