competencies - workplace strategies for mental health · >> section v: performance management...
TRANSCRIPT
Competenciesfor Canada’s Substance Abuse Workforce
SECTION V
Performance Management Tools
Canadian Centre on Substance Abuse
PageAdministration Support V–3Counselling V–11Health Promotion V–19Senior Management V–27Supervision V–35Support and Outreach V–45Withdrawal Management V–53
This package was published by the Canadian Centreon Substance Abuse (CCSA).
Suggested citation: Canadian Centre on Substance Abuse. (2010). Competencies for Canada’s substance abuse workforce.
Ottawa, ON: Canadian Centre on Substance Abuse.
This is a living document, which CCSA may revise and update to reflect the latest evidence and research.
Copyright © 2010 by the Canadian Centre on Substance Abuse (CCSA). All rights reserved.
For additional copies, contactCCSA, 75 Albert St., Suite 500
Ottawa, ON K1P 5E7Tel.: 613-235-4048
Email: [email protected]
These documents can also be downloaded as a PDF atwww.cnsaap.ca
Ce document est également disponible en français sous le titre :Compétences de base pour les intervenants canadiens en
toxicomanie
ISBN 978-1-926705-16-3
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
V-3
It may be that the profile competencies related to the performance objectives are not all identified in the planning stage. Others can be added as needed. Typically, each performance objective has one or more related competency(ies).
To assist you in planning the initial review, sample performance objectives have been provided. They relate to the competencies in each job profile.
Ensure that all performance evaluations are conducted in accordance with existing organizational policies and procedures.
This performance management tool provides you with a process and template for conducting employee performance reviews within the Administration Support occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.
This is useful as a template or starter guide, but it might not accurately represent the competencies required for the position you are evaluating.
To assess and revise the tool so it is well-suited to your organization:
Review this tool to determine if the suggested 1. competency profile is relevant.
Adjust, as necessary, to suit the job description 2. and your organization.
Review the behavioural competencies to 3. determine what competencies and/or proficiency levels you need to change to give a more accurate representation. A brief overview of the steps involved in identifying the relevant competencies for a profile has been provided in the document titled Behavioural Competencies for Canada’s Substance Abuse Workforce, v.1.
A job competency profile includes only the critical competencies required for the job (not those that are “nice to have”—i.e., not essential to performing the job successfully). Preferably, there are no more than 12 competencies per profile.
AdministrAtion support
AdministrAtion supportAdministrAtion support
AdministrAtion support
Behavioural Competencies (v.1)Performance Management Tool
AdMINISTrATION SuPPOrT
V-4
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Administration Support
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Adaptability/FlexibilityAnalytical Thinking and Decision MakingClient Service OrientationContinuous LearningDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismInterpersonal Rapport/SavvyPlanning and OrganizingSelf CareSelf ManagementTeamwork and Cooperation
111212122222
Competency Required Proficiency Level
Position Title:
Employee Name:
Manager’s Name and Title:
Review Period from (Month/Year) to (Month/Year):
Administration Support Administrative Assistant, Administrator, Regional Administrator, Clinic Technician
Date of Review (Day/Month/Year):
Performance Management Tool For: Positions related to Administration Support
Job Cluster Example Job Titles
Preparation Checklist
Review job description to identify the target position requirements and competencies.
Review previous performance evaluation, if available.
Suggested Competency Profile
**CONFIDENTIAL WHEN COMPLETED**
V-5
Behavioural Competencies (v.1) Section V: Performance Management Tool – Administration Support <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
How to Use this Form
INITIAL PLANNING: At the beginning of the performance cycle (e.g., on or immediately following the anniversary date of the employee):
The manager and employee meet to discuss and agree on the key performance objectives and related competencies for the review period.
The performance objectives can be task- or activity–based, or can be competency-based objectives (see Part A: Performance Planning and Review).
In almost all cases, performance objectives identified (the “what” of the job) can be related to particular competencies required to achieve them (the “how” of the job).
If this is the first year a performance review has been conducted, the manager and the employee might not yet be able to identify any learning and development needs. They can have an initial discussion about what these might be, based on the employee’s own performance development concerns.
If this is not the first year, the manager and the employee confirm the learning and development needs identified at the end of the previous cycle.
