PERFORMANCE PLAN Year-End Performance Review

Transcription

1 2014

2 Year End Performance Review Note: In this form, Supervisor is the direct supervisor or manager of any employee being reviewed. PERSONAL INFORMATION Employee name: Position title: Employee ID: Supervisor name: Supervisor title: Department: Region/Headquarters: Division: Performance period: Review date: Process: The employee completes the green-shaded items in this form and provides the form in soft-copy to their supervisor at least 2 weeks before the planned meeting date. The supervisor then completes the blue-shaded items in this form, without editing the employee s content in the green-shaded areas. If the supervisor requires additional information about the employee s performance, they may opt to use the Third Party Input Form, by sending it to the selected third party 2-3 weeks before the employee s meeting date. The feedback should take into account the employee s self-review, any third party input, the job description, documented objectives, feedback documented over the course of the year, and other sources of information. Supervisors may also find it helpful to access previous reviews and the competency and performance management reference documents. The employee and their supervisor meet to discuss the review, and edit the form (with objectives, learning plans, additional notes, etc.) after that meeting. The review form is signed by the employee and their supervisor, and then by the next line of management. (Once formal reviews are completed in eperformance, there will be a fourth and final level of approval provided by Deputy Ministers or an equivalent.) The form should be submitted in hard copy (so that we have signatures on file) and by (so that we have a soft copy that can be integrated into our new performance management system). Eventually, reviews will be submitted and managed online. All reviews must be completed and submitted before the deadline. Guidance key reminders: Consider performance over the entire year, reviewing documented feedback, goals and objectives and other sources of performance information. If required, use the Third Party Input Form to obtain a more well-rounded perspective on performance. It can be used to collect feedback from key stakeholders (department, team, individual), a former supervisor, a leader of a cross-department team, or any other valuable source of insight into performance. The third party input is not meant to be a formal record, but rather a tool for the supervisor to use. Any third party input should be edited accordingly as appropriate for the formal review. Remember to use constructive feedback techniques. The goal is to improve performance, so feedback needs to be carefully presented so that it is internalized and acted on. Ensure that you are recognizing strengths and achievements, and are not just documenting opportunities for improvement. Similarly, provide even your strongest employees with ideas for areas where they can grow. 1

3 Year End Performance Review Resources: For assistance with the form, guidance on wording, coaching, or advice on challenging issues, contact your Human Resources Representative. If the supervisor and the employee cannot resolve a difference in perspective, the supervisor s own supervisor should be consulted. Resources such as training materials and job aids are also available on the HR website. Green The employee completes these items Blue White The supervisor completes these items Planning sections (IV and V) are completed together (and submitted in eperformance this year), although the employee and supervisor may add ideas/notes to eperformance throughout the process 2

4 Year End Performance Review SECTION I RESULTS AGAINST OBJECTIVES This section is all about what the employee contributed last year. In the sections that follow you will also provide feedback on how the employee contributed. Employee: Enter information for each of your objectives for the past year, including both the objective and the measures as agreed to with your supervisor. Include any updates/changes that were agreed to over the course of the year. Provide comments on the results achieved as well as any important context. Supervisor: Review the information provided by the employee. Add comments on achievement and results, context and challenges, and/or feedback for the employee. Provide a rating for achievement against each objective (substantiated by your comments). (Click on a rating box and then select Checked to check the box, or delete the box and insert an X ) Provide an overall rating. The overall rating should be a summary, informed by your judgment of the relative importance of each objective, the results achieved, and the context; it is not necessarily an average of the ratings for each objective. Ratings: Partially/acceptably achieved (P/A Achieved) The objective was not met; there is a meaningful gap in achievement. The objective was not fully met, but other factors/circumstances must be considered. For example: The objective was almost met; results are close to what was expected/desired Achievement was limited by circumstances outside the employee s control, and the employee could not have avoided or addressed these circumstances The objective was met The objective was exceeded Objectives 1. Measures Employee s on Results Supervisor s on Results 2. Rating P/A achieved 3

5 Year End Performance Review Employee s on Results Supervisor s on Results 3. P/A achieved Employee s on Results Supervisor s on Results 4. P/A achieved Employee s on Results Supervisor s on Results 5. P/A achieved Employee s on Results Supervisor s on Results Supervisor s Overall Rating P/A achieved P/A achieved 4

