1. The performance by general staff members of the requirements of their roles is critical to the ongoing success of the University.  For this reason the University has induction and performance planning processes in place. The University is committed to identifying and dealing with issues of poor performance as soon as possible and in a transparent way which affords fairness to both the general staff member concerned and the University.  Guidance, counselling and development should be considered in the initial stages of managing unsatisfactory performance.

Where a matter relates to issues of misconduct, it should be dealt with under the guidelines in relation to misconduct.

2. Where a general staff member’s supervisor forms the opinion that a general staff member is not performing their role satisfactorily, the supervisor should do the following:

a. arrange a meeting with the staff member to discuss their performance allowing at least 24 hours’ notice where it is practical to do so and advise the staff member the purpose of the meeting;

b. at the meeting   advise the staff member in as much detail as is reasonably practicable of the nature of the performance deficiencies;

c. inform the staff member of the required performance so as to clearly identify the gap between the performance which is required in the staff member’s role and responsibilities and the actual performance with which the supervisor is concerned;

d. provide the staff member with any documents or examples that might assist the staff member to understand the precise nature of the supervisor’s concerns;

e. make a written file note of the meeting including any actions to be taken and provide a copy to the staff member.

3. The supervisor is to then afford the staff member a reasonable period, which shall not be longer than 10 working days, to respond to the supervisor’s concerns and to raise any mitigating circumstances.

4. The supervisor is to consider the staff member’s response in good faith and may progress the matter in any one or more of the following ways:

a. by notifying the staff member in writing that in view of their response, the supervisor’s concerns have been satisfied and no further action is necessary; or

b. by providing the staff member with additional advice, guidance or development that the supervisor believes might assist the staff member in the future.  A written file note of this is to be provided to the staff member; or

c. by counselling the staff member as to the poor performance, including its impact on the University and the steps which are required to be taken by the staff member, including timeframes as appropriate,  to rectify that poor performance in the future.  A written record of such counselling is to be provided to the staff member and placed, along with any response from the staff member, on the staff member’s personal  file; or

d. referring the matter in writing to the Director, Personnel Services or nominated manager from Personnel (nominee) where the supervisor believes that the matter is serious enough to warrant a written warning being given to the staff member or the staff member’s employment being terminated.  For the avoidance of doubt, the supervisor may form this view for a range of reasons including the seriousness of the performance deficiencies, the fact that the supervisor has been required to raise the deficiencies with the staff member in the past and/or the failure of the staff member to sustain an improved performance as a result of matters previously raised by the supervisor.

5. Where a matter is referred under sub-clause 4 (d) above, the Director, Personnel Services or nominee is to then give the staff member an opportunity to meet with them prior to making any decision as to whether to issue a written warning or recommend to the Vice Principal (Administration) termination of the staff member’s employment.  If the Director, Personnel Services or nominee decides not to issue a written warning or recommend termination of the staff member’s employment to the Vice Principal (Administration), then the matter will be referred back to the supervisor to be dealt with in accordance with sub-clauses 4 (a), (b) or (c) above as they think appropriate.

6. Where the Vice Principal (Administration) receives a recommendation to terminate the staff member’s employment under sub-clause 5 above the VPA is to give the staff member a final opportunity to meet with the VPA prior to making any decision to terminate the staff member’s employment with the period of notice required under the staff member’s relevant employment agreement.

7. At any stage during this process the staff member may seek the advice or assistance of a general staff representative of their choice.

Supervisor Supplementary Guide

This guide is supplementary to supervisory training provided by the University and the Unsatisfactory Performance Guidelines for General Staff – found at http://staff.uow.edu.au/personnel/policy/gs_unsatisfactory_performance_procedure.html.  The guide is to provide prompts to supervisors when managing such cases and needs to be read in conjunction with the abovementioned Guidelines.  Further assistance can be provided through the HR Advisor for your area.

Prior to the meeting:

1. Has the staff member been advised of the time, date, venue and purpose of the meeting, as well the option of a general staff representative of their choice attending? 

2. Have you advised the staff member where the Unsatisfactory Performance Guidelines can be found or have provided a copy? 

During the meeting:

1. Do you have a copy of the Unsatisfactory Performance Guidelines available should the staff member not have one?

2. By the conclusion of the meeting have you explained to the staff member the performance deficiencies and the performance standards required?

3. Has the staff member been provided opportunity to respond to your concerns during the meeting?

4. Have you reminded the staff member that they can provide a written response to your concerns?

5. Have you checked whether the staff member needs any further clarification?

After the meeting:

1. Has the staff member been provided with a copy of notes of the meeting?

2. In determining what further action should be taken in accordance with the Guidelines have you considered the staff member’s responses?

September 2007
Personnel Services Division