INTERIM REVIEW: During the cycle (e.g., 6-month review):
The manager and employee meet to review progress in achieving performance objectives and begin to identify areas for development. Formal reviews might also be conducted throughout the period; for example, when the manager or employee changes jobs, when there is significant change in the existing job, or at the end of a key milestone.
Performance objectives might need adjusting if work or priorities have changed since the beginning of the cycle (see Part A: Performance Planning and Review).
If this is the first year a performance review has been conducted, the manager and the employee can begin to identify learning and development needs (see Part B: Learning and Development).
If this is not the first year a performance review has been conducted, the manager and employee review the employee’s accomplishment of the action plan so far and adjust as necessary (see Part B: Learning and Development).
u
u
u
u
u
u
u
V-6
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Administration Support
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
FINAL REVIEW: At the end of the cycle (on or near the anniversary date of the employee’s hiring):
The manager and employee meet to discuss the final review of the performance objectives.
Record the employee’s performance for each of the required competencies (see Part A: Performance Planning and Review).
For each objective, the manager and employee discuss the extent to which objectives were achieved. This is recorded in the “Results” section.
In the “Rating” section, employee and manager use the rating scale provided on the last page to evaluate results.
If this is the first year a performance review has been conducted, the manager and the employee work together to identify the learning and development needs and the required action plan for the following review cycle (see Part B: Learning and Development). Focus is on the most pressing learning needs (e.g., up to five areas for development).
If this is not the first year, the manager and employee review the employee’s accomplishment of the action plan throughout the previous year (see Part B: Learning and Development).
SIGN OFF: At the end of the cycle (on the anniversary date of the employee’s hiring):
The manager prepares the final summary review and evaluation and reviews the results with the employee (see Part C: Final Evaluation).
The manager and employee jointly determine and agree to an action plan to enhance performance and results. This includes action to be taken by both the manager and the employee (see Part C: Final Evaluation).
The employee comments on his or her own performance over the review cycle and the results (see Part C: Final Evaluation).
The original of the completed form is placed in the employee’s Human Resource file and the manager gives a copy to the employee.
u
u
u
u
u
u
u
u
u
V-7
Behavioural Competencies (v.1) Section V: Performance Management Tool – Administration Support <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
Rat
ing
Rela
ted
Com
pete
ncie
s:
Sam
ple P
erfo
rman
ce O
bjec
tives
:
Res
ults
Ach
ieve
d:
Self
M
gr
Part
A: P
erfo
rman
ce P
lann
ing
and
Revi
ew
1. Pr
ovide
adm
inistr
ative
cove
rage
/supp
ort f
or ot
her
secti
ons d
uring
perio
ds of
abse
nce o
f oth
er ad
mini
strat
ive
staff
and w
hen n
eces
sary.
2. Pr
ovide
tim
ely in
form
ation
on us
er ac
tivity
base
d on a
n an
alysis
of av
ailab
le da
ta.
3. Pr
ovide
nece
ssary
info
rmat
ion to
clien
ts wi
thin
the
boun
darie
s of c
onfid
entia
lity p
olicie
s and
/or c
onta
ct ap
prop
riate
staff
to pa
ss inf
orm
ation
as ap
prop
riate
.
4. Un
derta
ke tr
aining
as id
entifi
ed by
supe
rviso
r and
lea
rning
plan
.
Adap
tabil
ity/F
lexibi
lity
Team
work
and C
oope
ratio
n
Analy
tical
Think
ing an
d De
cision
M
aking
Clien
t Ser
vice O
rient
ation
Inte
rper
sona
l Sav
vy/R
appo
rtEt
hical
Cond
uct a
nd
Pr
ofes
siona
lism
Cont
inuou
s Lea
rning
Self C
are
V-8
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Administration Support
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
5. En
sure
effec
tive c
omm
unica
tion i
s main
taine
d bet
ween
se
rvice
user
s and
colle
ague
s at a
ll lev
els, b
oth v
erba
lly
and i
n writ
ing.
6. M
ainta
in an
d cre
ate e
fficie
nt fil
ing sy
stem
s (ele
ctron
ic an
d har
d-co
py) t
o fac
ilitat
e dat
a ret
rieva
l and
ensu
re th
at
confi
dent
iality
is pr
eser
ved.
