Employee Performance: Review and Development

1.1 Introduction

All employees of the Office of the Information Commissioner (the Office) are employed under the Public Service Act 2008 (PSA) or by Governor in Council for Senior Executive appointed staff. Therefore, Office human resource (HR) policies, such as this one, are developed directly from the PSA and policies, procedures and directives issued by the responsible Minister and the Public Service Commissioner. All Office HR policies are approved by the Information Commissioner and are representative of the size and function of the Office.

1.2 Purpose

The purpose of this policy is to prescribe the requirements for managing employee performance and the continued professional and skills development for employees of the Office.

1.3 Effective Date

Approved by the Information Commissioner on 13 December 2011.

1.4 References

  • Public Service Act 2008 s26 and Chapter 6
  • Public Service Commission Directive 21/10 – Employee Performance Management
  • Office of the Information Commissioner – Managing Unsatisfactory Performance and Conduct Policy
  • Public Service Commission Directive 08/10 – Managing Employee Complaints
  • Code of Conduct
  • Office of the Information Commissioner – Public Interest Disclosure Plan
  • Queensland Government Performance Management Framework
  • Queensland Public Service Capability and Leadership Framework

1.5 Application

This policy applies to all employees of the office.

The Office is required to have an employee performance management strategy, system and processes.

The Information Commissioner must ensure the Office implements employee performance management for all employees.

All employees are to actively participate in the Office’s employee performance management process. Performance feedback discussions must take place between an employee and their supervisor throughout the year and in the ordinary course of work. These discussions are integral to achieving organisational goals and to the continuous learning and development of employees.

The employee and supervisor will meet every six months for an in depth discussion to formalise a performance agreement and development plan. This process is intended to facilitate a meaningful dialogue in which the employee and supervisor will agree and review performance outcomes. Outcomes are recorded in the employee’s Personal Performance Plan (PPP).

Employee performance management must complement the Office’s implementation of organisational performance management including its Strategic and Operational Plans.

1.6 Disagreements

Disagreements or issues of concern regarding a PPP should be fully discussed and resolved between the employee and the supervisor when they occur. If resolution cannot be reached, the employee may raise issues of concern directly with their Unit Commissioner who will attempt to resolve the disagreement. Formal complaint processes may be initiated if the issues are unable to be resolved.

1.7 Professional Development

The Office is committed to maintaining an environment of continued professional development and learning with a focus on skills development, career enhancement and supporting a culture of on-going learning.

Employee development may be supported through participation in on-the-job training, undertaking university studies, mentoring by experienced staff, or attendance at external courses conducted by skilled professionals.

Priority areas for professional development will be determined by Unit Commissioners and communicated to Unit employees and supervisors.

1.8 Development Plans

Learning and development plans for employees are included in the Office’s PPP process which incorporates performance review, agreed outcomes and personal development plan.

Development needs and any support/training to be provided must be agreed between the employee and their supervisor as part of the PPP process. Employees may receive development through participation in:

  • core skills training
  • corporate and public sector training
  • industry awareness events

Core Skills Training
Core skills training focuses on providing employees with the key knowledge and skills requirements to effectively perform the key responsibilities of their role as described in their position description.

Corporate and Public Sector Training
This training includes induction training for new staff and staff moving to different roles, workplace health and safety instruction, code of conduct training and provision of training or information on public sector employee policies and guidelines as required.

Industry Awareness Events
It is important that employees maintain a current understanding of the external environment and awareness of issues that may influence or impact on their role. Awareness events may include attendance at Faculty of Law public lectures, seminars, conferences and public sector information sessions.

1.9 Unsatisfactory Performance

Unsatisfactory performance occurs when there are significant performance concerns and/or situations where the employee’s performance or conduct may put the Office at risk, and management of the issue/s requires action outside the Personal Performance Planning process.

Refer to the Office of the Information Commissioner’s Managing Unsatisfactory Performance and Conduct Policy for further information.

1.10 Confidentiality

PPP documentation will be accessed only by parties involved in the process i.e. the employee and supervisor. All original PPP documents are to be held by the supervisor in secure storage. A copy may be retained by the staff member. Documents may be held in electronic form provided security is maintained and access restricted. Details are not to be held on the staff member’s personal file.

The Director, Engagement and Corporate Services will retain the PPP documents for seven (7) years and then arrange disposal.

At the completion of the 12 month PPP cycle (or if the staff member leaves the organisation) the original PPP must be given to the Director, Engagement and Corporate Services for secure storage and retention for 7 years.

There are some situations which may lead to access by others. For example:

  • where a Performance Improvement Plan is initiated;
  • when decisions relating to the review or confirmation of probationary appointments are made; and
  • in the investigation of a grievance by an employee.