GCDocs # Implementing Performance Management Programs

GCDocs # Implementing Performance Management Programs

Overview of the Performance Management Program What s Changing BEFORE the Directive NEW REQUIREMENTS as of April 1, 201 No policy requiring performance management for employees other than Exs or equivalents No mandatory training Departments use different processes / forms Lack of monitoring of probationary periods or formal sign-off of successful completion Inconsistent follow-up and sporadic feedback on performance No standardized departmental performance management programs No tracking and reporting of outcomes (e.g., training take-up, promotions, demotions, departures, etc.) Directive requiring performance management for all employees Consistent, mandatory training for managers (G10) through Canada School of Public Service (CSPS) Standardized process and performance agreement template, and all employees must have annual performance agreements and mid-year review Active monitoring, including attestation that employees have passed the probationary period Standardized follow-up process and regular ongoing feedback, including an Action Plan to help employees who are struggling improve performance within defined timelines Mandatory departmental performance management programs, including a structure (i.e., review panels) and process to review results Departments required to maintain records of employee performance ratings and performance management outcomes that can be rolled-up across the Core Public Administration (CPA) 2

Performance management program components 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 Ensuring that managers / supervisors have taken mandatory training, are supported and are managing employee performance appropriately 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, demo3on s or termina3on s, ensuring that there are no other op3ons and a consistent and fair approach is being applied across the organiza3on 3

Directive s main requirements performance management annual cycle

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 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 Encourage and maintain strong and excellent performance Talent management Succession planning Performance Agreement Corporate Business Planning Performance Management Measurement & Reporting Strategic HR Planning Unsatisfactory Good Excellent 5

Approach to rating performance 5 2 3 5 Consider developing a talent management plan Work Objectives Rating 3 2 2 3 3 2 2 3 1 2 2 3 3 3 1 1 1 2 2 2 1 2 3 5 Definitely develop an action plan Core Competencies Rating 5 = Surpassed; = Succeeded + ; 3 = Succeeded; 2 = Succeeded - ; 1 = Did not meet 6

Support to Implementation TRAINING What Performance Management for the Government of Canada - G10 for managers/supervisors (MANDATORY) CSPS s Performance Management Curriculum Courses WORKSHOP TBS Workshop for Employee in the format of a train-the-trainer (October 2013 March 201) TBS Workshop for Managers/Supervisors in the format of a train-the-trainer (October 2013 March 201) EVENTS Cascading events (Oct to Jan): Deputy Heads Leaders Forum (September 26 th ) Half-day learning session- ADM (INCLUDE DATES) Half-day learning session- EXs (INCLUDE DATES) Half-day learning session-managers/supervisors (INCLUDE DATES) Special HR/LR/ICMS session (October 3 rd ) 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) Who delivers? CSPS TBS/OCHRO CSPS-TBS/OCHRO TBS/OCHRO 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 pm-gr@tbs-sct.gc.ca Weekly webcasts to trouble-shoot implementation of first formal performance management agreements for all CPA employees (Jan to March 201) TBS/OCHRO 7

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 ICMS 8

More information For more information, please consult the Performance Management website or send us an email at pm-gr@tbs-sct.gc.ca. 9

The Performance Management Program ANNEX 10

Key performance management program outcomes Employees Managers & Supervisors Executives Deputy Heads 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 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 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 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 Canada 11

Relationship with other HR programs and services 12