7. Se
ek as
sista
nce f
rom
othe
rs to
reso
lve is
sues
or m
eet
dem
ands
of th
e wor
kload
, as a
ppro
priat
e.
8.
Effec
tive C
omm
unica
tion
Self M
anag
emen
tDi
versi
ty an
d Cult
ural
Resp
onsiv
enes
s
Plann
ing an
d Org
anizi
ngEt
hical
Cond
uct a
nd
Prof
essio
nalis
m
Self C
are
Team
work
and C
oope
ratio
nAd
apta
bility
/Flex
ibilit
y
Rat
ing
Rela
ted
Com
pete
ncie
s:
Sam
ple P
erfo
rman
ce O
bjec
tives
:
Res
ults
Ach
ieve
d:
Self
M
gr
V-9
Behavioural Competencies (v.1) Section V: Performance Management Tool – Administration Support <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
Targ
et
Com
plet
ion
Area
s for
Dev
elop
men
t:
A
ctio
n Pl
an/D
evel
opm
ent O
ptio
ns:
D
ates
:
R
esul
ts:
Part
B: L
earn
ing
and
Dev
elop
men
t
1. 2. 3. 4. 5.
V-10
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Administration Support
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Employee Signature Manager Signature Date (dd/mm/yy)
Part C: Summary Review and Overall Evaluation
After discussion on Parts A and B, the manager prepares summary comments on the employee’s overall performance during the review period and rates the employee’s performance.
The employee and manager agree on a mutual action plan recording the actions to be taken by the manager and employee to achieve desired results (includes making funds, time and resources available as necessary).
The employee records summary comments on own performance and/or the review process, as desired.
Both the manager and employee sign the evaluation.
u
u
u
u
Exceeds ExpectationsExceeded requirements on most of all important elements of the objective(s).
Meets ExpectationsFulfilled requirements and met performance objective(s) within the standards for the position assessed.
Progressing Fulfilled some of the requirements of the objective(s). Progress is being observed for the majority of objective requirements.
Needs Improvement Fulfillment of objective(s) was less than adequate in all or most respects. Performance is below satisfactory level and must improve.
4
3
2
1
Manager Comments/ Summary
Mutual Action Plan
Employee Comments
Overall Evaluation Needs Improvement Progressing Meets Expectations Exceeds Expectations
NOTE: By signing here, the employee acknowledges reading the results and discussing them with the manager.
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
V-11
It may be that the profile competencies related to the performance objectives are not all identified in the planning stage. Others can be added as needed. Typically, each performance objective has one or more related competency(ies).
To assist you in planning the initial review, sample performance objectives have been provided. They relate to the competencies in each job profile.
Ensure that all performance evaluations are conducted in accordance with existing organizational policies and procedures.
This performance management tool provides you with a process and template for conducting employee performance reviews within the Counselling occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.
This is useful as a template or starter guide, but it might not accurately represent the competencies required for the position you are evaluating.
To assess and revise the tool so it is well-suited to your organization:
Review this tool to determine if the suggested 1. competency profile is relevant.
Adjust, as necessary, to suit the job description 2. and your organization.
Review the behavioural competencies to 3. determine what competencies and/or proficiency levels you need to change to give a more accurate representation. A brief overview of the steps involved in identifying the relevant competencies for a profile has been provided in the document titled Behavioural Competencies for Canada’s Substance Abuse Workforce, v.1.
A job competency profile includes only the critical competencies required for the job (not those that are “nice to have”—i.e., not essential to performing the job successfully). Preferably, there are no more than 12 competencies per profile.
CounsellingCounselling
CounsellingCounsellingCounselling
Behavioural Competencies (v.1)Performance Management Tool
COuNSEllINg
V-12
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Counselling
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Position Title:
Employee Name:
Manager’s Name and Title:
Review Period from (Month/Year) to (Month/Year): Date of Review (Day/Month/Year):
Performance Management Tool For: Positions related to Counselling
Preparation Checklist
Review job description to identify the target position requirements and competencies.
Review previous performance evaluation, if available.
