Professional Documents
Culture Documents
Performance
Management
2014 Senior Management Sessions
Welcome!
Your facilitator:
Rachel OConnor
Your role:
Speak up and
contribute, keep it
lively!
Ask questions
Advanced warning:
There are pop quizzes
as we go
You may get called by
name on for a question!
Agenda
Introduction
Competencies
Performance management process
Core skills
Performance review
Wrap up
Ice Breaker
What was the most essential
managerial/interpersonal skill
for the process last year?
(or for performance management in
general?)
This year
Both parts of the review (results against
objectives and competencies) formally
count for Senior Managers
The new forms are mandatory
At the same time, Managers/Supervisors
are being introduced to the process the
new forms are suggested as a way to get
them familiar now, as it will count for them
next year
Leadership | Innovation | Quality
Todays session
Refresher on core content
Discussion about critical skills and elements
of the process
Preparation for your role
b)
c)
Types of competencies
The GNWT Competency Model consists
of 6 competencies that have been
organized into 2 clusters:
I. Leadership Excellence
1. Authentic Leadership
2. Systems Thinking
3. Engaging Others
II. Management Excellence
4. Action Management
5. People Management
6. Sustainable Management
10
an
ag
em
en
t
GNWT
Mission
&
Vision
t
en
em
Fiscal
Responsibility
Environmenta
l
Sustainability
Planning for
the Future
ag
an
M
Focus on
Results
Customer
Service
Change
Management
Building
Relationships
Bringing People
Together
Collaborating and
Facilitating
Integrity
Accountability
Interpersonal
Sensitivity
Su
st
ai
na
bl
e
Au
th
en
tic
tio
Ac
Integrated and
Inter-related
Strategic
Multiple
Perspectives
rs
he
Ot
ng
gi
ga
En
Le
ad
er
sh
ip
Systems Thinking
Creating an
Engaging and
Productive Work
Environment
Developing
Others
Management
Planning for Future
Workforce Needs
People
Management
Excellence
11
12
13
Competency target
summary chart
Leadership Excellence
Management Excellence
Authentic
Leadership
Systems
Thinking
Engaging
Others
Action
Management
People
Management
Sustainable
Management
ADM and
equivalent
56
56
56
56
56
56
Director,
Regional
Superintendent
and equivalent
34
34
34
34
34
34
Manager
23
23
23
23
23
23
Supervisor
23
23
23
23
23
23
All Employees
12
12
12
12
12
12
Deputy Head
14
15
Authentic Leadership
Acting with integrity and treating everyone with
respect regardless of which group they represent
16
Is not:
17
Systems Thinking
Ability to assess options and implications in new ways
in order to identify solutions and appreciating how
short-term outcomes are driven by long-term strategy
1. Links operational activities to larger goals
2. Sees patterns when problem solving and
decision making
3. Analyzes potential solutions using diverse
information
4. Applies a long-term and broad perspective
5. Incorporates trends and inter-connections
6. Understands impacts on vision and
connections
Why is this important?
18
Is not:
19
Engaging Others
Proactively building networks, connecting with
others, and understanding and building relationships
in order to achieve goals and priorities
1. Builds rapport
2. Connects with others
3. Makes key contacts and shares
information
4. Develops effective relationships
5. Maintains and uses a wide circle of
contacts
6. Builds networks and partnerships
Why is this important?
20
Is not:
About only working and
developing relationships within
own small team
About how you engage others
to perform or motivate own
team
Working in silos
Playing office politics about who
you work with or dont work
with
Withholding information that is
relevant for other groups,
departments, or stakeholders
21
Action Management
Knowing which initiatives and results are important, and
working with current resources to achieve results that are
aligned with the goals of the organization
1. Gets the work done and accepts change
2. Monitors work towards goals and prepares
for change
3. Improves performance and adapts readily
4. Sets challenging objectives and helps
others adapt
5. Improves performance more broadly and
gains commitment for change
6. Long-term view to goals and implements
change
Why is this important?
Leadership | Innovation | Quality
22
Is not:
Only about getting to the
finish line
Assuming someone else will
clean up or revise your work
for you
Delaying a decision out of
fear of making a mistake
Waiting to be told what to do
Setting impressive and
challenging goals that
overwhelm
Forcing others to change
without listening to concerns
23
People Management
Creating the conditions and environment that allow
people to work collaboratively and productively to
achieve results
1.Manages self and works well with others
2.Acts as a key team player and supports
learning in others
3.Improves self and gives direction to others
4.Stays current and gives constructive
feedback
5.Motivates the team and acts as a
coach/mentor
6.Plans for future human resource needs and
learning
Why is this important?