6 Year End Performance Review SECTION II COMPETENCIES This section is about how the employee contributed last year and how the employee s behaviours align with the GNWT competencies. The GNWT Competency Model is summarized in the tables on the following pages. The levels increase as you move from left to right, so that Level 6 is the highest level for each competency. Levels are cumulative; a rating at Level 6 suggests that the behaviours described in Levels 1-6 are all in evidence. With respect to the use of competencies, in general: Senior Managers: Complete as part of 2014 review. Assessment to be formally combined with Results Against Objectives for Performance Summary (Section III). Supervisors/Managers: Complete as part of 2014 review. Assessment to be formally combined with Results Against Objectives for Performance Summary (Section III) ONLY after 2014 review. All other employees: To be assessed against competencies in Assessment notes after 2014 review should be recorded in eperformance. Assessment to be formally combined with Results Against Objectives for Performance Summary (Section III) ONLY after 2015 review. Employees: Provide comments on the behaviours you demonstrate under each competency. Provide examples where possible. The GNWT Competency Model provides more detail on the behaviours at each level; the descriptions below are summaries only. Supervisors: Review the information provided by the employee. Select the level of each competency demonstrated by the employee. Target levels are indicated in the table header. Within a given Level, you may indicate Low, Medium or High by selecting the appropriate rating box. For example, if the behaviours aligned in Level 2 are in evidence, and the employee is beginning to show Level 3 behaviours, you might suggest the rightmost of the three rating boxes under Level 2. (Click on a rating box and then select Checked to check the box, or delete the box and insert an X ) Ensure that your comments cover: Examples of behaviours supporting your rating; Any measures or evidence linked to these competencies (such as the extent to which a manager completes high quality performance reviews for staff, or effective budget/variance management); Particular strengths, specifically relating to competencies; Opportunities for improvement (phrased as constructive feedback) specifically relating to competencies; and Whether, on the whole, the employee is displaying the target level (or higher) for each competency. Constructive Feedback techniques to remember: #1 Helping to understand #2 Gaining acceptance #3 Inspiring action Choose specific examples Include positive messages Know what the key messages are Emphasize observed behaviour Be flexible Focus on the changeable Define ground rules in advance Be descriptive, not evaluative Suggest solutions 5

7 Target Levels for All Employees Target Levels for Supervisor and Manager Target Levels for Director, Regional Superintendent and equivalent Target Levels for ADM and Equivalent Target Level for Deputy Head Competency Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Authentic Leadership Level displayed: Employees Takes responsibility for own behaviour Contributes to a positive work environment Creates a positive team environment Builds effective and productive teams Promotes a positive and productive environment within department Builds a positive and productive workplace environment across GNWT Supervisors Systems Thinking Level displayed: Employees Links operational activities to larger goals Sees patterns when problem solving and decision making Analyzes potential solutions using diverse information Applies a longterm and broad perspective Incorporates trends and interconnections Understands impacts on vision and connections Supervisors Engaging Others Level displayed: Employees Builds rapport Connects with others Makes key contacts and shares information Develops effective relationships Maintains and uses a wide circle of contacts Builds networks and partnerships Supervisors 6

8 Target Levels for All Employees Target Levels for Supervisor and Manager Target Levels for Director, Regional Superintendent and equivalent Target Levels for ADM and Equivalent Target Level for Deputy Head Competency Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Action Management Level displayed: Employees Gets the work done and accepts change Monitors work towards goals and prepares for change Improves performance and adapts readily Sets challenging objectives and helps others adapt Improves performance more broadly and gains commitment for change Long-term view to goals and implements change Supervisors People Management Level displayed: Employees Manages self and works well with others Acts as a key team player and supports learning in others Improves self and gives direction to others Stays current and gives constructive feedback Motivates the team and acts as a coach/mentor Plans for future human resource needs and learning Supervisors Sustainable Management Level displayed: Employees Uses resources responsibly Identifies and advocates for resource effectiveness Makes links between sustainability and success of the GNWT Improves sustainability practices Develops, implements, and monitors systems Plans for the future sustainability of the GNWT Supervisors 7

