Monash University relies on the high quality teaching and research of its academic community to ensure that it provides the highest quality education for Monash students and performs research which is relevant and innovative.
The process operates on a three year forward planning cycle that allows annual adjustments for changing priorities and circumstances.
The process is coordinated with the University’s planning cycle to effectively align individual goals with faculty and University objectives.
This procedure applies to all continuing academic staff on a fraction of 0.4 or greater, fixed term academic staff on probation and all academic staff seeking promotion to the next level or intending to apply through the Outside Studies Program (OSP).
Academic promotion: a process by which academic staff are promoted at Monash University based on merit. Academic performance development plan: a planning template for academic staff to record three-year career and performance plans, strategies, annual achievement indicators and achievements. Academic performance standards: faculty or discipline specific performance standards for all academic staff against which academic performance will be measured, particularly for the purpose of probation, promotion and performance development. Achievement indicators: a detailed summary of performance outputs that demonstrate the achievement of or progress towards agreed goals in any given year.
Achievement(s) relative to opportunity: is an evaluative framework in which the overall quality and impact of achievements is given more weight than the quantity, rate or breadth of particular achievements. Adjunct appointments: persons who are not currently staff members of the University, but whose professional standing or specialist expertise would contribute to the teaching or research activities of a particular department or research centre in the University.
Annual work allocation: a combination of self-directed and assigned tasks in research, education and service allocated through Faculty Workload Models for teaching and research academic staff as described in Clause 59, Monash University Enterprise Agreement (Academic and Professional Staff) 2014. Conflict of commitment: occurs when one interest of a staff member, which may, or may not be a private interest or non-University interest may harm or interfere with the productivity or involvement of that staff member in aspects of their University responsibilities. Conflict of interest: refers to a situation where a conflict arises for an individual between two competing interests. Feedback: the primary means for recognising good performance and for redirecting performance that needs improvement. HR Business Partner: is a member of Monash HR who operates as a strategic partner responsible for providing a range of human resources services for an assigned Faculty or administrative Division.
Intellectual property: any copyright work, circuit layout, eligible layout, design, patent, invention, confidential information, know-how, plant variety, trade mark or other insignia of origin, and any related right.
Outside studies program (OSP): provides academic staff with a period of relief from normal University duties to pursue research and other scholarly work to enhance staff member's development, extend the body of knowledge in their chosen field and improve research performance. Performance Development Online (PDO): an online performance planning tool that supports academic staff to manage the performance development cycle in a timely and consistent way.
Performance goals: are rolling three-year performance goals that will enable a staff member to achieve their work objectives and career aspirations. Performance improvement: the process of professional growth through targeted learning and development activities.
Probationary period: is the period of probation as referred to in Clause 58 of the relevant Enterprise Agreement (Monash University Enterprise Agreement (Academic and Professional Staff) 2014 or Monash University Enterprise Agreement (Academic and Professional Staff) 2009).
Research only academic staff: an academic staff member engaged on research only functions for a contract period not exceeding five years. ROPES: the Researcher's Online Project Enquiry System (ROPES) displays researchers' current research activities, past outputs and profiling information and enables them to establish collaborative links with their fellows. Unsatisfactory performance: when a satisfactory level of performance is not sustained or the desired performance improvement is not achieved. The dean or head of unit identifies academic performance supervisors for the coming performance cycle. Changes to performance supervisor details on SAP and PDO can be made by contacting your local HR Service Hub. The head of unit meets with the academic performance supervisors to convey expectations and to clarify goals and objectives for the school or department for the coming year in the context of the faculty plan and other university plans. The staff member and supervisor meet to review achievements for the past 12 months, revise three-year career and performance goals and plan strategies and achievement indicators for the coming year. The performance supervisor will advise staff in writing of the planned timelines for submitting and reviewing performance plans. The dean may exempt a staff member from the obligation of submitting an annual portfolio as long as this does not prejudice the University’s enforcement of other elements of Clause 64 of the Monash University Enterprise Agreement (Academic and Professional Staff) 2014 (for example performance assessment, recommendations in relation to tenure, promotion and OSP).
All performance supervisors are required to complete supervisor training that covers the process and methods of giving feedback prior to undertaking supervisory responsibilities. Supervisors must attend a supervisor workshop if they are new to a supervisory role, or if they have not previously undertaken performance development training, or if they have been directed to update their knowledge and skills in this subject matter by their supervisor. Supervisors may attend the supervisor workshop if they have already completed training but would like refresher training. Experienced supervisors who have previously completed relevant training in this subject matter can contact the Staff Development Unit in Monash HR to apply to have their previous training recognised.
Supervisors can book into the supervisor’s workshop via the Monash University Staff Development web page.