Leadership | Innovation | Quality
24
Is not:
Only for formal supervisors,
managers, and senior
managers
Telling your colleagues what
to do
Providing critical or
judgmental or infrequent
feedback
Taking a course but not
applying new knowledge
Asking for feedback and
responding with but...
Putting a team together
based on friendships
25
Sustainable Management
Delivering results by maximizing organizational
effectiveness and sustainability of our human,
financial, and environmental resources
1. Uses resources responsibly
2. Identifies and advocates for resource
effectiveness
3. Makes links between sustainability and
success of GNWT
4. Improves sustainability practices
5. Develops, implements, and monitors
systems
6. Plans for the future sustainability of
the GNWT
Why is this important?
Leadership | Innovation | Quality
26
Is not:
Only about recycling, water,
or land use planning
Spending freely just because
there is room in the budget
Having no knowledge of what
resources are being used and
how
Holding onto resources when
there is a strong business
case for allocating them
elsewhere
Failing to consider the longterm impact of social
responsibility factors
27
Where are
GNWT
Mission
&
Vision
ag
an
M
Focus on
Results
Customer
Service
Change
Management
an
ag
em
en
t
n
tio
Ac
Building
Relationships
Bringing People
Together
Collaborating and
Facilitating
t
en
em
Fiscal
Responsibility
Environmenta
l
Sustainability
Planning for
the Future
Integrity
Accountability
Interpersonal
Sensitivity
Su
st
ai
na
bl
e
Au
th
en
tic
Integrated and
Inter-related
Strategic
Multiple
Perspectives
rs
he
Ot
ng
gi
ga
En
Le
ad
er
sh
ip
Systems Thinking
Creating an
Engaging and
Productive Work
Environment
Developing
Others
Management
Planning for Future
Workforce Needs
People
Management
Excellence
GNWT supervisors
(all levels from
supervisor up to
senior manager)
generally strongest?
The biggest
opportunities for
development?
(describe behaviours)
28
29
Refresher: Overview of
Performance Management
30
31
Goals at GNWT
32
What is changing?
Whats changing
in 2014?
Review process is being
introduced to managers
and supervisors (2nd year
for senior managers)
Competency model
extended to all levels
Measuring what
(results against
objectives) and how
(competencies)
Implementing
ePerformance as of April
1
Whats not
changing in 2014?
Overall timing for
performance
reviews
Reviews below
supervisory roles
(reviews for
individual
contributors)
Existence of a
relationship
between
performance and
merit pay
Whats
coming in the
future?
Tracking of
feedback
through year
and annual
review in
ePerformance
Cascade into
organization
Potential
linkages to
other aspects
of HR
33
Contributors
The annual review will be a single-rater review. An employees
immediate supervisor will determine ratings and provide
comments.
The employee will also complete a self-review, which will go on
record and support the performance conversation. This is an
essential component the employees input is vital.
The immediate supervisor will be responsible for ensuring that
the review contains a complete and well-rounded view of
performance. Where the supervisor needs another perspective,
they may request third-party feedback.
The next line of management will also sign-off on the review
once complete.
In ePerformance, a 4th level of approval provided by Deputy
Ministers (or equivalent) will be in place
Leadership | Innovation | Quality
34
Contributor roles
Role
Responsibilities
Employee
Immediate
Supervisor
Next Line of
Management
Deputy
Minister
3rd Party
35
Discussion
Why is the employees self-review
essential?
When would 3rd party feedback be valuable?
How should it be handled and why?
What is your key role as next line of
management for managers and
supervisors?
Leadership | Innovation | Quality
36
Annual cycle
Performance
period is April 1 to
March 31
Review meetings to
be conducted by
May 30
Final forms
submitted, and
performance/
learning plans in
ePerformance , by
June 30
37
Annual cycle
Review Component
Timing
April - June
Performance Period
April 1 March 31
Review Meetings
By May 30
Submitted by
By June 30
Form ePer
s
f
By June 30
Anytime
(reminder Sept Nov)
38
39
Core skills
3 cornerstone skills:
Constructive feedback
SMART goals
Performance conversations
Which is most challenging ?
For you as senior managers?
For the managers/supervisors reporting to
you?
Leadership | Innovation | Quality
40
Core skills
Put up your hand to.
Share a personal story where you had a
challenge in setting objectives or providing
performance feedback (at any time in the
past) whether you were successful or not
41
Constructive feedback
Constructive feedback
is:
Useful
Meaningful
Impactful
Easy to understand
42
Communicating feedback
Give:
Constructive
Based on observed
behaviour
Objective
Specific
Short and concise
On the issue, not the
person
Timely
Receive:
Listen
Ask questions for
clarification
Dont get defensive
Dont argue
Reflect
Take suggestions to heart
Handle feedback with
care
43
44
Exercise
You get irritated with Bob so quickly. You need
to be more patient
Well done!
