The Criteria for Academic Performance Policy has been updated. A copy of the previous version of the policy is available for reference.


Criteria for Academic Performance - Policy

Printer-friendly version

1.0    Purpose and Scope

The purpose of this policy is to set out the criteria to be applied in the Annual Performance and Development (APD) process, and the Confirmation of Appointment and Promotion processes for academic staff. The criteria will assist academic staff in planning for their career development and guide supervisors in the appraisal of staff as well as their readiness for confirmation and/or promotion.

The criteria represent The University of Queensland's (UQ or the University) formal expectations of academic staff in the conduct of teaching, research, supervision and researcher development, and citizenship and service. Any expectations of academic performance set at the School, Faculty or Institute level are subordinate to these criteria and must be consistent with them.

This policy applies to all academic fixed-term and continuing staff. This policy does not apply to casual academic staff or Industry Appointments made under the 'Non-Traditional Pathway'.

Staff must perform their duties in accordance with UQ values and the principles as set out in the Code of Conduct.

2.0    Principles and Key Requirements

Performance expectations within the Criteria for Academic Performance are categorised under four Domains: Teaching, Research, Supervision and Researcher Development, and Citizenship and Service.  Within these Domains, there is a range of internal and external activities which academic staff may undertake in their roles.

While there are some common elements to performance expectations across disciplines, particularly in the Domain of Citizenship and Service, the nature and emphasis of each academic activity within Domains can vary across academic disciplines.  The Guidelines on Evidencing Academic Achievement lists a broad (but not exhaustive) range of examples of academic performance indicators that acknowledges the diversity of academic achievement.

The Criteria for Academic Performance have been designed as a principles-based framework that has regard for the following issues:

  • Relative to opportunity.  A staff member's performance will be assessed against the criteria with regard to circumstances that impact on performance relative to opportunity. In terms of expectations for activity and output, consideration will be given to the fraction at which they are employed, periods of absence and/or personal circumstances. Where information about a staff member's personal circumstances is provided, that information will remain confidential to the assessing individual and/or committees.

  • Supervisory expectations.  The annual process of goal setting during the APD, in conjunction with the academic category of a staff member, provide the basis for the relative expectations of a staff member for performance in each of the Domains to be assessed against the criteria.

  • Diversity among disciplines.  The criteria are intended to achieve clarity about University expectations of academic staff performance, without inappropriate rigidity.  Understanding discipline norms, and differences that result in for example, research output types or teaching practices, is an important component of assessing academic performance.

  • Seniority and experience.  The criteria describe how more senior staff are expected to make a greater contribution to leadership of their discipline, organisational unit and the University. This responsibility for greater leadership applies across teaching, research, supervision and researcher development and citizenship and service. Individuals often make a particular contribution in an area of strength which may change during their career and in response to the needs and opportunities of the institution.

  • Equity.  A staff member should not be treated less favourably or subject to direct or indirect discrimination as a result of a protected attribute as outlined in the Discrimination and Harassment Policy. For clarity, a list of the protected attributes is supplied within the Appendix.

2.1    Relationship to confirmation and promotion processes

In the years preceding an application for continuing appointment or promotion, staff should prepare by referring to: the guidelines for those processes; their own conditions of appointment; any other advice through the mid-term review and APD process; and to requirements for mandatory staff development programs. Staff should consult their supervisors about any implications for assigned duties and performance expectations.

For the purposes of a staff member undergoing the APD process, mid-term review or confirmation at a particular level of appointment, the criteria applicable to that level will be applied.

Confirmation in a continuing appointment is based primarily upon the assessment of the staff member’s performance over the relevant probationary period, against the criteria for the level of appointment set out in this policy, and in the light of the Probation and Confirmation of Continuing Appointment (Academic Staff) Policy and Procedure. For example, a staff member seeking confirmation at Level B will have the Level B criteria applied. Recognition of trajectory, based on available evidence, may be appropriate.

In assessing the performance of staff seeking promotion, the criteria for the level being sought will be applied, in conjunction with the Promotion of Academic Staff Procedure. For example, a staff member seeking promotion to Level C will have the Level C criteria applied. Recognition of trajectory, based on available evidence, may be appropriate.

2.2    Academic category

Academic staff will be allocated an academic category of Teaching and Research (T&R), Research Focused (RF), Teaching Focused (TF) or Clinical Academic (CA) as noted in their offer of appointment or relevant variation letter. The academic category serves to denote the areas of principal contribution.

The University recognises the diversity of academic achievement over the course of an academic’s career and acknowledges that the patterns of activity vary widely across academic categories, disciplines and the level of appointment. Where relevant, this may lead to a change of academic category.

Supervisors and Heads should ensure the fair and transparent allocation of an appropriate balance of activities in line with the academic level and category of their staff, alongside requirements outlined within the Academic Staff Workloads clauses within the Enterprise Agreement and the Workload Allocation for Academic Staff Policy and Guidelines.

