Performance Management for Certain Senior Excluded or Unrepresented

Performance management is an essential component of sound human resources practices in the Public Service of Canada. It helps individuals understand their contribution to the business objectives of the Government. It also helps them achieve their full potential which, in turn, results in better service to Canadians.

More specifically, it aligns the skills and talents of individuals with the top priorities of their organization through the creation of performance commitments or objectives. It includes learning opportunities, ongoing communication and performance awards.

The Clerk of the Privy Council has made strengthening performance management a key part of his agenda to renew the Public Service. A phased approach is being used with an initial focus on certain senior positions.

As a first step, a more structured and rigorous performance assessment regime for deputy ministers and their associates was introduced in 2006–07. Then, in June 2007, the Deputy Minister Committee on Public Service Renewal approved a proposal to revise the performance management regime for excluded or unrepresented individuals to make it more consistent with the strengthened regime for executives.

Lessons learned from these efforts will lead to further steps to strengthen performance management. The goal is to expand to a broader population of senior excluded or unrepresented individuals in 2009–10 and, potentially, to represented managers in subsequent years.

This group is seen as a logical next step for strengthening performance management because a majority of its members manage people and are already under a performance pay regime. In addition, their performance management regime has not been adjusted since the 1980s.

The new approach is outlined in the new Guidelines on Performance Management for Certain Senior Excluded or Unrepresented Managers and Specialists (E/U PM).

One of the biggest changes is that the new performance management regime for these senior excluded or unrepresented individuals is now closely aligned with the strengthened regime for executives. Overall, the new approach has more rigour and transparency.

This alignment will bring the core public administration that much closer to having a consistent approach to performance management for all managers.

The following groups and levels are subject to the new regime: AS-7, AS-8, ES-8, FI-4, IS-6, LA-1, LA-2-A, LA-2-B, PE-6, PM-MCO 1-4, PG-6, TR-4, TR-5 and WP-7. Most are managers (approximately 1,500), and the remainder (approximately 400) work as senior specialists.

The extent of the change will depend on the situation in your individual department, since some departments have already implemented an approach that is aligned more closely with the Directive on the Performance Management Program (PMP) for Executives. At a minimum, individuals will likely experience:

• a new rating structure and criteria;
• increased emphasis on leadership competencies, especially those related to people management;
• a shift from seeing their performance management handled as an annual appraisal process to one that includes regular dialogue and a mid-year review; and
• a change in the way performance awards are applied.

The same performance management approach applies to managers and specialists and both will have access to the same amount of performance awards.

However, for individuals who manage people, there will be clearer expectations related to people management, based on the Key Leadership Competencies. Specialists who do not manage people will also be assessed against the Key Leadership Competencies, but with a focus on competencies related to their role rather than on people management.

The expectations for effective people management are based on the Key Leadership Competencies for the Public Service.

To help clarify expectations and assess managers, a tool has been developed that is based on effective people management behaviours. It can be used to consider and/or jointly discuss a manager’s performance. During the 2008–09 performance cycle, this tool will be pilot tested by a number of departments. (insert link)

The mid-year review is an opportunity:

• for the manager/specialist and his or her immediate superior to review accomplishments in relation to performance commitments;
• to adjust performance commitments if necessary (the modified performance agreement should be provided to the appropriate human resources office);
• for the immediate superior to provide feedback to the manager/specialist and to solicit his or her feedback; and
• to discuss progress in relation to the learning plan and make any adjustments necessary.

Managers/specialists and their immediate supervisors are encouraged to discuss the performance related matters whenever they see a need.

Managers/specialists who receive a rating of Level 1 (Did Not Meet) for Ongoing Commitments will not be eligible for an in-range adjustment of their salary, nor will they be eligible for a performance award under Key Commitments (whether or not they receive a rating higher than Level 1 for Key Commitments).

Managers/specialists who receive a rating of Level 1 (Did Not Meet) for Key Commitments are not eligible for a performance award (lump sum payment).

When a manager/specialist receives a rating of Level 1 (Did Not Meet), an action plan to improve performance is recommended.

The maximum amount provided under the award (up to 10 percent) will not change for 2008–09.

Currently the award is applied first as an in-range increase until the employee reaches the range maximum, then it is awarded as a lump sum.

A new directive on Pay Administration will be issued by Treasury Board Secretariat during 2008-09.