2.1 Performance expectations
Taking into consideration the foundation principles, organisations are accountable for setting clear performance expectations that are:
- related to individual performance requirements and higher-level objectives, including whole of government priorities;
- based on the requirements of the executive role, including the role’s work value; and
- are specific, measurable, agreed, realistic and timely (SMART).
All executives work within a complex operating environment and are subject to both formal and informal performance requirements, with only some requirements specified in a performance plan.
All performance requirements should be developed in collaboration between an executive and their manager.
2.2 Executive performance plan
An executive performance plan should document specific expectations, behaviours and goals for an executive for a given performance plan cycle. It is good practice to include the six core elements outlined in Table 1 within a performance plan. These elements are designed to promote a consistent and robust approach to performance management and development of VPS executives and support a fair and transparent process that will assist ease of mobility across government.
| Core Elements | Definition |
| Victorian public sector values and behaviours |
The Victorian public sector values and behaviours provide the foundation of the integrity and accountability framework for all public sector employees. The Co de of Conduct outlines and reinforces the Victorian public sector values by describing expected standards of behaviour. The values and behaviours underpin an executive’s interaction with the government, community, suppliers and other employees. |
| Key result areas |
With a focus on outcomes, the key result areas provide explicit links between individual result areas and broader organisational and whole of government priorities. Key result areas also take into account the executive’s position description. Suggested key result areas: 1. Stakeholder management 2. Resource management and compliance 3. People management and capability development 4. Strategic planning and implementation |
| Expectations |
Performance expectations are observable behaviours and actions which explain how outcomes are to be achieved. Expectations must be clear and precise to everyone responsible for meeting them. Performance expectations vary based on the role and the organisation’s operating environment and therefore must be determined collaboratively by the individual, manager and organisation. |
| Measures | Measures are indicators that help assess achievement of outcomes against performance standards. |
| Targets | Targets are specific, planned results to be achieved against measures. |
| Four-point rating scale |
A rating scale guide will assist the employer in identifying the level of accomplishment or fulfilment of targets. A fourpoint rating scale is recommended: 1. Does not meet expectations 2. Meets most expectations 3. Meets all expectations 4. Exceeds expectations |
2.3 Performance conversations
A coaching approach to performance management conversations enables organisations to retain employees and develop talent. Leaders who coach, develop and hold others accountable, are three times more effective at producing improved business and talent results than those who do not. Guiding resources are at Appendix 2.
It is the responsibility of the collective leadership cohort in an organisation to recognise the impact of unconscious bias in processes, and to collectively commit to mitigating it. Guidance on managing unconscious bias in executive performance conversations is provided at Appendix 3.