Embedding the APS Values: Case studies and other supporting material

Please note: These documents are for reference purposes only and are no longer considered by the APS Commission to be current. They may contain good practice advice and/or advice on the transitional arrangements between the 1922 and 1999 Public Service Acts.

globe Useful references

Case study 29:
Australian Bureau of Statistics:
Management of underperformance

Background

A primary strategy for people management in the Australian Bureau of Statistics (ABS) is to focus on individual performance and conduct to ensure its people achieve ABS objectives and behave in a manner consistent with the APS Values and Code of Conduct.

The ABS has developed written guidelines on the ABS Performance Management Scheme, managing underperformance, managing probation, and communicating for better work performance. The performance management package encompasses:

organisational values, skills and behaviours
clarity of role and responsibilities
fair and transparent procedures that are readily accessible to all staff
remuneration directly linked to performance
rewards for high performance through reward and incentive schemes
effective feedback and development of individual learning plans
clear processes for the management of underperformance
natural justice principles-that is, employees are given the opportunity to respond to allegations of underperformance and the opportunity to improve.

Description

The ABS's guidelines on the ABS Performance Management Scheme, managing work performance, managing probation, and communicating for better work performance form part of the ABS Manual of Personnel Management and are available electronically from employees' desktops. The guidelines, while strongly principles-based, clearly set out the processes involved in performance management within the ABS. The guidelines encompass the important considerations identified in the APS Commission publication, Values in the Australian Public Service. All staff, through induction and orientation programs, are told of their responsibilities to familiarise themselves with and abide by ABS policies and guidelines.

The ABS recognises that, in order to attain and sustain a satisfactory level of performance, employees must have a clear understanding of what is expected of them and how their work aligns with, and contributes to, the achievement of ABS goals. The ABS Performance Management Scheme has been designed to improve employees' understanding of their role, their work responsibilities and of the performance standards expected of them. It also provides a focus for recognising and improving performance against corporate and work program goals.

The scheme provides a framework for managing work performance, including unsatisfactory performance. Participation in the Performance Management Scheme is compulsory for all ongoing staff.

Through ABS manager/leadership programs, line managers are made aware of their responsibilities to maintain the highest standards of honesty, integrity and propriety and to ensure that their employees are familiar with, and meet, the required standards of individual performance and conduct. There are clear messages given to all managers that they must take appropriate action should they identify a case of underperformance.

The People Management Advisory Unit (PMAU) and Regional Office Employee Relations Units are responsible for ensuring that ABS processes established to manage underperformance are followed. The PMAU oversees the managing work performance process between a manager and employee, providing independent unbiased advice and support to both parties.

In cases of underperformance the ABS managing work performance guidelines allow for a two-stage process. The first is a three-month informal process between the manager and employee, the critical elements of which are open communication and ongoing feedback between the parties. If the employee attains and sustains the requisite level of performance during this informal stage, the process ends.

However, if the employee does not attain and sustain the requisite level of performance, the process then moves to the second level-a formal three-month stage involving a formal warning to the employee that their level of performance is unsatisfactory. An independent assessor, who must be from outside the employee's work area and must not have had any involvement with the employee previously, is appointed. The assessor is responsible for assessing the employee's performance against a structured work program. While the manager continues to have day-to-day supervision responsibility for the employee during this process, he/she takes no part in determining whether the employee is performing satisfactorily as this is the sole responsibility of the assessor.

At the end of the three-month formal process, the assessor determines whether the employee has attained and sustained the requisite level of performance and provides a written report to the delegate. The delegate (SES Corporate Services) determines the action to be taken should the employee fail to demonstrate that he/she has attained and sustained the appropriate level of performance.

Key APS Values

The APS focuses on achieving results and managing performance. (s. 10(1)(k) of the PS Act)

The APS promotes equity in employment. (s. 10(1)(l) of the PS Act)

The APS provides a fair, flexible, safe and rewarding workplace. (s. 10(1)(j) of the PS Act)

For more information please contact:

JENNY O'CONNOR
PHONE 02 6252 7270
jenny.oconnor@abs.gov.au