Suggested Competency Profile
**CONFIDENTIAL WHEN COMPLETED**
Adaptability/FlexibilityAnalytical Thinking and Decision MakingClient-centred ChangeClient Service OrientationContinuous LearningDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismInterpersonal Rapport/SavvySelf CareSelf ManagementTeamwork and Cooperation
333223323322
Competency Required Proficiency Level
Counselling Addictions Counsellor, Alcohol & Drug Counsellor, Substance Abuse Counsellor, Intake Counsellor
Job Cluster Example Job Titles
V-13
Behavioural Competencies (v.1) Section V: Performance Management Tool – Counselling <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
How to Use this Form
INITIAL PLANNING: At the beginning of the performance cycle (e.g., on or immediately following the anniversary date of the employee):
The manager and employee meet to discuss and agree on the key performance objectives and related competencies for the review period.
The performance objectives can be task- or activity–based, or can be competency-based objectives (see Part A: Performance Planning and Review).
In almost all cases, performance objectives identified (the “what” of the job) can be related to particular competencies required to achieve them (the “how” of the job).
If this is the first year a performance review has been conducted, the manager and the employee might not yet be able to identify any learning and development needs. They can have an initial discussion about what these might be, based on the employee’s own performance development concerns.
If this is not the first year, the manager and the employee confirm the learning and development needs identified at the end of the previous cycle.
INTERIM REVIEW: During the cycle (e.g., 6-month review):
The manager and employee meet to review progress in achieving performance objectives and begin to identify areas for development. Formal reviews might also be conducted throughout the period; for example, when the manager or employee changes jobs, when there is significant change in the existing job, or at the end of a key milestone.
Performance objectives might need adjusting if work or priorities have changed since the beginning of the cycle (see Part A: Performance Planning and Review).
If this is the first year a performance review has been conducted, the manager and the employee can begin to identify learning and development needs (see Part B: Learning and Development).
If this is not the first year a performance review has been conducted, the manager and employee review the employee’s accomplishment of the action plan so far and adjust as necessary (see Part B: Learning and Development).
u
u
u
u
u
u
u
V-14
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Counselling
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
FINAL REVIEW: At the end of the cycle (on or near the anniversary date of the employee’s hiring):
The manager and employee meet to discuss the final review of the performance objectives.
Record the employee’s performance for each of the required competencies (see Part A: Performance Planning and Review).
For each objective, the manager and employee discuss the extent to which objectives were achieved. This is recorded in the “Results” section.
In the “Rating” section, employee and manager use the rating scale provided on the last page to evaluate results.
If this is the first year a performance review has been conducted, the manager and the employee work together to identify the learning and development needs and the required action plan for the following review cycle (see Part B: Learning and Development). Focus is on the most pressing learning needs (e.g., up to five areas for development).
If this is not the first year, the manager and employee review the employee’s accomplishment of the action plan throughout the previous year (see Part B: Learning and Development).
SIGN OFF: At the end of the cycle (on the anniversary date of the employee’s hiring):
The manager prepares the final summary review and evaluation and reviews the results with the employee (see Part C: Final Evaluation).
The manager and employee jointly determine and agree to an action plan to enhance performance and results. This includes action to be taken by both the manager and the employee (see Part C: Final Evaluation).
The employee comments on his or her own performance over the review cycle and the results (see Part C: Final Evaluation).
The original of the completed form is placed in the employee’s Human Resource file and the manager gives a copy to the employee.
u
u
u
u
u
u
u
u
u
V-15
Behavioural Competencies (v.1) Section V: Performance Management Tool – Counselling <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
Part
A: P
erfo
rman
ce P
lann
ing
and
Revi
ew
1. Pr
ovide
indiv
idual
and g
roup
coun
sellin
g ses
sions
to
clien
ts in
a safe
envir
onm
ent.
2. Ne
gotia
te an
d sus
tain
goal-
direc
ted c
ouns
elling
re
lation
ships
that
hono
ur in
dividu
al, cu
ltura
l, and
sit
uatio
nal d
iversi
ty.
3. De
mon
strat
e app
ropr
iate a
ware
ness
of se
lf thr
ough
re
cogn
ition
of im
pact
on ot
hers,
man
aging
bias
, and
the
ident
ifica
tion o
f stre
ngth
s and
limita
tions
.