When the review and planning meeting is over the staff member will make any changes required to their performance development plan. Only academic staff on probation are required to participate in a mid-cycle feedback meeting however supervisors are encouraged to meet with all staff regularly throughout the year to provide informal and constructive feedback on the staff member’s progress towards the performance goals.
At the mid-cycle feedback meeting, the probationary staff member and supervisor will give and receive feedback on progress made toward goals set in the annual meeting, and review and revise plans as appropriate. In preparing for the meeting at least 2 weeks in advance, the staff member and supervisor will reflect on performance and progress over the past 6 months. Following the meeting the staff member and supervisor will ensure that any agreed variations are recorded in the staff member’s performance development plan.

The staff member collects a portfolio of documents throughout the year to present for review at the performance development meetings.
The staff member must include his or her SETU data in the performance development portfolio.
Where a staff member has more than one supervisor, the nominated primary supervisor is responsible for consulting with the other supervisors of a staff member to determine the plan and review comments. Performance development supervisors must ensure that they are adequately trained in the performance development process. The Office of Planning and Quality is responsible for providing a range of evaluation services including maintaining the SETU data that must be included in an academic staff member’s performance development portfolio. The Monash University Research Office is responsible for the provision of the Researchers Online Projects Enquiry System (ROPES), used to help pull together the various data required for tracking an individual's research activity. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Clipping is a handy way to collect and organize the most important slides from a presentation. Performance Works is a people and organisation development consultancy and training business based in the North East of England. We work with your people, practices, policy and processes to deliver sustainable improvements.  The service we provide leaves an enduring impression on your business or organisation, enabling your people to continue improvement long after we have left.  This is consultancy as you have never seen it before, we upskill your workforce to deliver time and time again! Performance Works has a wealth of experience in developing people and organisations, we are able to work within both private and public sectors.  Our speciality is working with the uniformed services as we have worked in and alongside them for many years.
Performance Works is dedicated to ensuring that we do NOT create a dependance on our services, this makes us different from your average consultancy.  We want to leave a legacy within your organisation, enabling your people to become your own in house experts in the areas we work with you.  You will not need to pay twice for the same service! Performance Works actively seeks how best to serve the business community of the North East and desire to contribute to its success, growth and prosperity. Call us now on 0191 406 5343 or email us for further details on all the options available to suit your needs.
Receive our newsletter to keep up to date with us and receive tips and hints for your organisation. Performance Works Ltd is a consultancy and training business based in the North East of England that aims to help individuals and organisations become more effective and efficient in the way they operate. Before we get into the discussion, for the sake of reference and clarity, let us quickly see the well laid out definitions of Shift Left and Performance testing. Shift Left is the practice of focusing on quality from day one of a project in order to identify and fix defects as they arise. Performance Testing is the process of determining the speed or effectiveness of a computer, network, software program or device.
Sometimes even if an organization follows the Agile development practices, it may not be in a position to have a ship-worthy product at the end of each sprint.
A proper implementation of the Shift Left approach (coupled with rigorous and continuous testing) in such a scenario will help find the problems much earlier – thereby reducing both efforts and costs, as also increase the quality of the product. Per an IBM study, it’s 100 times more expensive to fix a defect found once it has been released. The biggest challenge that most organizations still face is to launch the best quality product with a low go-to-market timeframe at a low cost. According to a research by Evans Data, only 5% of developers claim to ship apps with 0 defects, while 20% ship with between 11 and 50 bugs. Integration of performance testing into an application development process therefore becomes critical as it helps test every change made to every function. Gallop Solutions has marked presence as a pure play independent testing services provider with over a decade of experience in serving clients in North America. If you would like to know how Gallop helped a leading mortgage provider in the United States to improve the application performance by 25% or how Gallop helped establish a Performance Testing Center of Excellence (PTCoE) for a leading retailer which connects 1100 stores and 150,000 employees, feel free to visit our case studies.
The opinions expressed in this blog are author's and don't necessarily represent Gallop's positions, strategies or opinions. This game quickly gets difficult, but it is a great way to increase the number of items you can store in your short-term memory.
According to Wikipedia, Simon is an electronic game of rhythm and memory skill invented by Ralph H. The process is intended to be a dynamic and interactive one between staff and supervisors which encourages trust and regular, open communication. The standards are qualitative, quantitative or a mixture of both across the three key areas of academic activity - research, education and service. Assessing achievements relative to opportunity involves giving consideration to circumstances, arrangements, career histories and overall time available to the staff member. The starting point for discussions about allocation of work is 40% teaching, 40% research and scholarship and 20% other activities. It may concern the staff member’s distribution of efforts between employment obligations to the University and to outside activities. Feedback is an ongoing activity that is usually information based, regular, immediate, informal and verbal. If there are no heads of unit within the faculty, a deputy dean or equivalent may be delegated the head of unit’s responsibilities for the academic performance development process. Staff duty to engage in research during any performance period includes a duty to carry forward the fruits of the research - for instance to invent things in the course of research and to co-operate with the University to commercialise or to patent any invention(s).
