Tasmanian State Service Senior Executive Performance Management

This document presents a detailed Performance Management Plan designed for Senior Executives within the Tasmanian State Service. The plan encompasses several key areas, including the articulation of business and work outcomes with corresponding performance measures linked to strategic objectives. It emphasizes the importance of leadership behavior, referencing the Senior Executive Leadership Capability Framework, and outlines a structured learning and development plan that addresses priority learning needs and career aspirations. Furthermore, the plan promotes a two-way conversation between the manager and the officer to establish clear expectations and foster a productive working relationship. The ultimate goal is to support executives in achieving business outcomes, demonstrating effective leadership, and advancing their careers within the organization.

Stage 1
Senior Executive - Performance Management Plan
This plan is designed to record your business (work) outcomes, leadership behaviours, learning and development plans
and career aspiration and goals. Over the course of the performance management cycle, this plan may be reviewed and
amended to ensure that you receive appropriate support in achieving your business outcomes and demonstrating
appropriate leadership behaviour.
Officer name: Officer signature:
Classification Level: Manager signature:
Division/Branch: Date of meeting:
Manager name: Period of plan:
Section 1: Business (work) outcomes and performance measures (‘what is to be achieved’)
Business / work outcome
What I expect to achieve over this performance
cycle – recorded in order of importance.
Typically, performance agreements should
contain 4-5 work outcomes with 2-4
performance measures for each work
outcome.
Performance measures(s)
In determining performance measures, the manager and officer
together should focus on and discuss the following questions:
 What would indicate that the business/work outcome has been
achieved to the required standard?
 How will we know if the business/work outcome has been
attained to the desired level?
 What would success on the particular business/work outcome
look like?
 How has the officer upheld the State Service Principles and
Code of Conduct and required behaviours standards for
performance?
Link to
Agency strategic
objectives
Division / Branch
objectives
as appropriate
1. The efficiency in the management of
the various projects.
The depiction of skills related to management of the project
at hand. This might include the activities related to the
leadership within the organisation. This might also include
the motivation that needs to be provided to the concerned
employees and the consultation of the various employees
regarding the course of action that needs to be
implemented.
Maintenance of strict deadlines
Agency strategic
objectives
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Allowance of proper time
2. The proper communication within the
various departments that are existent
within the organization.
Maintenance of proper communication of the pricing
strategies.
Development of the business as well as the sales units in a
proper and extensive manner. The minutes of the meetings
that are held must depict the extensive nature of the
communication methods.
Implementation of the proper communications within the
employees of the organisation.
Branch objectives
3. The proper management of the
employees who have been serving at the
pricing unit of the organisation in
discussion.
Even distribution of workload among the staff.
Monitoring the appraisals of the performances.
Justified rewards and punishments.
Implementation of strict policies in meting out justice in
case of the unfair treatments within the given organisation.
Division objectives
4. Meeting as well as exceeding the
profit margins that were proposed.
The company might keep a track of the profit margin within
the organization so that they might implement the various
measures that might help in the rise in the amount of the
revenue that is generated by the concerned company. The
company might achieve this condition through the
implementation of the timed publication of the balance
sheet and the other financial statements. The accuracy of
the various figures might help in the matters that pertain to
the clarity among the organizational workforce.
The proper co-ordination of the various workforce is
necessary for the smooth functioning of the concerned
organization in discussion, LUCY.
Branch objectives
5. The maintenance of the regularity in
the various reports that are to be
provided to the concerned management.
All the various reports that have been prepared by the
individual departments within the concerned company
should reach the CEO of the company with the proper
signatures of the concerned authorities.
The data depicting the various forecasts must be provided
along with the various evidences that tend to back up the
claim.
Agency strategic
objectives
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The reports that are provided to the concerned CEO should
bear the minimal amount of the errors and must be
corrected on sighting.
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Section 2: Leadership behaviour (‘how it’s achieved’)
In developing your leadership capability, you should make reference to the Senior Executive Leadership Capability Framework.
Leadership Capability Performance measure(s)
1. Shapes strategic thinking This might be achieved through the proper training of the concerned employee.
2. Achieves results The results might be achieved through the implementation of the timed publication
of the various reports. The accuracy of the various figures might help in the matters
that pertain to the clarity among the organisational workforce.
3. Cultivates productive working
relationships
This might be achieved through the proper implementation of the communication
within the organisation.
4. Exemplifies personal drive and integrity This might be achieved through training.
5. Communicates with influence The communication within the company might be facilitated through the frequent
meetings, training sessions and the rewards.
Section 3: Learning and development plan
It may be useful to refer to the review of your leadership behaviours in the Senior Executive Leadership Capability Self-Assessment Tool.
Priority Learning need(s) Relates to business,
work outcome or
professional
development
Learning activity
How will my learning needs be
met?
Responsibility /
timing
High Team management skills Work outcome  Definition and broadening of
the vision of the leader
 Retention of the top-
performing employees.
15 days
High Communication skills Business  Listening to the issues
raised by the employees
 Displaying open mindedness
1 month
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towards the raised issue.
 Respect towards the
employees of the
organisation
Medium Learning skills Professional development  Commitment towards the
learning
 Joining the several training
programs
 Updating the existing skills
2 months
Low Approachability skills Professional development  Proper communication with
the employees.
 Demonstrating the proper
body language and gestures
 Maintaining impartiality and
integrity
4 months
Low Risk taking skills Work outcome  Following the example set
by the peers as well as the
superiors
 Opening up to the new
ideas
 Developing skills for facing
the rejections
 Voicing the concerns
through the proper
platforms
5 months
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Section 4: Career Aspirations & Goals
The focus of this section is a discussion around your career aspirations and goals. As part of this, your manager should:
 Provide information on corporate directions of [your Agency]
 Discuss your career aspirations and goals
 Work through options for accessing appropriate opportunities for you to develop skills & broaden experience
eg. work on projects outside normal work area; seek transfer or temporary assignment to another area, coaching, formal training /
education)
 Provide honest and realistic feedback – help to validate our abilities and goals
It is important to note that as an individual, you have primary responsibility for your own learning and self-development, but to do this
effectively you require the assistance and support of your managers. Utilising the feedback processes through performance management and
this discussion around career aspirations and goals will help ensure that you and your manager agree on priority development needs and the
best ways to meet those needs.
Outline of the Officers career aspirations and goals Managers comments
 Development of career within the organisation.
 Seek training on the ways to improve performance
 Coaching on the ways to deal with the improvement of
the performance of subordinates.
 Engaging the concerned employee with broader duties.
 Participating in various workshops and training programs.
 Attending training sessions related to the performance
appraisal schemes and the adopting motivational
approaches.
Section 5: Expectations about the working relationship between the manager and officer
Provides an opportunity for a two-way conversation around the ongoing working relationship between the manger and officer. Ensures a
shared understanding in terms of what the officer expects from manager and the managers expectations of the officer in undertaking the role.
What the Manager is seeking in the working
relationship
What the Officer is seeking in the working relationship
The proper management of the various tasks at hand. The
proper distribution of the given work at hand. The
employees should not be overburdened with the work at
the fag-end of the set dead line of the task. The concerned
employees should be allowed the required time to deliver
the quality work.
Better appraisal of the performance of the manager. The
concerned officer of the organisation attempts to discuss
the factors pertaining to the appraisal schemes within the
company. The officer should aim to provide proper time to
the concerned subordinate employees to complete the
work at hand.
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