You never listen to me
You handle difficult situations well
45
SMART Goals
(a)
(b)
(c)
Specific
Specific
Specific
Measurable
Measurable
Meaningful
Achievable
Achievable
Achievable
Relevant
Relevant
Rigourous
Topical
Time-Based
Time-Based
46
47
.as well as
To provide enough detail so that there is no indecision as to
what exactly you should be doing when the time comes to do
it
Leadership | Innovation | Quality
48
Critique My Goal
SMART GOALS
S
Specific
Measurable
Achievable
Relevant
Time-Based
49
Process:
Begin the conversation with an example of positive
performance
Provide a balance of constructive and positive feedback
50
Timing:
Schedule the meeting in advance
Choose a time that works for both parties
Ensure all parties are emotionally ready
51
Difficult conversations
Act calm:
Ensure your demeanor is calm; if you are feeling frustrated, find a safe way
to vent like writing it down before the meeting so this has been cleared
Keep it brief:
Try to keep your part brief and concise, and get to the point quickly; the
earlier and more the employee talks, the less defensive they will be and the
more insight you will get into the root of the problem
Establish a dialogue:
Try not to follow a prescribed set of questions; build on the responses you
are getting. The point is to lead the employee to examine their own
behaviour
52
Performance Review
Process How to
53
Results against
objectives
II. Competencies
III. Performance
summary
IV. Objectives for next
year
V.
Individual learning
plan
We have descriptions of
behaviours at different levels
VI. Signatures
Leadership | Innovation | Quality
54
Process overview
Employee completes green items email to supervisor 2 weeks before meeting
Supervisor adds in blue items (without editing green)
If additional input is needed send Third Party Input Form 2-3 weeks ahead
Take into account employees self-review, any third party input, job
description, objectives, feedback over the course of the year
Helpful to access previous reviews and CBPR reference documents
Employee and supervisor meet to discuss the review
Employee and supervisor edit and complete the form
Form signed by employee and supervisor, then by next line of management
Fourth and final level of approval by Deputy Minister in ePerformance in 2015
Form submitted in hard copy (for signatures) and email (for future integration into
ePerformance)
ePerformance ready April 1, 2014 for future performance and development
planning as well as record keeping, and April 1, 2015 for formal appraisal.
Reviews must be completed and submitted before the deadline
55
Key reminders
Consider performance over the entire year.
ePerformance provides supervisors the capability to
input notes throughout the year.
If required, use the Third Party Input Form to obtain a
more well-rounded perspective on performance.
Remember to use constructive feedback techniques.
Ensure that you are recognizing strengths and
achievements, and not just documenting
opportunities for improvement.
56
Measures
Objectives
1.
Employees Comments on Results
Supervisors Comments on Results
Rating
Not achieved
P/A achieved
Fully achieved
Exceeded
2.
Employees Comments on Results
Supervisors Comments on Results
Not achieved
P/A achieved
Fully achieved
Exceeded
3.
Employees Comments on Results
Supervisors Comments on Results
Not achieved
P/A achieved
Fully achieved
Exceeded
Not achieved
P/A achieved
Fully achieved
Exceeded
57
58
Competency
model table contd
59
Section III
Performance summary
This section is intended to provide an overall summary of the
employees performance.
Employee:
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:
senior managers presently
supervisors and managers after 2014 review
all other employees after 2015 review
Leadership | Innovation | Quality
60
Employee comments
This is about hearing from the employee, creating a
dialogue around development that you will then
consider together when building plans and objectives.
1. In summary, what are the top 3 strengths or achievements that you
would like to highlight (taking into consideration Results and
Competencies)?
2. What are your top 3 areas for development or improvement?
3. What are your short and long term career goals and plans, and how can
the organization support you to achieve them?
4. Do you have the resources (staff, materials, equipment, etc.) and
support that you require to be successful?
61
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)
62
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:
63
True or False
a) The ratings for each objective
should be averaged to get the final
rating
b) Some competencies simply dont
apply for some roles
c) The employee fills in their selfreview first to make the supervisor's
job easier
Leadership | Innovation | Quality
64
65
66
67
Objectives
Measures
Timeline and
Completion Date
68
Section V
Individual learning plan
1.Enter goal
To be entered in ePerformance
2.Select type
Optional working version
3.Describe key learning activities related to goal
completed in form
4.Provide timeline/completion date
Type
Op Dev
Learning Goals
69
Section VI Signatures
For Supervisor:
For Employee:
Opportunity for additional comments and signature of nextline management great opportunity to provide recognition
where due.
Leadership | Innovation | Quality
70
Wrap Up
71
Resources
Detailed Q+A
72
73
Questions?
Next steps
74