4. As
sist i
ndivi
duals
, gro
ups a
nd th
e com
mun
ity to
atta
in kn
owled
ge an
d skil
ls in
addr
essin
g sub
stanc
e use
issu
es.
Inte
rper
sona
l Sav
vy/R
appo
rtEff
ectiv
e Com
mun
icatio
n
Clien
t Ser
vice O
rient
ation
Dive
rsity
and C
ultur
al Re
spon
siven
ess
Effec
tive C
omm
unica
tion
Inte
rper
sona
l Sav
vy/R
appo
rtSe
lf Man
agem
ent
Clien
t Ser
vice O
rient
ation
Team
work
and C
oope
ratio
nEff
ectiv
e Com
mun
icatio
n
Rat
ing
Rela
ted
Com
pete
ncie
s:
Sam
ple P
erfo
rman
ce O
bjec
tives
:
Res
ults
Ach
ieve
d:
Self
M
gr
V-16
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Counselling
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
5. En
gage
in re
cipro
cal re
lation
ships
of le
arnin
g with
co
lleag
ues.
6. Co
llabo
rate
with
clien
ts to
iden
tify a
ppro
priat
e tre
atm
ent o
ption
s and
/or s
uppo
rts.
7. De
velop
perso
nal a
nd pr
ofes
siona
l resil
ience
an
d pro
mot
e hea
lth th
roug
h the
deve
lopm
ent a
nd
imple
men
tatio
n of a
perso
nal w
ellne
ss pla
n.
8.
Team
work
and C
oope
ratio
nCo
ntinu
ous L
earn
ingEt
hical
Cond
uct a
nd
Prof
essio
nalis
m
Clien
t-cen
tere
d Cha
nge
Clien
t Ser
vice O
rient
ation
Adap
tabil
ity an
d Flex
ibilit
yEff
ectiv
e Com
mun
icatio
nDi
versi
ty an
d Cult
ural
Resp
onsiv
enes
s
Self M
anag
emen
tSe
lf Car
eCo
ntinu
ous L
earn
ingEt
hical
Cond
uct a
nd
Prof
essio
nalis
m
Rat
ing
Rela
ted
Com
pete
ncie
s:
Sam
ple P
erfo
rman
ce O
bjec
tives
:
Res
ults
Ach
ieve
d:
Self
M
gr
V-17
Behavioural Competencies (v.1) Section V: Performance Management Tool – Counselling <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
Targ
et
Com
plet
ion
Area
s for
Dev
elop
men
t:
A
ctio
n Pl
an/D
evel
opm
ent O
ptio
ns:
D
ates
:
R
esul
ts:
Part
B: L
earn
ing
and
Dev
elop
men
t
1. 2. 3. 4. 5.
V-18
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Counselling
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Employee Signature Manager Signature Date (dd/mm/yy)
Part C: Summary Review and Overall Evaluation
After discussion on Parts A and B, the manager prepares summary comments on the employee’s overall performance during the review period and rates the employee’s performance.
The employee and manager agree on a mutual action plan recording the actions to be taken by the manager and employee to achieve desired results (includes making funds, time and resources available as necessary).
The employee records summary comments on own performance and/or the review process, as desired.
Both the manager and employee sign the evaluation.
u
u
u
u
Exceeds ExpectationsExceeded requirements on most of all important elements of the objective(s).
Meets ExpectationsFulfilled requirements and met performance objective(s) within the standards for the position assessed.
Progressing Fulfilled some of the requirements of the objective(s). Progress is being observed for the majority of objective requirements.
Needs Improvement Fulfillment of objective(s) was less than adequate in all or most respects. Performance is below satisfactory level and must improve.
4
3
2
1
Manager Comments/ Summary
Mutual Action Plan
Employee Comments
Overall Evaluation Needs Improvement Progressing Meets Expectations Exceeds Expectations
NOTE: By signing here, the employee acknowledges reading the results and discussing them with the manager.
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
V-19
HealtH Promotion
HealtH PromotionHealtH Promotion
HealtH Promotion
It may be that the profile competencies related to the performance objectives are not all identified in the planning stage. Others can be added as needed. Typically, each performance objective has one or more related competency(ies).
