GCDocs # Implementing Performance Management Programs

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Implementing Performance Management

Programs

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Overview of the Performance Management Program

What’s Changing

BEFORE the Directive…

NEW REQUIREMENTS as of April 1, 2014…

No policy requiring performance

management for employees other than Exs

or equivalents

Directive requiring performance management for all

employees

No mandatory training

Consistent, mandatory training for managers (G140)

through Canada School of Public Service (CSPS)

Departments use different processes / forms Standardized process and performance agreement

template, and all employees must have annual

performance agreements and mid-year review

Lack of monitoring of probationary periods or

formal sign-off of “successful” completion

Active monitoring, including attestation that

employees have passed the probationary period

Inconsistent follow-up and sporadic feedback

on performance

Standardized follow-up process and regular ongoing

feedback, including an Action Plan to help employees

who are struggling improve performance within

defined timelines

No standardized departmental performance

management programs

Mandatory departmental performance management

programs, including a structure (i.e., review panels) and

process to review results

No tracking and reporting of outcomes (e.g.,

training take-up, promotions, demotions,

departures, etc.)

Departments required to maintain records of employee

performance ratings and performance management

outcomes that can be rolled-up across the Core Public

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Performance management program

components

3

• Annual wri*en performance

expecta3ons, learning and

development plan and , if required, ac3on plan or talent management plan

• Process includes mid-‐year review , annual performance assessment and ra3ngs , recogni3on, ac3ve

monitoring of proba3onary periods/a*esta3on, And earliest possible

iden3ﬁca3on of

unsa3sfactory performance

• Maintaining records of distribu3on of employee performance ra3ngs • Monitoring compliance with

Direc3ve

• Conduc3ng an annual self -‐ assessment of performance management program quality

• Mee3ng OCHRO repor3ng requirements

• Oversight, ensuring 3meliness and maintaining wri*en records

• Ensuring all appropriate steps taken for

employees who have surpassed expecta3ons and those who have not met them

• For decisions including withholding pay increments, transfers, demo3onsor termina3ons, ensuring that there are no other op3ons and a consistent and fair approach is being applied across the organiza3on

• Ensuring that managers /

supervisors have taken mandatory training, are supported and are managing employee performance appropriately

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Directive’s main requirements –

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5 Motivating the middle

Deal with unsatisfactory

performance

• Clarify expectations

• Identify issues /

corrective measures

(Action Plan)

• Regular feedback

• Track progress

• If corrective measures

unsuccessful, withhold

pay increments,

demote or dismiss

Encourage and

maintain strong and

excellent performance

• Talent management

• Succession planning

Build on good

performance:

• Clear expectations

• Identify areas for

improvement

• Targeted learning and

development plans

• Coaching/mentoring and

on-going feedback

• Track progress

• Awards & recognition

Unsatisfactory

_Good

Excellent

Performance Agreement

Corporate Business Planning

Strategic HR Planning

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Approach to rating performance

5 = Surpassed; 4 = Succeeded

+

; 3 = Succeeded;

2 = Succeeded

-

; 1 = Did not meet

5 4 W o rk O b je ct iv e s R a ti n g

Core Competencies Rating

2 3 4 4 4 2 3 3 2 3 4 1 1 2 2 3 3 1 2 2 2 2 3

1

2

3

4

5

Consider developing a talent management plan Definitely develop an action plan

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Support to Implementation

7 What

Who

delivers?

TRAINING

• Performance Management for the Government of Canada - G140 for managers/supervisors (MANDATORY) • CSPS’s Performance Management Curriculum Courses

CSPS

WORKSHOP

• TBS’ Workshop for Employee in the format of a “train-the-trainer” (October 2013 – March 2014)

• TBS’ Workshop for Managers/Supervisors in the format of a “train-the-trainer” (October 2013 – March 2014)

TBS/OCHRO

EVENTS

Cascading events (Oct to Jan):

• Deputy Heads Leaders Forum (September 26th₎ • Half-day learning session- ADM (INCLUDE DATES) • Half-day learning session- EXs (INCLUDE DATES)

• Half-day learning session-Managers/Supervisors (INCLUDE DATES)

CSPS-TBS/OCHRO

•  Special HR/LR/ICMS session (October 3rd₎ _TBS/OCHRO

•  Presentations and updates on performance management project to various stakeholders: (Regional Federal Councils, Human Resources Council Labour Relations, Informal Conflict Management System, National Managers Community, National Joint Council, Required Training Coordinators, AS Community, Federal Youth Network, etc) (ONGOING)

TBS/OCHRO

TOOLS

(available on TBS Performance Management Website) Week of Oct 15th

• Performance Agreement (PA) and instructions

• Program Guide (“how to establish a performance management program”) • Employee Kit

• Managers/Supervisors’ Guide

• 10-steps checklist to establish a departmental review panel • Q&As

Note: Deputy Heads’ package will not posted online – provided already to DHs (ncludes: role and responsibilities of review panels and synopsis)

TBS/OCHRO

COMMUNICATION

•  Launch email package to announce tools and upcoming events from Chief Human Resources Officer to Depuiy Heads/Heads of HR/Heads of Comms that would include:

•  Template message for employees, template message to managers/supervisors, media lines, Q&As, 50/100 word articles to be used for departmental HR bulletins)

TBS/CSPS

ONGOING

SUPPORT

•  TBS Performance Management Website or [email protected]

•  Weekly webcasts to trouble-shoot implementation of first formal performance management agreements for all CPA employees (Jan to March 2014)

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Support from OCHRO

• Through year one and beyond, we will track and respond

to issues identified by departments and agencies

• We will update tools and training to reflect evolving needs

• As part of the implementation support access expertise

will be established such as weekly calls with expertise

from LR, HR, prepared to provide advice

• We will take a leadership role to build capacity in key

enabling communities, including:

–

 

Labour relations

–

 

HR (i.e., staffing, onboarding, succession planning, etc.)

–

 

Learning and development

–

 

Legal services

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More information

For more information, please consult the

Performance Management

website

or send us an

email at

[email protected]

.

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ANNEX

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Key performance management

program outcomes

11 Employees

Know how their work contributes to business

priorities and organizational goals

Receive regular feedback about how they are doing in their

jobs and understand how they can better meet their goals and

objectives

Perceive performance management process as fair, respectful and

beneficial

Managers &

Supervisors

Manage performance and contribute to development of direct reports in support of their unit’s objectives

Able to clearly articulate performance

expectations and provide feedback employees find useful

Perceive engaging employees about their

performance as a fundamental

leadership responsibility and normal part of their job

Executives

Can improve organizational performance overall Have better management information to match employees to jobs and

for resourcing employee learning and

development Make strategic and

timely promotion, transfer, demotion and

termination decisions, aligned to business

priorities

Deputy Heads

Have assurance that performance management interventions are strengthening performance and productivity across their departments/ agencies Have necessary information to build and align workforce capabilities to the

organization's mandate and evolving business needs, and to the goals and priorities of the Government of

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