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(2007-2008 HR#18) Professional/Managerial and Confidential 2008 Annual Performance Assessment Process

Date:
April 3, 2008
To:
President & Vice-Presidents; Principals, Deans, Academic Directors & Chairs; Professionals / Managers; Confidential Staff; (CC: Divisional HR Offices)
From:
Angela Hildyard, Vice President, Human Resources & Equity
Re:
Professional/Managerial and Confidential 2008 Annual Performance Assessment Process

The annual performance process for 2008 has now begun. The performance assessment is an opportunity to recognize accomplishments, focus on priorities, clarify expectations and discuss opportunities for development. We know from the employee survey results that members of the Professional/Managerial and Confidential groups want to receive meaningful feedback and value an opportunity to meet with their manager to discuss career development. It is very important that academic administrators and managers take the time to engage positively with their staff in this process.

This memorandum contains detailed instructions on the Performance Assessment processes for Professionals/Managers and Confidential staff. Please take the time to read through this memorandum to ensure that you are aware of critical dates and the requirements of the annual process.

Although the 2008 across-the-board and merit increase amounts have not yet been determined, you should engage in the performance assessment process now. We will forward you the relevant numbers at a later date.

Any questions concerning the Performance Assessment Tool and Process may be directed to your Divisional HR Office.

SECTION 1: What’s NEW?

Change to Performance Assessment and Merit Process for Professional/Managerial Staff

PM 1- 7

This year, based on the recommendation of the Human Resource Management Board, the review and approval of performance ratings will be completed by Divisional committees. The funds available for merit increases will be calculated for each division (or group of small divisions) based on the number and level of PM’s in the division. Then flat dollar merit amounts will be calculated for PM’s in each division based on the distribution of performance ratings in that division. Thus merit amounts to be paid to PM staff will vary from division to division based on the distribution of performance ratings in the division. There will be pooling among smaller divisions. More information about merit pay calculation will be provided later.

PM 8-9

The performance ratings and merit increases for staff at the PM 8-9 level will be reviewed through a centralized process lead by the President. Merit pay for this group will be determined using a methodology similar to that used for decanal positions.

The Stepping UP Recognition Program

We are continuing the Stepping UP Recognition Program. This reward program’s purpose is to recognize administrative staffs’ special contribution towards the achievement of the goals set out in Stepping UP. A separate memo from the VP HR & Equity outlining program details will be forthcoming.

SECTION 2: Critical Dates Overview

April 1-18 Reviewer requests annual Activity Report from P/M and Confidential staff members. Reviewer collects and reviews the reports. Reflects on feedback and coaching discussions that occurred with staff members throughout the review period.
April 21-May 9 Reviewer completes the Competencies Worksheet and Summary identifying the effective or ineffective behaviours demonstrated by the P/M and Confidential staff members during the review period and obtains additional feedback on performance if appropriate.
By April 30 Training for Reviewers of P/M and Confidential staff on the Performance Planning, Feedback and Development tools and process. Topics will include an overview of the process, objective setting, working with competencies and development planning. Contact your Divisional HR Office for further details.
May 9 Reviewer submits the completed performance assessment with a recommended overall rating to the HR Office by May 9th for Divisional/Pool Review. Reviewers should not share recommended ratings with staff prior to the Divisional/Pool Review.
May 21-June 13 Divisional HR Offices facilitate Divisional/Pool Reviews. Ratings are adjusted as required and communicated to the Reviewer.
June 26 Divisional HR Office sends confirmed merit amounts to Business Officers for processing no later than July 17th.
By July 15 Reviewer conducts face to face performance assessment discussions and confirms all ratings with P/M and Confidential staff members.
By August 29 A copy of the completed Performance Planning, Feedback and Development Form should be retained in the employee personnel file by the Reviewer and be provided to the staff member.
By August 29 The Reviewer should meet with each P/M and Confidential staff member to discuss and complete Part D: Planning for the Next Review Period.

 

SECTION 3: Performance Assessment Process

Overview

Performance planning and assessment is an ongoing process of communication between managers and their staff. The process involves a proactive planning component at the beginning of the performance year; ongoing feedback and coaching during the year; as well as an annual end of year meeting to:

  • Assess and discuss the staff member’s relative success in achieving the expectations and/or goals for the review period and “how” these objectives were achieved using the defined competencies;
  • Recognize strong performance;
  • Identify areas requiring improvement and/or development and plans for meeting the training needs;
  • Identify key priorities for the following year, and set goals and expectations.

The staff member has the responsibility to: i) Actively participate in the process of confirming and/or setting expectations and/or goals; ii) Provide the Reviewer with an Activity Report outlining the completion of previously agreed to expectations and/or goals. The Reviewer has the responsibility to: i) Create a motivating and supportive climate; ii) Initiate the process of confirming and/or setting expectations and/or goals; and iii) Observe performance, give feedback, guide developmental activities and conduct a performance discussion.

Performance assessments for members of the Professional/Managerial and Confidential employee groups should be conducted this year using the current format available on the Human Resources website at Professional/Managers Assessment Form and Confidential Assessment Form.

