• Performance Management Process
• Tip Sheet: Managing Performance
• Tip Sheet: Preparing Your Appraisal
• Developing a Personal Learning Plan
• Succession Planning Process

AUPE and Excluded Staff

• AUPE Support Staff - Annual Performance Assessment - Policy 050 002
• AUPE and Excluded Staff Performance/Work Plan and Assessment Form
• AUPE Support Staff Examples
• AUPE Support Staff Rating Guide
• Excluded Staff Rating Guide
• Compensation Principles - Excluded Support Staff
• Compensation Principles - Excluded Professional Staff
  
• Compensation Principles - Excluded Senior Managers

AUFA Staff

• AUFA Staff - Annual Performance Assessment - Policy 050 001
• AUFA Professional Assessment Form
• AUFA Professional Staff Rating Guide
• AUFA Academic Assessment Form
• AUFA Academic Work Plan Form

CUPE Staff

• CUPE Staff - Annual Performance Assessment - Policy 200 003
• CUPE Assessment Process
• CUPE Assessment Form
• CUPE Self Appraisal and Workload Consultation Form

Purpose for Performance Management

If done well performance management should:

• align employee's work with center/department and organization goals
• align employee's behaviour with competencies required for employee and organizational success
• provide opportunities for employees and supervisors to seek and receive honest, balanced feedback in order to achieve what they are capable of
• provide information to the employee on how they contribute to organizational success, and
• provide a sound input to human resource decisions.

Components for Performance Management

Performance Management is made up of four components (see diagram). They are planning, ongoing coaching and feedback, interim review, and assessment.

Planning is the establishment of clear work (results and behaviours) and learning (development) goals based on the last performance assessment, the job description, and center/department and organization plans. The employee and their supervisor should create the plan. Most of the goals should enable a realistic stretch, challenge or improvement to be made from the previous year. The planning can occur in the same meeting as the assessment or a separate meeting shortly thereafter.

Ongoing coaching and feedback is the provision of regular honest feedback on performance by the supervisor.

The Interim Review is a review of achievements to date against the plan. The interim review reinforces expectations met, gives the employee the feedback and support required to adjust their work or behaviours to get back on track, and/or makes changes to the plan to take into account changes in organization goals. Depending on the length of time the employee has been in the position, the employee's performance, and the nature of the position (stable or changing) there may be none, one or several interim reviews a year.

Assessment is a summary of the year's achievements against the plan. There should be no surprises for both positive and room for improvement feedback should have arisen in the interim review or in coaching sessions.

Purpose of Assessment

Assessment is easy for the employee and the supervisor if the other components of performance management have been done well. It should:

• summarize the year's achievements in work goals and development goals
• provide input into an employee's performance plan for the next year
• provide valid input to merit pay and other human resource decisions, and
• provide valid input to succession planning processes.

AU Planning and Assessment Process

1. All permanent and continuing term employees complete a self-assessment summarizing achievement of expected work and expected behaviours or competencies and prepare a work plan for the New Year. Templates (AUPE/Excluded, AUFA Professional, and Academic) are available for employees and supervisors to use.
2. Employee's forward self-assessments and work plans to their supervisor.
3. The supervisor meets with the employee to review the self-assessment and new work plan.
4. The supervisor provides a response to the self-assessment and rating. For consistency reasons, supervisors should discuss the employee's preliminary rating with their supervisor. For AUPE employees, applicable Executive approval is required for outstanding and unsatisfactory ratings prior to communication of the rating with the affected employees. Such supervisor recommendations must be sent to the applicable Executive Officer by June 15.
5. The supervisor and employee sign the supervisor's response (the supervisor as the author and the employee stating that it has been read and understood).
6. Employees can comment on the supervisor's response if applicable.
7. For excluded staff, the supervisor forwards recommendations for merit increments as well as ratings to their Executive Officer by June 15 for excluded support staff and June 25 for excluded professionals/managers.
8. The supervisor forwards the self-evaluations, response, comments on the response, the rating (on front page), and up dated resumes if applicable to Human Resources by June 30.
9. Executive Group, upon recommendation of the Executive Officer, finalizes merit approvals in early July for staff whose performance assessments have been signed off and submitted to Human Resources. For staff members with supervisory responsibilities, merit decisions will be made once assessments have been submitted to Human Resources for all staff supervised. Individual employee merit approvals may be delayed if performance assessments are not received by June 30.
10. At the end of the performance assessment meeting or during a separate employee-supervisor meeting held within a couple of weeks after the performance assessment/planning meeting, learning/development goals should be revised/formulated for the next performance year. Learning goals are part of the AUFA Professional annual assessment form. For support and excluded staff the Staff Learning Plan document and the Learning Plan Template will help you. A copy of all learning goals should be forwarded to the Co-ordinator Staff Development and Learning in Human Resources in order for a relevant organizational training and learning plan to be created. For AUPE employees, Learning Plans that have an educational upgrading goal that meets the educational upgrading criteria must be approved by the applicable Executive Officer.

Employees interested in becoming potential succession planning candidates for administrative/management positions should identify their interest in the above meeting and follow the process as outlined in the Succession Planning Process document.

DIAGRAM: Components For Performance Management