Overview
How am I involved in the developing performance process?
Tools
Resources
As an executive or senior officer, you play a vital role in delivering the vision of the Department.
You articulate the Department's strategic direction, align the work of all employees to achieving key deliverables, and identify and develop other leaders who will shape the future.
Your high level leadership and management skills create the conditions for staff to develop their performance and succeed. You also recognise the need to demonstrate that your performance is always developing and to model the value of life long learning to others.
The Developing Performance Framework offers a process, tools and resources to support you in:
It aims to build job satisfaction in a supportive work environment where your contribution is recognised and your continued learning is valued.
First phase Second phase Third phase Fourth phase
The developing performance process is made up of four phases.
The first phase is called clarifying expectations and work focus. In this phase, you clarify:
You reflect on your role and responsibilities and recall events and tasks that illustrate expectations, work focus and steps taken toward your career aspirations.
To establish a shared understanding of expectations and work focus, you discuss your reflections with your line manager and confirm your key work tasks, career goals and the professional development you require to support you in successfully delivering on strategic priorities.
The second phase is called reaching an agreement.
You and your line manager's shared understanding of expectations and work focus acts as the point of reference to make decisions collaboratively for the coming work period about:
In reaching an agreement, you and your line manager must remember that the focus is on you, your role and your developing performance.
Key work tasks must reflect the priorities for the Department and your role in fulfilling them.
By sharing your career aspirations, whether they are to remain in your current role, another role in the Department or career advancement, options for supporting your goals can be discussed with your line manager.
Your professional development and support activities will serve the multiple purposes of:
The third phase is called performing and ongoing support. In this phase, you put your developing performance agreement into action in your day-to-day work.
Throughout the work period, you provide regular updates on your progress and give and receive feedback to your colleagues and line manager. You discuss issues and new priorities as they arise. If it is necessary to make amendments to your agreement, you do this in collaboration with your line manager.
The fourth phase is called reviewing progress and improving performance.
In this phase you meet with your line manager. To prepare for this meeting, you reflect on your agreement, consider examples that demonstrate improved performance and think about future work and career goals.
In the meeting, you and your line manager review your progress, discuss your strengths and areas for further development and consider the range of reward and recognition options available to you.
None of the things you discuss come as a surprise as you will have talked about them as part of your day-to-day work.
First phase Second phase Third phase Fourth phase
The tools below are optional. You may choose to use them to support you during one or all phases of the developing performance process.
Guided reflection 
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This tool provides a frame to guide your thinking as you consider your current role, workplace priorities and career aspirations.
Developing performance plan [an error occurred while processing this directive]
This template provides space to record the agreed performance objectives, activities, links to strategic documents and dates for completion. It also includes a development plan to record professional development and career goals.
Tracking my developing performance [an error occurred while processing this directive]
This tool provides space to record the activities you undertake to develop your performance, what you have achieved or learned, evidence of this achievement/learning and your personal reflections on your performance. By jotting down your thoughts, this tool acts as a memory aid during your performance review.
Continuous professional learning log [an error occurred while processing this directive]
This log provides space to record details of professional development and support you either give or receive during the work period. By maintaining this log throughout the work period, this tool acts as a memory aid during your performance review.
360 degree feedback
In this process, you invite your line manager, peers, employees, and other stakeholders to complete a questionnaire that provides feedback on different aspects of your performance. The feedback provides the focus for in-depth discussions with your line manager to compare your own perceptions and those of others and to decide the next steps required to continue to develop your performance.
You can use the resources below as a point of reference for developing your performance.
Executives' Guidelines [an error occurred while processing this directive]
These guidelines outline the expectations of DET Executives when using the Developing Performance Framework.
Professional Development for Executives
This lists current professional development available to support Executives and Senior Officers in developing their performance.
This page was last reviewed on 31 Jan 2011
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