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Employee Development & Review Scheme (EDRS) Division of Human Resources Fact Sheet What is the Employee Development and Review Scheme (EDRS)? What is people management? When is the EDRS undertaken? Who participates in the EDRS? What documents should be referred to? How to identify development opportunities for the Employee Development Plan? What is unsatisfactory performance? How is unsatisfactory performance managed? The Employee Development and Review Scheme (EDRS) incorporates processes of planning, monitoring, reviewing, improving and, where appropriate, recognising the performance of employees. The overall purpose of the EDRS is to enhance the capability of the University by developing an employee’s skills and knowledge to meet or exceed the performance requirements for their current position or to prepare them for another for another position or more senior role they may wish to pursue. People management is the overarching approach to working with staff. It includes the processes of induction, probation, formal annual review, professional learning and development Activity Annual Performance Meetings Notification to Division of Human Resources – Staff ineligible for salary progression Salary progression for eligible staff Academic Staff From October to December each year By 31 January each year General Staff From January to March each year By 30 April each year 1 March each year 1 June each year All Academic and General/Professional staff who have successfully completed their probation. For staff Report from your last annual meeting Position description – current and/or updated Evidence supporting achievements Information about professional development opportunities ERDS Handbook for staff CSU Enterprise Agreement 2013-2016 CSU University Strategy 2013-2015 For Managers in conjunction with the above Evidence to highlight unsatisfactory performance ERDS Handbook for Managers The 70:20:10 Model views development as occurring through three types of activity. A good development plan will consider all three components: 70% On-the-job Experience 20% Learning from Others 10% Formal Learning The ratio shows that formal learning plays only a part in employee development. Unsatisfactory performance is identified when a staff member’s performance does not meet a satisfactory standard or does not reach the agreed objectives and targets. The process for managing unsatisfactory performance is outlined in the ‘Guidelines on the Management of Unsatisfactory Performance’ In the event of any discrepancy between this fact sheet and the Enterprise Agreement or Leave Manual, the terms of the Agreement or Leave Manual will prevail. Last Reviewed: March 2014