2.3    Criteria for Academic Performance

The following tables outline the expectations for performance by level of appointment and across all four Domains.


3.0    Roles, Responsibilities and Accountabilities

3.1    Academic staff

Academic staff should ensure that goals set and activity undertaken in their roles is consistent with the outcomes articulated in the Criteria for Academic Performance. Academic staff will be required to demonstrate their achievements in relation to this Criteria in the APD process as well as in the Confirmation and Promotion processes, where relevant.

3.2    Academic supervisors

Academic supervisors are required to consider the requirements of the Criteria for Academic Performance when assigning duties and evaluating performance, in particular for staff seeking promotion or undergoing processes related to the Confirmation of Appointment.

3.3    Confirmation and Promotion Committees

Confirmation and Promotion Committees are required to ensure that all assessment of applications for Confirmation and Promotion of Academic Staff are undertaken in accordance with the Criteria outlined in this policy, noting the requirement to use judgement where relevant in accordance with the identified principles.

4.0    Monitoring, Review and Assurance

The Chief Human Resources Officer, in consultation with the Provost, will be responsible for the continual monitoring of the effectiveness and application of this policy.

5.0    Recording and Reporting

The Criteria for Academic Performance will be reflected in all relevant academic performance documentation contained in the Human Capital Management System (Workday). All documentation associated with the application of these processes will be retained within Workday in the relevant staff member’s employee record.

Similarly, the allocated academic category for each staff member will also be recorded within Workday. Information regarding the composition of the academic staff cohort across the relevant academic categories will be reported on as required.

Reports to assess Continuing Appointment and Promotion outcomes and Annual Performance and Development process completion rates will be produced by Human Resources to assist with monitoring, review and quality assurance.

6.0    Appendix

Academic category - academic appointment type i.e. Teaching and Research, Teaching Focused, Research Focused or Clinical Academic.

Domains - the four areas of performance expectation: Research, Teaching, Supervision and Researcher Development, and Citizenship and Service.

Enterprise AgreementThe University of Queensland Enterprise Agreement 2021 - 2026, or as amended or replaced.

Protected attributes - one of the attributes contained within Commonwealth and State legislation:

  • sex

  • relationship status

  • pregnancy, or potential pregnancy

  • parental status

  • breastfeeding

  • age

  • race, including colour, national extraction, nationality, national or ethnic origin and immigration status

  • disability or impairment

  • religious belief or religious activity

  • political belief or activity

  • trade union activity

  • lawful sexual activity

  • gender identity

  • sexuality

  • intersex status

  • social origin

  • family or carer's responsibilities

  • association with, or relation to, a person identified on the basis of any of the above attributes.

Chief Human Resources Officer


Industry Appointment - Guidelines

Printer-friendly version

1.0    Purpose and Scope

These guidelines have been developed to support the employment of Industry Professors and Industry Associates at the University of Queensland (UQ) and provide a set of guiding principles around the recruitment, criteria, and engagement for these types of appointments. For the purposes of these guidelines, Industry Professor and Industry Associate positions will be referred collectively as Industry Appointments.

These appointments are separate and distinct from the Unpaid ‘Industry Fellow’ Title process articulated in the Industry Fellow policy (PPL 5.20.14).

2.0    Background

The introduction of Industry Appointments is an important step in developing impactful and meaningful connections between industry and UQ. These appointments have been designed in response to UQ’s strategic plan to support education and research translation and to develop stronger industry links, while continuing to drive business development. They are intended to facilitate and enable both:

  • the University’s engagement in formal Government initiatives such as Trailblazer and the ARC Industry Fellowships that are specifically designed to connect universities externally; and

  • other projects, initiatives, or opportunities contributing to directly to the academic endeavour which would benefit from the appointment of an individual with industry expertise.

To support these objectives, Industry appointments are intended to provide a mechanism to appoint highly distinguished industry experts who don’t have an academic background, for example a PhD or lengthy publication record, noting that the academic appointment and performance processes are orientated towards traditional academic roles.

Appointments of this nature may be offered to individuals making valuable contributions in the areas of industry, business, government, and the not-for-profit sector. Where possible, appointments should be structured to allow other areas of the University to benefit from the distinct knowledge, skills and relationships that these individuals will bring to UQ.

Given the nature of the impetus for Industry Appointments, these appointments are not intended as a pathway for progression for existing staff. To that end, current UQ employees will only be considered for an Industry Professor or Industry Associate position under exceptional circumstances.

3.0    Selection and Appointment

3.1    Appointment Criteria

To ensure flexibility in each engagement and contribution to UQ, each appointment will require an individual statement of duties that clearly sets out the expected output of the incumbent while in the position. These outputs will be based on the skillset of the individual and strategic advantage to the broader academic purpose of the University, noting this contribution may be broad or limited to one specific academic domain.

