Guidelines on Performance Management for Certain Senior Excluded or Unrepresented Managers and Specialists (E/U PM)
1. Purpose
1.1 This document provides guidance to departments for implementation of an approach to performance management that is aligned with the Executive Performance Management Program.
1.2 This is to be read in conjunction with the Performance Pay Administration Policy for Certain Non-Management Category Senior Excluded Levels dated April 1, 2008.
2. Application
2.1 These guidelines apply to the core public administration as defined in section 11 of the Financial Administration Act (FAA), unless excluded through specific acts, regulations or orders in council.
2.2 Treasury Board designates the excluded or unrepresented groups and levels that are covered by these guidelines. Currently these groups and levels include:
| Administrative Services | AS-7 & 8 |
|---|---|
| Economics | ES-8 |
| Financial Administration | FI-4 |
| Information Services | IS-6 |
| Law Group | LA-1 & 2A & 2B |
| Personnel Administration | PE-6 |
| Program Administration | PM-MCO 1 to 4 |
| Purchasing and Supply | PG-6 |
| Translation | TR 4 & 5 |
| Welfare Programs | WP-7 |
2.3 For the purposes of these guidelines, the employees in these groups and levels will be referred to as managers or specialists, as defined in section 4.
3. Context
3.1 Performance management is an essential component of sound human resources management, a key enabler of a productive workplace environment and a primary driver for organizational excellence.
3.2 To support a coherent approach and to facilitate alignment and cascading of performance commitments throughout the management continuum, these guidelines are consistent with the Performance Management Program (PMP) for Executives.
3.3 These guidelines set out requirements for strengthened performance management, including alignment with government priorities and departmental business plans through the establishment of ongoing and key commitments.
3.4 They reinforce the importance of the manager's responsibility for effective people management, particularly with respect to public service renewal. For specialists, they reinforce the importance of demonstrating relevant Key Leadership Competencies.
3.5 They also make provision to recognize and reward performance through various means, including regular feedback and performance awards. The administration of performance awards is set out in the Performance Pay Administration Policy for Certain Non-Management Category Senior Excluded Levels.
4. Definitions
4.1 The definitions to be used in the interpretation of these guidelines are found in Appendix A.
5. Objectives
5.1 The objectives are to:
5.1.1 encourage excellent performance by setting clear objectives linked to government and departmental priorities;
5.1.2 recognize and reward strong performance and to manage
under-performance; and
5.1.3 provide a framework for a consistent, equitable and rigorous approach to performance management.
5.2 The expected results are that:
5.2.1 managers/specialists understand what is expected of them and the impact of their contribution to the organization;
5.2.2 managers/specialists receive regular feedback regarding their performance; and
5.2.3 good performance is recognized and rewarded, average performance is improved and under-performance is managed.
6. Responsibilities
6.1 Immediate superiors are responsible for:
6.1.1 ensuring all managers/specialists clearly understand how their work contributes to the priorities of the organization, the expectations related to their individual performance and how their performance will be assessed;
6.1.2 ensuring written performance agreements are developed in consultation with all managers/specialists reporting to them, in accordance with the requirements set out in Appendix B of these guidelines;
6.1.3 ensuring that the performance of all managers/specialists is managed and assessed in accordance with the requirements set out in Appendix C of these guidelines.
6.2 Heads of human resources are responsible for:
6.2.1 providing advice and information to support the effective administration of performance management within the organization;
6.2.2 providing support for a departmental review mechanism;
6.2.3 maintaining data and preparing reports as required, on behalf of the department, to the Canada Public Service Agency and Treasury Board Secretariat;
6.2.4 facilitating informal and formal approaches to resolve issues in situations where employees are not satisfied with their performance assessment and are unable to resolve the situation through discussion with their immediate superior.
6.3 Monitoring:
6.3.1 Within departments
6.3.1.1 Heads of human resources are responsible for periodically assessing the application of these guidelines and making any necessary administrative adjustments within their own organizations.
6.3.2 Government-wide
6.3.2.1 The President of CPSA may request additional reports and information from departments. CPSA will review these guidelines and their effectiveness within five years of their implementation.
7. Roles and Responsibilities of Government Organizations
7.1 Canada Public Service Agency (CPSA)
7.1.1 CPSA is responsible for providing advice, interpretation and support tools regarding the non-compensation aspects of these guidelines.
7.2 Treasury Board Secretariat (TBS)
7.2.1 TBS recommends the following to Treasury Board which, once approved, are published and apply to core public administration departments and agencies:
7.2.1.1 pay instructions and/or amendments to directives related to the pay administration aspects of these guidelines;
7.2.1.2 the annual approved budget envelope for performance awards.
7.2.2 Additionally, TBS provides guidance and direction related to the compensation aspects of performance awards pertinent to these guidelines.
8. References
8.1 Other Relevant Legislation and Regulations
8.2 Related Policy Instruments and Publications
- Performance Pay Administration Policy for Certain Non-Management Category Senior Excluded Levels
- Policy on the Duty to Accommodate (not yet approved by TB)
- Policy on the Prevention and Resolution of Harassment in the Workplace
(not yet approved by TB) - Policy on Labour Relations (not yet approved by TB)
- Policy on Learning, Training and Development
- Directive on the Performance Management Program (PMP) for Executives
- Terms and Conditions of Employment Policy and Regulations
- Values and Ethics Code for the Public Service
- Key Leadership Competencies for the Public Service
- Guidelines for Discipline
- Guidelines for Rejection on Probation
- Guidelines for Termination of Employment and Demotion for Reasons other than Discipline (Medical Incapacity)
- Guidelines on Managerial or Confidential Exclusions
- Guidelines on Termination of Employment and Demotion for Unsatisfactory Performance
8.3 Other Documents
- Collective Agreements
- Managing and Developing Performance When the Manager's/Specialist's Results are Level 2 (Met Most) or Level 1- Did Not Meet- (Action Plan to Improve Performance)
9. Enquiries
Please direct enquiries about these guidelines to your departmental headquarters. For interpretation of these guidelines, departmental headquarters should contact:
Employment Policies Division
Workplace, Workforce and Renewal Sector
Canada Public Service Agency L'Esplanade Laurier, West Tower
300 Laurier Avenue West
Ottawa, ON K1A 0R5
E-mail: Contact cpsa-afpc by email: ep-pe@cpsa-afpc.gc.ca
For enquires related to compensation aspects outlined in the Performance Pay Administration Policy for Certain Non-Management Category Senior Excluded Levels, departmental headquarters should contact:
Labour Relations and Compensation Operations
Treasury Board of Canada Secretariat
Ottawa, Canada K1A 0R5
Tel: 613-941-7510
Fax: 613-952-3279
E-mail: Contact Labour Relations and Compensation Operations by email: labourrelationsdetravaiil@tbs-sct.gc.ca
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