People Management Assessment Tool

Purpose:

This tool is available for use in conjunction with the Guidelines on Performance Management for Certain Senior Excluded or Unrepresented Managers and Specialists (E/U PM).

Recognizing and rewarding individuals for achieving expected results involves considering not only what results were achieved but also how they were achieved. With their focus on observable behaviours, the Key Leadership Competencies provide the means for consistently, fairly, and transparently assessing how results were achieved.

This tool focuses on the people management aspects of the Key Leadership Competencies. It can be used by managers/specialists and their immediate superior to individually consider and/or jointly discuss performance with respect to people management.

Regardless of whether this tool or another approach is used, an assessment of people management is to be included in the overall performance ratings for both Ongoing and Key Commitments for all managers/specialists subject to the above program.

Key Leadership Competencies Questions to facilitate discussion Demonstrated behaviors and rationale Ratingtable note 1 *

Table 1 Notes

Table Note 1

Overall rating scale for People Management – Level 1; Level 2; Level 3; Level 4

Return to table note 1 * referrer

Management Excellence
  • Provides regular feedback, acknowledges success and the need for improvement
  • Develops and supports career plans and learning opportunities
  • Deals with ineffective performance
  • Coaches, challenges and provides opportunities for growth
  • Supports and promotes work-life balance
  • How well does the manager recruit, retain, and develop staff in order to meet current and future needs?
  • How did the manager deal with ineffective performance?
  • Did the manager address work-life balance issues?
  • How frequently and effectively did the manager provide coaching and feedback to staff?
  • What career growth, challenges and opportunities did the manager provide?
   
Engagement
  • Solicits input and listens to staff
  • Gives credit for the contributions of staff
  • Encourages open constructive discussion of diverse perspectives
  • How did the manager engage staff?
  • In what ways did the manager inspire commitment?
  • Were there significant challenges in mobilizing others?
  • If so, how were they handled?
   
Strategic Thinking
  • Translates vision into concrete work activities
  • Encourages and incorporates diverse and creative initiatives and perspectives
  • In what ways did the manager translate vision into concrete work activities?
  • How effectively did the manager encourage and incorporate diverse and creative perspectives?
   
Values and Ethics
  • Incorporates equitable practices into HR planning
  • Builds and promotes a safe and healthy, respectful unit, free of harassment and discrimination
  • Acts with transparency and fairness in all transactions, including staffing, contracting, and day-to-day activities
  • In what ways and how effectively did the manager foster a fair, safe, healthy and respectful unit?
  • Did the manager achieve results partly through inappropriate means? (e.g., make decisions more often based on marrow organizational interests rather than the public interest)
   

References and Further Information 

  1. Key Leadership Competencies for the Public Service
  2. Performance Management Program Gold Standard

Contains tools and information designed for the Executive Performance Management Program, many of which are applicable to this program, as it is modeled on the EX PMP. The following may be of particular interest:

  • Assessing Key Leadership Competencies – provides a checklist for effective and ineffective behaviours for all Key Leadership Competencies at the level of Director, Director General and Assistant Deputy Minister.
  • Giving and Receiving Feedback – provides tips, including giving feedback in difficult situations.

Available in hard copy or CD in departmental EX Units

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