Following the appointment of an individual to an Industry appointment, KPI’s and objectives consistent with the duty statement will be agreed between the staff member and the Manager. For clarity, Industry Professor and Associate appointments are not a mechanism to appoint staff to provide professional or consulting services.

In conjunction with the position description, the below criteria should be used to assess the level that the incumbent will be appointed to.

3.1.1    Industry Professor

At Industry Professor level, the incumbent will typically demonstrate:

  • Exceptional eminence and thought leadership in their field, evidenced by significant influence in the external sector.
  • Outstanding impact and accomplishments in their field, resulting in wide-spread recognition as an industry expert.
  • Expertise in a body of knowledge and/or skillset in an area of strategic importance at UQ, with the ability to transfer this into meaningful educational experience, research outputs, industry engagement and/or business development.
  • Behaviour that demonstrates alignment to UQ’s values.

3.1.2    Industry Associate

An Industry Associate will be required to exhibit similar attributes to those set out for an Industry Professor, but with a focus on exceptional skill and expertise within their field rather than leadership. To this end, it would be expected that an Industry Associate would likely not have achieved the same level of impact or eminence as an Industry Professor.

3.2    Appointment Details

Industry Professors and Industry Associates will be employed by UQ on fixed-term contracts, that are typically for a period of 3 years. Candidates can be considered for reappointed at the conclusion of a fixed-term appointments. While it is generally expected that these positions will be full-time, fractional appointments may also be offered where doing so provides a demonstrable strategic advantage or is mutually beneficial. Where a fractional appointment is proposed in order to allow the candidate to continue employment elsewhere, consideration should be given to the Consultancy, Secondary Employment and Internal Work policy, Conflict of Interest policy, and the Intellectual Property policy.

Consistent with the process for identifying the Appointment Criteria identified in section 3.1, consideration should also be given to the mechanism for appointment. Two appointment pathways are available:

Non-traditional Pathway

As Industry Appointments would not ordinarily be expected to meet the breadth of the Criteria for Academic Performance, would not be eligible for the Promotion process and not be subject to the academic probationary processes due to the fixed-term nature of these roles, Industry appointments would primarily be aligned with the framework of HEW 10 appointments.

The level of appointment and remuneration is expected to be commensurate with their industry experience and impact as outlined in the appointment criteria set out in section 3.1.

Traditional Pathway

There may be some circumstances where it may be more appropriate to for an Industry appointment to be made under the ordinary academic scale. For example, appointments made under the ARC Industry Fellowship scheme, when the appointee has a PhD and/or academic history prior to their industry experience, or when the expected contribution covers the majority of the Criteria for Academic Performance.

3.3    Appointment Process

In considering the requirements of the role, it may be determined than an open recruitment process including advertisement using a generalised statement of duties is appropriate. However, where appropriate due to specific requirements having been identified, or where an appropriately eminent industry practitioner is identified, a targeted activity via an ‘appointment by invitation’ approach may be used. This determination shall be made by the relevant Authorised Officer, relevant to the appointment level and classification.

In the case of an invitation to interview, the following documents should be provided to the Authorised Officer:

       - Current curriculum vitae;

       - Statement of duties clearly outlining the expected outputs for the incumbent; and

       -  A written statement of endorsement from the Executive Dean/Institute Director providing            a justification for the creation of an Industry Appointment position.

3.4    Renewal process

Upon completion of a fixed-term contract, the relevant Executive Dean/Institute Director, in consultation with the relevant Head of School/Centre Director, will assess if the re-appointment of the individual is appropriate noting the strategic objectives of the initial appointment and if the key measures or indicators of success were achieved.

If the incumbent was initially appointed as an Industry Associate and a significant achievement in eminence, thought leadership or equivalent since the initial appointment can be demonstrated, the area will be permitted to submit a request to appoint the person at Industry Professor level via an Invitation to Interview process. UQ’s standard recruitment procedures will be followed to assess if the individual meets the criteria set at the Industry Professor level.

4.0    Roles, Responsibilities and Accountabilities

4.1    Staff member

Staff members appointed as Industry Appointments are expected to adhere to all of UQ’s policy and procedures, alongside all directives provided to them by their managers, Head of Organisational Units and/or Executive Deans/Industry Directors.

4.2    Manager

Managers are responsible for ensuring they provide the incumbent with appropriate resources, support, and a collegial environment as required for success in an academic setting.

4.3    Executive Dean/Institute Director

Executive Deans and Institute Directors are responsible for ensuring the appointment and any re- appointments are made appropriately.

4.4    Provost

The Provost is responsible for ensuring the number of Industry Appointments made by UQ as a whole are appropriate and commensurate with the distinction of the title and UQ’s strategic objectives.


Chief Human Resources Officer
Chief Human Resources Officer