(1) This procedure supports the Executive Remuneration and Appointment Policy by providing details for: (2) This procedure has the same scope as the Executive Remuneration and Appointment Policy. (3) This procedure uses the same terms as defined in the Executive Remuneration and Appointment Policy. (4) This procedure supports the Executive Remuneration and Appointment Policy. (5) All individuals within the scope of this procedure must ensure that any perceived or actual conflicts of interest are declared and managed in accordance with the Conflict of Interest Procedure. (6) Employees in leadership positions: (7) The supervisor is the officer to whom the employee directly reports. In addition to being responsible for initiating and maintaining the remuneration review process, the supervisor: (8) Each member of the ELT has responsibilities with regards to the remuneration and appointment of employees within their portfolio to: (9) The Vice-Chancellor is responsible for: (10) The Vice-Chancellor's decision is final and not subject to internal appeal or review, except with regards to remuneration progression decisions, see Part F of this procedure. (11) The Nomination and Remuneration Committee: (12) The Executive Director, People and Culture is responsible for the overall management of this procedure and the executive remuneration and appointment process including: (13) Authority to appoint leaders is stated in Delegation Schedule B - People and Culture, following a recruitment process as set out in the Appointments Policy and Appointments Procedure – Recruitment and Selection. (14) A fixed-term appointment may be renewed at the discretion of the University for a period of up to five years. The process for the renewal or non-renewal of an appointment prior to the conclusion of the fixed-term appointment is as follows: (15) New leaders must complete a probation period unless determined otherwise by the Vice-Chancellor, as stated in the Executive Remuneration and Appointment Policy. (16) The employee’s supervisor will conduct the probation assessment. (17) The employee’s appointment will be confirmed or terminated by the relevant delegated officer, in accordance with the Delegations Authorisations Policy and Delegation Schedule B - People and Culture. (18) An employee on probation is assessed against the accountabilities and performance objectives for the position and any special conditions of probation stated in the contract of employment. A final probation review is conducted prior to the conclusion of the probationary period. (19) The probationary review is confidential to the supervisor and the employee during the probationary period but is made available to the delegated officer for the purposes of taking action in accordance with clause 20, and to the Division of People and Culture. (20) At the time of the probation review, the employee's supervisor recommends to the delegated officer, through their supervisor or ELT member if applicable, that: (21) The decision of the delegated officer, on a recommendation made in accordance with clause 20 of this procedure, is final and not subject to internal appeal or review. (22) The probationary review is forwarded to the Division of People and Culture to be retained on the employee's personal file. (23) An employee and their supervisor must prepare annual performance agreements to set performance objectives for the review period, based on the employee's accountability statement, the University's key objectives and relevant initiatives. The annual performance agreement should include a professional development plan, to help meet agreed objectives for the coming year. (24) Annual performance reviews must be completed to assess achievements against the performance agreement. The period of review is the year from 1 January to 31 December. (25) In addition to the annual performance management meeting, regular monitoring of progress and feedback discussions are required. (26) Leaders should strive to exceed individual performance requirements in an effort to maximise the University's performance, in line with the University's strategic plans. (27) Items to be discussed in an annual performance review meeting between an employee and their supervisor typically include the following: (28) Performance agreements are to be finalised and the employee’s supervisor may recommend one or more of the following: (29) The Executive Leadership Team (ELT) member normally meets with the Vice-Chancellor and the Executive Director, People and Culture in June each year to consider remuneration progression and performance bonus recommendations for employees within their portfolio, taking into account: (30) Where an employee’s performance does not meet requirements, then the supervisor and employee will develop a performance improvement plan. The duration of this plan and timing of progress reviews will be determined by the supervisor, taking into account the nature of the performance improvement required. (31) If the specified elements of performance improve sufficiently at the progress meeting, then remuneration progression will recommence from the date of