9 SECTION III PERFORMANCE SUMMARY This section is intended to provide an overall summary of the employee s performance. Employees: Provide comments on your achievements, areas for development and feedback for the organization. Supervisors: Provide your comments on achievements. Provide your overall rating for the employee, taking into consideration: What the employee contributed (1) Results How they contributed (2) Competencies In general: For Senior Managers, both Results Against Objectives and Competencies should together be considered for this year s (2014) Performance Summary rating For Supervisors and Managers, only the Results Against Objectives should be considered for this year s (2014) Performance Summary rating. After the 2014 review, Competencies should also be considered. For all other employees only the Results Against Objectives should be considered for this and next year s (2014 and 2015) Performance Summary rating. After the 2015 review, Competencies should also be considered. Employee s In summary, what are the top 3 strengths or achievements that you would like to highlight (taking into consideration Results and Competencies)? Strengths and achievements: What are your top 3 areas for development or improvement? Areas for development or improvement: What are your short and long term career goals and plans, and how can the organization support you to achieve them? Career goals and plans: Do you have the resources (staff, materials, equipment, etc.) and support that you require to be successful? on materials and equipment: 8

10 Supervisor s Rating and We expect that most employees will match the rating/description highlighted in darker blue shading. Substantial and immediate performance improvement is required Improvement or development is required for the employee to meet expectations for results and/or competencies. Performance meets expectations (for results and competencies) most or all of the time, and may sometimes exceed expectations Performance meets all of the expectations (for results and competencies), and regularly exceeds expectations (typically 10-15% of employees) In summary, what are the top 3 strengths or achievements you would like to highlight for this employee (taking into consideration Results and Competencies)? Strengths and achievements: 9

11 SECTION IV OBJECTIVES FOR NEXT YEAR Identify objectives that will be undertaken in this current/coming year, along with measures, and an appropriate timeline and completion date for each objective. When describing the measures, be sure to consider how you will measure achievement for each objective at the Year End Performance Review. The measures for each objective should be specific, observable, and indicate progress or final objective completion. When identifying objectives, remember to write them as SMART goals. Objectives should be: Specific (specify a single result that is precise and observable); Measurable (written in observable terms specifying a quantifiable desired outcome where possible); Achievable (realistic and attainable, but represents an appropriate level of challenge); Relevant (directly related to the employee s responsibilities and within his/her control); and Time-based (time limited and progress towards the desired outcome can be reported). This section should be completed by the employee and supervisor together in eperformance. Use of this form is optional. Objectives Measures Timeline and Completion Date If no new objectives are being put in place, why not? 10

12 SECTION V INDIVIDUAL LEARNING PLAN Identify the learning goals and associated key learning activities, appropriate timeline, and completion date. The goals you create should be SMART goals (Specific, Measureable, Achievable, Relevant, and Time-based), and remember to focus on a few areas where further development could have a more significant impact on the employee s performance. Learning Goals: Identify the skills and competencies that will be the focus of learning for the upcoming year. When identifying a goal, think of the desired expected learning or final outcome. Type of learning goal: Identify whether a goal is Operational (Op) or Developmental (Dev) in nature. Operational goals: On-the-job training and/or classroom training that enables trainees to acquire the knowledge & skills necessary to reach the level of proficiency required to perform the full duties of a position. Developmental: Any learning activity to improve abilities, capabilities, competencies and attitudes in order to meet corporate needs. Key Learning Activities: Identify how the learning will take place. For example: specific developmental assignments, special projects, coaching/mentoring, acting assignments, reading, video, job shadow, classroom training, etc. Timeline and Goal Completion Date: Identify when the specific learning activities will take place and estimate a completion date for each learning goal. This section should be completed by the employee and supervisor together in eperformance. Use of this form is optional. Learning Goals Type Op Dev Key Learning Activities Proposed Learning Strategy Timeline and Goal Completion Date 11

13 SECTION VI SIGNATURES For Supervisor: I have discussed the contents of this Performance Plan with the employee in a review meeting and stand behind this review and my feedback. I will provide ongoing performance feedback to the employee and regularly review progress with the employee. I agree to and support the proposed Objectives and Learning Plan Signature: Date: Name: For Employee: I acknowledge that I have received the review feedback, and that I have had the opportunity to share my perspective. I understand the Objectives and Learning Plan. Signature: Date: Name: For Next Line of Management: Signature: Date: Name: Additional comments from Supervisor: ADDITIONAL COMMENTS Additional comments from Employee: Additional comments from Next Line of Management: 12