For more information refer to the Staff Development Procedure – Outside Studies Program. These documents may be stored electronically within the Portfolio Attachments section of the staff member’s PDO plan.

They should be concise, measurable, achievable, and address relevant areas of academic activity in education, research and service.
ROPES autopopulates the relevant fields of the PDO system nightly to ensure an accurate summary of research outputs is maintained for each academic staff member.
This will be the immediate academic line manager, unless the University nominates an alternative supervisor at level C or above. As part of the meeting they will reflect upon achievements and challenges of the past year against previously agreed goals. The timing of the annual review and planning meetings will be aligned with the University and faculty planning cycle. Deans should exercise caution when granting exemptions and consult with a Workplace Relations Consultant for further advice. Supervisors should contact their faculty’s HR Business Partner if they are unsure of whether or not they should undertake performance development training.
This is vital to the success of the performance development process and also gives supervisor’s authorisation to recommend and sign off staff incremental outcomes. It requires accountability and increased communication with all stakeholders in the process to ensure the project is staying in-scope.
This process can involve quantitative tests done in a lab, such as measuring the response time or the number of MIPS (millions of instructions per second) at which a system functions.
The reason is unresolved issues, which, if found earlier, could have reduced the rework, increased the product efficiency and reduced overall costs. This indicates that the team culture lacked in the practice of rigorous performance testing. This need to deliver better and faster – continuously – highlights the need and importance of implementing and practicing the shift-left methodology very religiously. With such focussed testing being performed for increasing the effectiveness of a product, the number of defects are bound to get reduced along with the time to go-to-market. Automated Performance Testing becomes important for testing the more complicated functions as it helps identify – and thereby fix – the issues lurking beneath unrelated functions. Automating it is even better as setting up a test environment usually takes more time than the actual testing. Thus, it should also be performed more frequently during the STLC in co-ordination with the release cycles, so as to gain a better ROI and lower the failure risks of a product. Gallop’s performance engineering teams have impeccable experience in providing cutting edge performance testing services spanning across client-server, web-based, distributed, mobile, and cloud applications. Watch the computer click the colored buttons then repeat the same sequence using your memory.
In the case of education-focused academic staff, workload allocation will have a significantly greater emphasis placed on teaching and teaching scholarship with a consequent reduction in expectations for research. Conflicts of commitment can occur in research where the staff member’s non-University activities harm or interfere with the staff member's research obligations.
Consideration is given to accelerated or additional increments where it can be clearly demonstrated by the supervisor that the staff member has exceeded the required performance level. Staff must also assign any intellectual property or invention created in the course of employment with the University, to the University, from the date the intellectual property comes into existence. It may only be included as part of university practice where the University is party to the contract under which the work is undertaken. Academic staff must have a minimum of two performance goals in their performance development plan each year. The ROPES data includes research achievements for the past three years, as entered on Research Master 4. The supervisor must be trained to effectively perform his or her role in the performance development process and in the process and methods of providing feedback.
This is realised through giving our clients a bespoke service, delivering effective and efficient performance improvement solutions.
This also reduces the complexity of the errors and the time required to fix them – the major challenges and the nightmare of any Quality Assurance Manager. A recommended strategy is to address these challenges by mandating the tests for every build, which will help verify that the application is working as required and that it is good to hit the market. Our team has extensive expertise in databases, high volume transaction systems and related technologies. Conflicts of interest can involve financial or non-financial interests of the staff member, and the interests of a business partner or associate, family member, friend or person in a close personal relationship with the staff member. Note that under the Monash University Intellectual Property Regulation staff must not publish or otherwise disclose any patent worthy discovery or invention or any intellectual property (other than copyright belonging to the staff member under the Monash University IP statute and regulations) until such publication is approved in writing by the Intellectual Property Officer or nominee.
Performance goals are automatically carried across from one annual cycle to the next in the PDO system and staff can amend them as required at the start of the each performance cycle. Staff appointed on or after October 7th, 2014 are managed via the Recruitment, Selection and Appointment procedure – probation and confirmation of academic appointments made on or after October 7th, 2014. Where a staff member has two or more supervisors, one should be nominated as the primary supervisor. Moreover, all your performance related tasks will be dealt with a collaborative exercise that connects different teams and stake holders in the most efficient manner. For further information refer to Conduct and Compliance Procedure – Conflict of interest.

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