Section 8 – Performance and development

Performance Management and the Performance Development System

  1. Treasury will have a Performance Development System that applies to all employees covered by this agreement. The Performance Development System may make different provision for different types of employees, such as casual employees.
  2. The Performance Development System will provide a basis for:
    1. specifying performance and behaviour expectations;
    2. determining performance requirements for salary point advancement;
    3. rewarding good work performance;
    4. providing mechanisms for feedback between employees and managers;
    5. addressing underperformance; and
    6. developing employees in their current roles.
  3. Each calendar year, under the Performance Development System:
    1. APS level staff will have two formal appraisals, in February and August; and
    2. Executive Level staff will have one formal appraisal in August.

Note: See clauses 29 to 34 for incremental advancement.

  1. Employees and managers should engage in regular, real‑time and meaningful conversations about expectations and feedback to enable Treasury to deliver on its purpose and facilitate the ongoing professional development of employees.
  2. Treasury adopts the principles of equity, transparency and procedural fairness in all performance management processes.
  3. If employees are not performing consistently at the required standard, in the first instance they will be supported to improve and maintain their performance. Where relevant, the employee’s fitness for duty will be assessed and taken into account.
  4. Underperformance provisions of the Performance Development System do not apply to employees on probation or casual employees.

Probation

  1. The duration of the probationary period for the purposes of subsection 22(6) of the Public Service Act 1999 will be 6 months, unless the Secretary determines otherwise. Further information can be found in policy.

Workloads

  1. Treasury recognises the importance of employees balancing their work and personal life. While it is acknowledged that at times it may be necessary for some extra hours being worked by some employees, this should be regarded as the exception rather than the rule.
  2. When determining workloads for an employee or group of employees, Treasury will consider the need for employees to strike a balance between their work and personal life.
  3. Where an employee (or group of employees) raises that they have experienced significant workload pressures over a prolonged period of time, Treasury and the employee together must review the employee’s workloads and priorities, and determine appropriate strategies to manage the impact on the employee (or group of employees).

Professional development

  1. Treasury recognises the importance of investing in learning and development strategies to offer professional development and career opportunities.
  2. Employees and managers are jointly responsible for identifying professional development needs and opportunities. Investment in professional development must align with Treasury priorities, individual and team development needs, and be affordable within budget allocations.

Studies assistance

  1. Professional development opportunities include studies assistance for study targeted at Treasury’s skills needs.
  2. Consistent with this opportunity, Treasury will provide support, which may include study leave and financial assistance, to ongoing employees undertaking study that is relevant to the operational needs of Treasury and is approved in accordance with policy.

Professional qualifications

  1. The Secretary will reimburse an employee for the reasonable cost of a professional membership, accreditation or registration, including required maintenance, where it is determined that the membership, accreditation or registration is a necessary requirement of the employee’s role or is relevant to Treasury’s priorities.