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(2009-2010 HR#30) Professional/Managerial and Confidential 2010 Annual Performance Assessment Process

Date:
May 10, 2010
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 2010 Annual Performance Assessment Process

Performance assessment is an opportunity for you to recognize accomplishments, clarify expectations, focus on priorities, and discuss opportunities for development. Staff want to receive meaningful feedback and they value this opportunity to discuss career development. Please take the time to engage positively with your staff in this process.

Although the proposed Compensation Restraint Act legislation requires restraint for compensation effective March 24, 2010, the legislation does provide scope for increases that are merit driven. Therefore we will be proceeding with the annual evaluation process for merit increases for Professionals/Managers and Confidentials effective July 1, 2010.The amount of the merit increase envelope and the method of allocation has not yet been determined. We will provide you with information about this at a later date.

This memorandum contains detailed instructions on the Performance Assessment processes for Professionals/Managers and Confidential staff. Please review the memorandum – it outlines some important details and it notes critical dates.

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

Section 1 – Critical Dates Overview

 

By May 20 Reviewer requests annual Activity Report from P/M and Confidential staff members by May 20. Reviewer collects and reviews the reports and reflects on feedback and coaching discussions that occurred with staff members throughout the review period.

 

May 21 – June 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.

 

June 9 Reviewer submits the completed performance assessment with a recommended overall rating to the HR Office by June 9 for Divisional/Pool Review. Reviewers should not share recommended ratings with staff prior to the Divisional/Pool Review.

 

June 11 – 18 Divisional HR Offices facilitate Divisional/Pool Reviews. Ratings are adjusted as required and communicated to the Reviewer.

 

By July 16 Reviewer conducts face to face performance assessment discussions and confirms all ratings with P/M and Confidential staff members.
By August 31

 

 

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 31 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 2 – 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/or Confidential staff members to complete Part A: Activity Report by May 20

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: Values and 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.

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 June 9th. Performance ratings for Professional/Managerial and Confidential staff are described in Attachment A to this document;

Note: The categories of ‘Excellent Performance’ (4) and ‘High Quality Performance’ (3 or 3.5) reflect 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 these performance categories. 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. It is expected that there will be distinctions between levels of performance, so when Reviewers are conducting their assessments 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 ‘4.5′ 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 June 11 – 18.

4. Face to face performance assessment discussions with staff should be conducted by July 16, 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.

5. 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 3 – Special Recognition Program (OTO Payments)

As outlined in the Compensation Policy for Professionals/Managers, special achievements or efforts throughout the year may be recognized through an OTO payment or some other appropriate form of recognition. Guidelines for the Special Recognition Program have been established to assist managers in finding ways to appropriately recognize staff. Given the constraints outlined in the new Public Sector Compensation Restraint Act, it is appropriate to ensure some additional oversight of OTO payments. Therefore all OTO requests, regardless of the monetary value, must be approved by the Vice President, Human Resources and Equity, who will consult with a small advisory committee.

In accordance with the Compensation Policy for Confidential staff, lump sum OTO payments may also be awarded to Confidential staff members to recognize extraordinary effort and/or contribution. The approval procedures are the same as those outlined above for professionals/managers.