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Working at The University of Western Australia
Expectations of staff in leadership and management roles
There are certain skills, attributes and behaviours that the University expects all staff (link) to demonstrate in their work. These expectations are to be discussed at the annual Performance Development Review (PDR). For those staff members who have responsibility for the supervision of other university staff, there are additional expectations, as outlined below, that should also be discussed as part of the PDR. All leaders and managers should demonstrate an orientation to innovation and a commitment to high performance in their own work and encourage it in others.
1. People Leadership and Management
University staff who supervise others are expected to demonstrate effective leadership and management in their dealings with staff.
Effective leadership and management can be demonstrated in many ways. Effective leaders encourage staff awareness of university priorities and directions through ongoing communication and feedback. They establish a high performance work culture through setting standards and rewarding performance. Staff in leadership roles will engage in ongoing learning and development to improve their performance and will encourage and support their staff to do so. Staff in leadership roles will responsibly manage high and low performers.
2. Resource Management
University staff in leadership and management roles are expected to work within allocated budgets to achieve University outcomes.
University leaders and managers are expected to demonstrate commitment to the University’s priorities through effective strategic planning, budget, human resource and facility management strategies. They will monitor outcomes, manage change projects and implement agreed systems and processes to meet University objectives. They will engage in evaluation and review to support improvement. Effective leaders and managers encourage and reward the innovation and high performance of individuals and teams.
3. University Collaboration
University leaders and managers are expected to facilitate university collaboration to enhance its reputation.
Effective leaders and managers demonstrate a strong awareness of the position of the University and the role of their own work area within the wider context. They link their activities to broader trends, and identify ways to improve the University’s status and reputation. They initiate, develop and maintain effective partnerships with UWA colleagues, associated groups and external agencies and individuals. They seek to build the University’s presence in the wider community and ensure the University reflects best practice in its activities.
In your Professional Development Review (PDR) you and your reviewer will reflect on how well you meet these expectations that the University has of you. In preparation for this discussion you may wish to consider the questions listed below.
1. People Leadership and Management
In thinking about this expectation you may wish to reflect on the questions below.
- In what ways have I established performance standards for staff?
- Have I rewarded good performers? What impact have my strategies had on those performers?
- How would my staff describe our workplace culture? What evidence do I have that the culture is inclusive, positive and high performance?
- How have I supported staff to achieve their desired balance between work and other aspects of their life, and to what extent have I modelled this balance myself?
- In what ways have I tried to improve my leadership and management skills?
- Have I encouraged my staff to improve their capabilities and skills through participation in learning and development opportunities?
- How have I supported the Professional Development Review process to support my people management responsibilities?
- What am I doing about poor performers? Are there improvements?
2. Resource Management
In thinking about this expectation you may wish to reflect on the questions below.
- How well advanced is our strategic planning? Do we link our activities to the University’s Operational Priorities Plan?
- Can I demonstrate effective budget management? Have we improved our budgetary systems / practices?
- How do we demonstrate good human resource practice?
- Are our facilities well managed and safe?
- Have we improved our systems and/or processes this year? What was done? Do I have evidence of improved performance?
- Which groups / projects demonstrate outstanding performance or innovation? How did I support those activities?
- Where did I use my problem solving skills? Did I demonstrate imagination in addressing the problems I faced?
3. University Collaboration
In thinking about this expectation you may wish to reflect on the questions below.
- What links do we have with the external community? What have I done to support and encourage those links? How do I know they are working effectively?
- How do our services and activities rate compared with our competitors and comparators? Can we improve further?
- What partnerships have we developed? How can I strengthen and encourage them?
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