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Performance Management System


The purpose of Treasury’s Performance Management System is to:

  • improve the work in Treasury by reviewing each employee’s work performance;
  • provide the basis for establishing the base pay of all employees and any temporary payments; and
  • provide a basis for developing employees in their current roles.

The Performance Management System also:

  • promotes open two way feedback;
  • improves task assignment on an ongoing basis;
  • provides upward feedback on managers in Treasury; and
  • sets out provisions for addressing underperformance


The Performance Management System applies to all staff except the Secretary.

Frequency of Appraisals

There are two formal performance appraisals per annum, conducted in February and August. These are meetings between the immediate manager (IM) and the appraisee to assess the performance of the appraisee over the appraisal period.

Ongoing Feedback

The Appraisal Meeting is only one of the activities contributing to improved work performance that occur throughout the six month review periods. It is expected that between formal Appraisal Meetings the IM will:

  • provide ongoing feedback and coaching;
  • follow-through on development opportunities;
  • apply Treasury’s risk management framework; and
  • provide effective task assignment and review.

Additionally, it is expected that on an on-going basis all employees will refer to the appropriate work level standards in the Work Value Matrix in evaluating their own work performance.

The key supporting documents that are integral to the operation of the Performance Management System are:

  • the Treasury Mission Statement and statement of Treasury People Values;
  • Group and/or Divisional Operational Plans;
  • individual Job Statements;
  • the individual’s last appraisal outcome;
  • the statement of Treasury Role Accountabilities; and
  • the Treasury Work Value Matrix .

The Job Statement

The Job Statement specifies the current classification, role, qualifications and/or additional tasks required over the next six months for each employee. The Manager-one-Removed (MoR) will determine Job Statements taking into account:

  • the role accountabilities;
  • any qualifications required to perform the role; and
  • any additional tasks or expectations.

Treasury Role Accountabilities

  • The Treasury Role Accountabilities statement sets out the accountabilities of the five levels of the Treasury management structure.

The Work Value Matrix

  • The Work Value Matrix sets out the standard expected at each classification level against seven criteria.

Pay Outcome Opportunities

The following pay outcome opportunities can result from the PMS:

  • Base pay changes as determined within a classification level;
  • Permanent Advancement within a broadband

Links to other Treasury processes

The standards contained in the Work Value Matrix will provide an important point of reference for Non-SES selections. Selection Committees will also use the Work Value Matrix as a basis for discussion with external applicants’ referees.

Access to pay decisions

Staff will be able to obtain copies of Job Statements for any roles from the Manager, Human Resources. This will apply to all employees whether employed under AWAs or the Certified Agreement.

Openness about pay outcomes will signal to staff what is valued, provide discipline to fair management decisions consistent with Treasury’s expressed values, and give credibility to management processes.