The Machinery of Government in Canada

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NMC Forum 2012
Dealing with Employee Performance Issues
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Learning Objectives

• List the steps in the performance management
  cycle
• Conduct a performance interview
• Differentiate between culpable and non-culpable
  behaviour
• Use the mapping tool for performance management

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Workshop Foundations

• Performance management can be based on process
  but its ultimately about people
• Your goal employee success
• Poor performance is not the norm
• Communication is key

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Performance Management Cycle

• Define good performance outcomes

Develop goals and strategies, and take action to
achieve outcomes
Make improvements
Provide support (training, resources, tools,
information, feedback, etc.)
Provide logical consequences for performance
outcomes
Evaluate performance
Source Talk Me Through It The Next Level of
Performance Management TD April 2010
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Performance Management Cycle
RPP and DPR

• Define good performance outcomes

Performance Agreement
Develop goals and strategies, and take action to
achieve outcomes
Make improvements
Performance Management Tools (OCHRO)
Provide support (training, resources, tools,
information, feedback, etc.)
Provide logical consequences for performance
outcomes
Performance Review
Personal Learning Plan and Feedback
Evaluate performance
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Performance Management Cycle
RPP and DPR

• Define good performance outcomes

Performance Agreement
Engagement
Develop goals and strategies, and take action to
achieve outcomes
Make improvements
Performance Management Tools (OCHRO)
Provide support (training, resources, tools,
information, feedback, etc.)
Provide logical consequences for performance
outcomes
Performance Review
Personal Learning Plan and Feedback
Evaluate performance
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Mapping Tool for Performance Management

• Consult the OCHRO website on Performance
  Management for their mapping tool and resources
• http//www.tbs-sct.gc.ca/tou/pmc-dgr/omp-agr/1-en
  g.asp

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Mapping Tool for Performance Management
1 Determine the required level of performance
and expectations for the employees position
2 Develop a Performance Agreement for the
employee and communicate the level of performance
and expectations of the employee
3 Assess the employees performance
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Mapping Tool for Performance Management
4 Begin to document file
5 Provide regular feedback, engage in dialogue,
and ensure an end-of-year formal appraisal session
Employees performance is below the required
level Further measures are required continue to
next steps of Performance Management - Overview
Employees performance is at or above the
required level Resume dialogue with the employee
as part of a regular performance management
regime.
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Types of Behaviour
6 Hold a performance management meeting using
the Four-Step Approach.
7 Manager may have a duty to refer the employee
to the Employee Assistance Program (EAP).
8 Identify the type of behaviour
Is the behaviour culpable? Refer to Dealing with
Discipline
Is the behaviour non-culpable? Refer to Dealing
with Unsatisfactory Performance
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Performance is Below Required Level
The employee's performance is below the required
level A third low performance rating has been
given to the employee, e.g., "Did Not Meet" rating
6 Hold a performance management meeting using
the Four-Step Approach.
7 Consult with Human Resources / Labour
Relations (internally).
8 Make reasonable efforts to find alternative
employment within the competence of the employee
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When Performance does not Improve
8 Make reasonable efforts to find alternative
employment within the competence of the employee
Alternative employment found (at same group and
level) Evaluate employees performance
Alternative employment not found or decided
against Notify employee in writing of the
decision and reason
Consult with Human Resources/Labour Relations
(internally), who must consult TBS Employer
Representation Group. Termination/demotion
meeting with employee. Notify the employee in
writing of the decision, reasons, effective date,
and right to grieve.