Following the January 23, 2019, Federal Public Sector Labour Relations and Employment Board decision in Professional Institute of the Public Service of Canada v. Treasury Board, withholding an employee’s next scheduled pay increment is no longer an option available to address unsatisfactory performance. Questions: wpp-ppt@tbs-sct.gc.ca.
This directive takes effect on April 1, 2014.
2.1 This directive applies to the core public administration, i.e., organizations listed in Schedule I and Schedule IV of the Financial Administration Act, unless excluded through specific acts, regulations or Orders in Council.
2.2 Those portions of sections of this directive that provide for the Chief Human Resources Officer to monitor compliance with this directive within departments and/or request that departments take corrective action do not apply with respect to the Office of the Privacy Commissioner, the Office of the Information Commissioner, the Office of the Chief Electoral Officer, the Office of the Commissioner of Lobbying, the Office of the Commissioner of Official Languages and the Office of the Public Sector Integrity Commissioner. The deputy heads of these organizations are solely responsible for monitoring and ensuring compliance with this directive within their organizations, as well as for responding to cases of non–compliance in accordance with any Treasury Board instruments that address the management of compliance.
3.1 Excellence in people management produces a high–performing public service, which is a key enabler in building Canadians' trust in and satisfaction with government. A high–performing public service is built on employee engagement, a culture of excellence, demonstrated leadership, and a strong workplace and workforce. A highly engaged, healthy, productive and effective workforce is cultivated through innovation and respect, communication and recognition and results in improved productivity, superior performance and excellent service to Canadians.
3.2 This directive supports the Workforce Policy (under development) by setting out the responsibilities of deputy heads, or their delegates, regarding the administration of a consistent, equitable and rigorous approach to performance management in their organizations. For employees, it reinforces the importance of demonstrating the required knowledge, skills, competencies, behaviours (including reliability and respectful behaviour expected in a professional workplace), and engagement required to be productive and perform their duties in the service of Canadians.
3.3 This directive should be read in conjunction with the following documents:
3.4 This directive is issued pursuant to sections 7 and 11.1 of the Financial Administration Act.
3.5 This directive is to be read in conjunction with the Workforce Policy (under development).
3.6 Other mandatory requirements are set out in the following:
For definitions of terms used in this directive, see the Appendix.
The objective of this directive is to promote a commitment, shared by managers, employees and their organizations, to sustaining a culture of high performance in the public service.
5.2.1 A healthy workplace environment based on public sector values, where leadership, commitment and results are promoted;
5.2.2 Employees are productive, provide excellent service to Canadians and demonstrate the required knowledge, skills, behaviours, competencies and engagement to perform their duties;
5.2.3 Cases of unsatisfactory performance are addressed expeditiously within organizations;
5.2.4 Records on employee performance are maintained within organizations in accordance with the Directive on Recordkeeping and in conjunction with the Policy Framework for Information and Technology, the Policy on Information Management, and the Directive on Information Management Roles and Responsibilities;
5.2.5 Managers feel adequately supported within their organization and demonstrate the skills required to manage challenging cases of employee performance; and
5.2.6 Organizational performance review regimes are fair, equitable and consistently applied across the core public administration.
6.1.1 Maintaining records of the distribution of employee performance ratings within the organization;
6.1.2 Conducting an annual self–assessment of the quality of their organization's performance management exercise;
6.1.3 Establishing an employee performance management program that includes the following minimum requirements:
6.1.4 Establishing, as an integral part of their performance management programs, a departmental review panel and a process to review performance assessments in order to:
6.2.1 Recognize performance excellence;
6.2.2 Provide support to employees to help them feel valued in carrying out the organization's mission;
6.2.3 Possess the competencies necessary, including coaching and mentoring skills, to manage a diverse workforce;
6.2.4 Are assessed on their performance in managing their employees in accordance with this directive;
6.2.5 Receive the training and support required to manage employee performance effectively. Specific training in performance management may be identified by the Treasury Board Secretariat. This training:
6.2.6 Clearly establish, with all of their direct reports, including employees on probation, annual performance objectives that include at a minimum:
6.2.7 Provide employees with the tools, training and mentoring they need to meet the knowledge, skill, competency and engagement requirements to perform their duties; and
6.2.8 Strengthen individual performance through ongoing communication and honest and respectful feedback, coaching and mentoring.
6.3.1 Strive for performance excellence;
6.3.2 Understand the mission and goals of the Government of Canada and their organization and that performance management is a partnership and shared responsibility between them and their managers;
6.3.3 Participate actively in the performance management program in accordance with their language–of–work rights;
6.3.4 Demonstrate the knowledge, skills, competencies, behaviours (including reliability and respectful behaviour expected in a professional workplace) and engagement necessary to perform their duties, and conduct themselves in accordance with the values and ethics of the federal public sector; and
6.3.5 Understand the consequences of unsatisfactory performance.
6.4.1 Deputy heads, or their delegates, are responsible for:
6.4.2 The Office of the Chief Human Resources Officer is responsible for:
7.1 Deputy heads are responsible for taking corrective measures regarding policy compliance when significant issues arise through Management Accountability Framework assessments and other processes.
7.2 The Chief Human Resources Officer is responsible for ensuring that corrective actions are taken to address instances of non–compliance with the requirements of this directive. Corrective actions can include requiring additional training or making changes to procedures and systems as appropriate.
Note: This section identifies other significant departments involved in this policy area. In and of itself, it does not confer any authority.
8.1 The Canada School of Public Service is the common learning provider for the core public administration. The Canada School of Public Service is responsible for developing, and regularly updating, in collaboration with the relevant policy authorities, training and assessment instruments related to the Treasury Board Standards on Knowledge (under review) for employees and managers new to the core public administration. In terms of enhancing performance management within the core public administration, the Canada School of Public Service shall:
8.2 The Privy Council Office and the Clerk of the Privy Council, as head of the public service, establish broad public service corporate priorities and individual performance objectives with deputy heads.
9.1 Other relevant legislation and regulations
9.2 Related instruments
For questions on this policy instrument, please contact TBS Public Enquiries.