the progress meeting. (32) If significant progress has not been made in relation to the performance improvement plan by the end of the performance improvement plan, then the employment contract may be terminated. (33) The remuneration model is described in the Executive Remuneration and Appointment Policy. (34) The commencing remuneration package for a new leader is approved in accordance with the Delegation Schedule B - People and Culture, taking into account factors such as skills, knowledge, experience, internal relativities and/or attraction/retention/market considerations. (35) Each year, an employee who meets or exceeds their performance requirements will be eligible to progress upwards towards the maximum step of their remuneration level, subject to achievement of their accountabilities and performance objectives, and their contribution towards the University's key objectives over the past twelve months. (36) Following the annual performance review meeting, the supervisor will recommend remuneration progression of up to 5% towards the maximum step of the remuneration level, based on the employee meeting or exceeding performance requirements. (37) The Vice-Chancellor considers the supervisor's recommendation in consultation with the ELT member responsible for the portfolio. (38) The Executive Director, People and Culture (or nominee) notifies the employee of the Vice-Chancellor's decision in writing. (39) Any adjustment to remuneration normally takes effect annually from 1 July in the year that the decision on remuneration progression is made. (40) Where an employee disagrees with a decision about their remuneration progression, they may seek a review of the decision as set out in Part F of this Procedure. (41) To be eligible for a performance bonus, an employee must have worked in the position for at least nine months. Recommendations for a bonus inside this timeframe are only approved in exceptional circumstances. All periods of approved paid leave are defined as time worked in the position. (42) A performance bonus must be approved by: (43) Approval of a bonus payment is based on: (44) The performance of the organisational area is determined as follows: (45) Where the supervisor determines that the performance of the employee during this period is outstanding, then the supervisor: (46) The ELT member considers the recommendation and holds further discussions with the supervisor and/or employee if required. The ELT member then forwards the final recommendation to the Vice-Chancellor for consideration. (47) Performance bonus payments may be awarded each year. They are taxable and non-superable (subject to clause 54) but are able to be salary packaged. There should be no expectation of regular bonus payments. (48) Refer to the Employment Conditions Procedure - Personal Allowances. (49) Where an employee, other than a member of the Executive Leadership Team (ELT), has concerns regarding the process undertaken by the supervisor to assess their performance and/or perceives bias in the decision on remuneration progression, then the following process applies: (50) The Vice-Chancellor's decision on the review is final and not subject to any further internal appeal or review. (51) For the purpose of this part, the 'nominated' salary is the salary rate determined by subtracting the leader’s employer cost to superannuation from the remuneration package’s total value. (52) The employer cost to superannuation is determined as follows: (53) The nominated salary is used for notifying the relevant superannuation fund. This is the maximum amount of remuneration that an employee can elect to receive as salary (where salary means remuneration by way of regular periodical payments subject to PAYG taxation). (54) For the purposes of clause 53, the following items do not count as nominated salary: (55) Temporary loadings and allowances that are paid in addition to the remuneration package are not included as nominated salary for the purposes of the salary package unless provided for under the rules of the relevant superannuation fund. Examples of temporary loadings and allowances include: (56) Upon resignation or retirement, a leader’s accrued and related leave entitlements are paid at the base salary rate. (57) Refer to Motor Vehicles Guidelines - Executive Managers.Executive Remuneration and Appointment Procedure
Section 1 - Purpose
Scope
Section 2 - Glossary
Section 3 - Policy
Section 4 - Procedure
Part A - Roles and responsibilities
Part B - Appointment of senior, executive and senior executive leaders
Appointment
Renewal of an appointment
Part C - Probation
Part D - Performance management and performance agreements
Annual performance planning
Annual performance review
Performance improvement plan
Part E - Remuneration
Remuneration on appointment
Remuneration progression
Bonus payments for outstanding performance
Attraction/retention allowances
Part F - Review of remuneration progressions decisions
Part G - Superannuation
Part H - Resignation or retirement
Section 5 - Guidelines
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for senior, executive and senior executive leaders.