Equal Employment Opportunity (EEO) & Management of Performance

• Anti-discrimination and equal opportunity laws covers discrimination on the following grounds:-
  • sex
  • age and compulsory retirement
  • race and ethno-religious affiliation
  • marital status
  • disability
  • political or religious belief
  • breastfeeding
  • sexual orientation
  • transgender
  • pregnancy or potential pregnancy
  • carers' responsibilities
    
    
• Anti-discrimination and equal opportunity laws affect all stages of the employment relationship, including performance management. They also affect recruitment and selection procedures, conditions and benefits of employment and termination of employment
  
  
• When equal employment opportunity principles are observed, personal factors such as your age, race, disability, pregnancy or carers' responsibilities are not taken into account in such a way as to disadvantage you. Supervisors and advisers will be sensitive to the special needs of individual staff arising from different career histories or histories of disadvantage (eg time out of the workforce to have children or belonging to an EEO group which historically didn't have access to University education)

What are the EEO issues in performance management?

• All staff members are entitled to fair access to appropriate training and development opportunities
  
  
• The performance management review criteria should be carefully developed to ensure that aspects of performance being reviewed are based on agreed, clear and visible outcomes
  
  
• The setting of performance goals and reviews of staff performance must be based on the Division, Department, Office or Administrative unit's strategic goals and expected outcomes
  
  
• Assessments of all staff members must be based on evidence of their ability to carry out the stated duties of their particular jobs
  
  
• All staff must be given the information and resources to enable them to carry out the tasks of their position
  
  
• The Enterprise Agreement provides grievance procedures and avenues for dealing with grievances otherwise unresolved in the workplace
  
  
• Performance assessments will only be made by advisers who have received appropriate training in counselling and appraisal, and particularly in techniques for identifying developmental needs

What are the EEO issues in the workplace?

• Fair, equitable allocation of workloads
  
  
• Flexible work arrangements to cater for staff with family responsibilities
  
  
• Flexible work arrangements to cater for staff with a disability requiring adjustment to the workplace
  
  
• Factors over which you have no control are recognised and taken into account as appropriate (eg disability, language background, carers' responsibilities,)
  
  
• The provision of training opportunities to improve performance, especially where performance is affected by poor English communication and writing skills
  
  
• Staff consultation - staff feel valued when they are consulted on issues that affect their employment. Staff also feel valued when they are given an opportunity to contribute to decisions
  
  
• Deal appropriately with victimisation, harassment, and bullying. Where this occurs, you should be prepared to take disciplinary action which is appropriate under the University Code of Conduct

By taking the individual differences of a diverse work group into account, the overall performance of your workgroup is enhanced

Managers /supervisors and advisers must

• Provide guidance and assistance for continuous growth and development of their staff.
  
  
• Clearly communicate goals - staff must know what is expected
  
  
• Explicitly communicate measures of performance - staff must know what standard is expected (how much, in what time frame, etc)
  
  
• Ensure that no member of staff is overlooked for participation in opportunities for further training and development
  
  
• Ensure that performance reviews are fair and unbiased, and that clear, constructive feedback is given
  
  
• Ensure that all staff members benefit from anti-discrimination provisions of the Enterprise Agreement
  
  
• Ensure that no staff member is denied any workplace benefit on any grounds defined in State or Commonwealth EEO Legislation
  
  
• Ensure that staff are aware of grievance procedures and avenues for dealing with grievances otherwise unresolved in the workplace. The process must be fair, prompt and confidential.
  

By recognising and valuing staff diversity, the University enhances its ability to provide a supportive working and learning environment for staff and students.

What kind of EEO problems are likely to arise?

• Inadequate, incomplete or unclear communication can lead to problems. Establishing good communication usually requires some effort on your part. This includes seeking feedback to ensure that the information you intended to convey is that which is actually received
  
  
• Communication problems may also lead to poor performance. Barriers to good communication can emanate from both sides of the conversation. Factors such as age, cultures, socio-economic background, sex, all contribute to the way people speak to and understand each other
  
  
• A person who is given negative feedback may perceive this as unfair if clear guidelines and expectations about the job have not been provided. They may feel they are being singled out for some reason related to being a member of a designated EEO group

The intention of the performance management system is to assist staff to fulfil their potential and to achieve their career aspirations. Performance Management is not solely intended as a vehicle for disciplinary action.