The Performance Assessment policies for Professionals/Managers and Confidential staff are available on the Human Resources website at Policies for Professional/Managers, Policies for Confidentials.

Process

1. The Reviewer requests P/M and Confidential staff members to complete Part A: Activity Report by April 18th.

2. Once the staff member has completed and submitted Part A: Activity Report, the Reviewer should complete the following sections of the Performance Planning, Feedback and Development form:

i. Section B: Competencies Summary using the Competencies Worksheet; and
ii. Section C: Comments and Overall Performance Rating.

Reviewers can also access the “Performance Planning, Feedback and Development Guidelines” when assessing performance. Guidelines for Professional/Managers, Confidentials.

3. The Reviewer submits the completed performance assessment with recommended Overall Performance Rating for each Professional/Managerial and Confidential staff member to the Divisional HR Office, no later than Friday, May 9th. Performance ratings for Professional/Managerial and Confidential staff are described in Appendix A to this document;

Note: The category ‘High Quality Performance’ (3 or 3.5) reflects the very high standard of performance that is expected of P/M and Confidential staff. In support of this, it is expected that the majority of performance ratings should fall within this performance category. It is important that P/M and Confidential staff members understand from the outset that performance ratings are relative to the performance of colleagues in the same Division and/or merit pool. When Reviewers are assessing performance they should consider the relative performance of staff within their units, being mindful that this is addressed more broadly at the Divisional/Pool Review Committees.

Where a performance rating of ‘4′ or ‘5′ is recommended the Reviewer must also provide a one-paragraph summary outlining the rationale for this rating. The Reviewer should not advise the staff member of the final rating until after the Divisional/Pool review has taken place and all performance ratings have been approved.

All recommended performance ratings must be reviewed by the Division Head through the Divisional/Pool review process. Divisional/Pool Review meetings will be coordinated by the Divisional HR Offices and should take place between May 21 – June 13.

Staff at the PM 8-9 level will be reviewed through a centralized process led by the President.

5. Face to face performance assessment discussions with staff should be conducted by July 15, however, it’s important that final ratings not be shared with staff members until Divisional/Pool reviews are completed. Once performance ratings have been reviewed and approved, the Reviewer should meet face to face with each P/M and Confidential staff member to communicate the approved performance rating.

6. The Reviewer should meet with each P/M and Confidential staff member to discuss and complete Part D: Planning for the Next Review Period. This should occur by the end of August. A copy of the completed Performance Planning, Feedback and Development Form should be retained on file by the Reviewer and be provided to the staff member and Divisional HR Office.

SECTION 4: Special Recognition Program

A Special Recognition Program exists for Professionals/Managers staff members as a mechanism to recognize special achievement or efforts throughout the year. Guidelines for the Special Recognition Program have been established to assist managers in finding ways to appropriately recognize staff and to promote consistent principles in application of the program. It should be noted that OTO payments of $5,000 or greater must be submitted to the Vice President, Human Resources and Equity for review and discussion with the appropriate Dean or Vice President. Guidelines for the Special Recognition Program are available on the Human Resources website at: www.hrandequity.utoronto.ca/groups/pm/comp/guidelines.htm.

While this Special Recognition Program does not apply to Confidential staff, in accordance with the Compensation policy for Confidential staff, lump sum OTO payments may be awarded to Confidential staff members to recognize extraordinary effort and/or contribution. Such payments are not part of the staff member’s regular (base) salary.

APPENDIX A

UNIVERSITY OF TORONTO PERFORMANCE RATINGS
FOR PROFESSIONAL/MANAGERIAL AND CONFIDENTIAL STAFF

Performance Category

Description

Performance Rating

Exceptional Performance

Consistently and substantially exceeded goals, objectives and expectations through outstanding achievements in all aspects of the position. This category is reserved for employees who demonstrate exceptional performance on a consistently and distinctly superior level of quality in all areas of responsibility and make significant contributions to the Division/Department and/or University. Those who receive this rating must consistently and substantially exceed all goals as a direct result of concerted effort.

5

Excellent Performance

Consistently achieved and frequently exceeded job expectations, goals and objectives through concerted effort, according to plan. Demonstrated performance of a very high level of quality in all areas of responsibility.

4

*High Quality Performance

Consistently achieved performance expectations. Work is of high quality in all significant areas of responsibility. Met job expectations, goals and objectives – both qualitative and quantitative.

3.5

3

Partially Achieving Performance Expectations

Partially achieved some quantitative and qualitative objectives; improvement is needed. It is expected that the employee will work to fulfil job expectations in a reasonable period of time – not to exceed one year.

2.5

2

Unsatisfactory Performance

Did not meet majority of goals and objectives. Improvement is needed in most aspects of the job. It is unclear if the employee can develop to the point where all job expectations are met. This needs to be addressed immediately.

1

* It is expected that the majority of ratings will fall into the ‘High Quality Performance’ performance category.

It is important that P/M and Confidential staff members understand from the outset that performance ratings are relative to the performance of colleagues in the same Division and/or merit pool. When Reviewers are assessing performance they should consider the relative performance of staff within their units, being mindful that this is addressed more broadly at the Divisional/Pool Review Committees.