Review into the treatment of women at the Australian Defence Force ...

Chapter 7: ADFA’s Structure and Staffing – Recommendations 11-15ADFA also uses the PULSE (Profile of Unit Leadership Satisfaction and Effectiveness) climate survey toprovide feedback to measure and receive feedback on personnel’s experiences and perceptions, andstaff receive feedback from undergraduate assessments (via online surveys) at the end of each block oftraining. 87Audit findingsA comparison of the 2011 and 2012 Performance Appraisal Report (PAR) documentation for eachService indicated that there has been no change in this area.Despite a number of requests over a period of time the Audit did not receive any direct evidence aboutspecific changes to the PAR process to incorporate the feedback noted in the Recommendation. TheRIT stated that PARs are different for each Service, and are reviewed periodically to reflect changesin the ADF Pay and Conditions Manual and/or Defence Enterprise Collective Agreement and/or toincorporate other organisational requirements. 88 The Review was aware of this when it framed itsRecommendation.The RIT acknowledged that the point of the Recommendation is to change behaviour but suggestedthat:And that:This is already done, because desired behaviours are reported on if they are absent. At ADFA thethreat of a poor performance report is less motivating than peer pressure and competition withhigh performing staff (who are the norm).The degree of adherence is usually not an issue, because any lack of adherence isunacceptable. 89The evidence gathered by the Review, however, indicated that this is not always the case, hence theRecommendation.The Audit did not observe performance feedback being provided to staff. However the RIT hasconfirmed that this feedback is provided and that ‘poor application of equity and diversity’ isdiscussed. 90 The confidential nature of performance assessment and the generic nature of the PARsmean it is difficult to provide assurance or evidence to the Audit that these elements are now betterincorporated into performance feedback.The Audit acknowledges that the combination of the LSI/360 degree feedback program, strategic use ofPULSE surveys and ongoing feedback from undergraduates and peers provides avenues for issues tobe raised and incorporated into performance appraisals.These are powerful and effective mechanisms for professional development and strategic organisationalresponses to issues and ADFA is to be commended on these initiatives.Given that the Life Styles Inventory/360 degree program was developed for Navy, there is a requirementto amend some of the elements to make it more relevant in a tri-Service environment. The Audit alsosuggests that, as in Navy, the coaching component be offered to assist ADFA staff to apply the learninggained in their workshop to enhance their leadership effectiveness. 91 The Audit trusts that the ADF willsupport ADFA in ensuring this program continues to be delivered and is customised as appropriate, andthat course participants be offered coaching to continue their leadership development.62