Improving Performance Sample Clauses

Improving Performance. A. Improving the deficient performance of employees is in the best interests of the individual employee and promotes the efficiency and effectiveness of the Agency. The objective of the improvement process is to eliminate deficiencies in an employee’s performance. This process is intended to be corrective in nature, not punitive. B. This process is not intended to address misconduct or remediation matters (e.g., habitual tardiness). Such matters should be dealt with under Article 45: Disciplinary Actions and/or Article 46: Adverse Actions. C. Deficiencies in performance should be recognized and their causes determined as soon as they become evident. Most deficiencies should be corrected through normal interactions between the employee and supervisor. Such interactions should take place prior to the issuance of an EPP. An EPP is intended for those situations where deficiencies continue and should be issued at the earliest opportunity. An Unacceptable proficiency rating may not be given to an employee prior to the employee having completed the EPP. A review during the sixth or seventh month of the performance cycle, and the final review period, are not and should not be the only opportunities for the Agency to issue ▇▇▇▇. D. At the time the EPP is provided to the employee, it shall be discussed with the employee. Prior to the onset of the meeting for discussion of the EPP, the employee will be advised that a request for Union representation at the meeting will be honored. As part of the EPP discussion process, the employee will be afforded the opportunity to make verbal or written comments. The employee and supervisor will sign and date the EPP, indicating only that the employee has received a copy. E. The EPP provided for above will contain: (1) Identification of the Competency Area(s) in which the employee is deficient; (2) An explanation and/or examples of the specific duties which are not being performed adequately; (3) Advice as to what the employee must do to bring performance to a Successful level; (4) A statement that the employee will be given a minimum of sixty (60) days to demonstrate improvement in performance; (5) A description of the type(s) of assistance the Agency will make available (e.g., formal and/or on-the-job training, increased supervision, etc); (6) A warning of the possible consequences of unimproved performance, and if applicable, advice that the employee's within-grade increase will be withheld; (7) A statement that employee reques...

Improving Performance. Faculty members whose evaluations contain specific recommendations for improving performance shall consult with the Program Director to discuss a plan to accomplish the specified improvements. The Program Director shall finalize a plan for improvement. 14.9.1 The plan for improvements shall contain a timetable with specific dates for meeting the recommended improvements. The Program Director shall review the plan for compliance.

Improving Performance. C1 : Strategies for Improving Performance

Improving Performance. SECTION 1 “Unacceptable performance” is defined as performance by an employee that fails to meet one or more critical job elements of her/his performance plan. The term “

Improving Performance.  Depends on the terms of the specific agreement and can be a matter of differing expectations which can be overcome by having an open dialogue with the strata managing agent.  Contract terms could be sought to be modified to include KPIs, although they are difficult to measure and set due to the fact that KPIs are often monetary targets.  Before seeking to terminate an agreement advice should be sought in regards to the balance of the agreement, repudiation, etc.  An owners corporation may terminate the appointment of a strata managing agent in accordance with the instrument of appointment if authorised by resolution at a general meeting of the owners corporation - Section 27(2) of the Act.  Termination of a contract may occur where there is poor performance by a managing agent.  The usual obstacles a scheme may face in the process of terminating an agreement may include difficulty in convening a meeting, invalid requisitions, obtaining strata roll and documents from the managing agent, liens and refusal to hand over scheme’s records. T: (▇▇) ▇▇▇▇ ▇▇▇▇ E: ▇▇▇▇▇▇▇▇▇▇@▇▇▇▇▇▇▇▇▇▇.▇▇▇.▇▇ M:0403 738 996 W: ▇▇▇.▇▇▇▇▇▇▇▇▇▇.▇▇▇.▇▇ ABN: ▇▇ ▇▇▇ ▇▇▇ 437 P: PO Box 514 NORTH SYDNEY NSW 2059 AUSTRALIA Liability limited by a scheme approved under Professional Standards Legislation  The Consumer, Trader and Tenancy Tribunal can appoint a managing agent to exercise all or specified functions of the owners corporation, where orders are usually made only if:  the management structure of the scheme is not functioning or is a not functioning unsatisfactorily; or  owners corporation failed to perform one or more of its duties or to comply with an order made under the act.

Improving Performance. At the 2-digit level, Macquarie was rated as achieving below world standard in three areas: Mathematical Sciences, Medical and Health Sciences, and Commerce, Management, Tourism and Services. In each of these three areas Macquarie has commenced activities aimed at increasing the quality of the research undertaken in these areas. In February 2012, ▇▇▇▇▇▇▇▇▇ ▇▇▇▇▇ ▇▇▇▇▇, an internationally renowned research leader in the study of genes involved in susceptibility to disease, commenced at Macquarie in the role of ▇▇▇▇ of the Australian School of Advanced Medicine (ASAM). Under ▇▇▇▇▇▇▇▇▇ ▇▇▇▇▇’▇ strategic oversight, ASAM is building areas of research excellence in the areas of neuroscience, oncology, and genetics and infection. The University is also exploring means by which it can ▇▇▇▇▇▇ closer collaboration and translational research with researchers and clinicians in the Macquarie University Hospital. Major changes to the staff profile have been made within the Department of Statistics and high level research appointments have recently been made in the Department Marketing and Management as an investment in raising the quality and profile of the University’s research in these areas. Macquarie is also looking to increase its performance in the area of Engineering for which it achieved a rating of 3 at the 2-digit level under ERA 2012. In mid-2012 ▇▇▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇ ▇▇▇▇ was appointed as the Head of Mechanical Engineering and she is currently building an area of research in Novel engineering materials (metal alloys and ceramics), particularly those with novel structures that lead to enhanced engineering performance. Future areas of research excellence will be identified by the presence of strongly performing individual staff in allied areas of research, or small groupings of collaborating staff undertaking high quality research at the project level. These staff will be encouraged to establish formal groupings, first through Faculty Research Centres and ultimately through centrally funded Macquarie University Research Centres (MQRC). All MQRCs are strongly encouraged to seek major external research funding or national research centre standing within five years of establishment. Areas identified as established or emerging areas of research excellence are supported to succeed by the University’s policy of aligning external research fellowship applications (Discovery Early Career Research Awards, ARC Laureate and Future Fellowships, NHMRC Fellowships), and major re...