To assist you in planning the initial review, sample performance objectives have been provided. They relate to the competencies in each job profile.
Ensure that all performance evaluations are conducted in accordance with existing organizational policies and procedures.
This performance management tool provides you with a process and template for conducting employee performance reviews within the Health Promotion occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.
This is useful as a template or starter guide, but it might not accurately represent the competencies required for the position you are evaluating.
To assess and revise the tool so it is well-suited to your organization:
Review this tool to determine if the suggested 1. competency profile is relevant.
Adjust, as necessary, to suit the job description 2. and your organization.
Review the behavioural competencies to 3. determine what competencies and/or proficiency levels you need to change to give a more accurate representation. A brief overview of the steps involved in identifying the relevant competencies for a profile has been provided in the document titled Behavioural Competencies for Canada’s Substance Abuse Workforce, v.1.
A job competency profile includes only the critical competencies required for the job (not those that are “nice to have”—i.e., not essential to performing the job successfully). Preferably, there are no more than 12 competencies per profile.
Behavioural Competencies (v.1)Performance Management Tool
HEAlTH PrOMOTION
V-20
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Health Promotion
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Position Title:
Employee Name:
Manager’s Name and Title:
Review Period from (Month/Year) to (Month/Year): Date of Review (Day/Month/Year):
Performance Management Tool For: Positions related to Health Promotion
Preparation Checklist
Review job description to identify the target position requirements and competencies.
Review previous performance evaluation, if available.
Suggested Competency Profile
**CONFIDENTIAL WHEN COMPLETED**
Adaptability/FlexibilityAnalytical Thinking and Decision MakingCollaboration and Network BuildingContinuous LearningCreativity and InnovationDeveloping OthersDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismInterpersonal Rapport/SavvyPlanning and OrganizingSelf CareSelf Motivation and DriveTeamwork and Cooperation
32333333233222
Competency Required Proficiency Level
Health Promotion Health Promotion Specialist, Health Education Specialist, Prevention Coordinator, Health Educator, Health Promotion & Protection Specialist/Worker
Job Cluster Example Job Titles
V-21
Behavioural Competencies (v.1) Section V: Performance Management Tool – Health Promotion <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
How to Use this Form
INITIAL PLANNING: At the beginning of the performance cycle (e.g., on or immediately following the anniversary date of the employee):
The manager and employee meet to discuss and agree on the key performance objectives and related competencies for the review period.
The performance objectives can be task- or activity–based, or can be competency-based objectives (see Part A: Performance Planning and Review).
In almost all cases, performance objectives identified (the “what” of the job) can be related to particular competencies required to achieve them (the “how” of the job).
If this is the first year a performance review has been conducted, the manager and the employee might not yet be able to identify any learning and development needs. They can have an initial discussion about what these might be, based on the employee’s own performance development concerns.
If this is not the first year, the manager and the employee confirm the learning and development needs identified at the end of the previous cycle.
INTERIM REVIEW: During the cycle (e.g., 6-month review):
The manager and employee meet to review progress in achieving performance objectives and begin to identify areas for development. Formal reviews might also be conducted throughout the period; for example, when the manager or employee changes jobs, when there is significant change in the existing job, or at the end of a key milestone.
Performance objectives might need adjusting if work or priorities have changed since the beginning of the cycle (see Part A: Performance Planning and Review).
If this is the first year a performance review has been conducted, the manager and the employee can begin to identify learning and development needs (see Part B: Learning and Development).
If this is not the first year a performance review has been conducted, the manager and employee review the employee’s accomplishment of the action plan so far and adjust as necessary (see Part B: Learning and Development).
u
u
u
u
u
u
u
V-22
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Health Promotion
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
FINAL REVIEW: At the end of the cycle (on or near the anniversary date of the employee’s hiring):
The manager and employee meet to discuss the final review of the performance objectives.
Record the employee’s performance for each of the required competencies (see Part A: Performance Planning and Review).
For each objective, the manager and employee discuss the extent to which objectives were achieved. This is recorded in the “Results” section.
In the “Rating” section, employee and manager use the rating scale provided on the last page to evaluate results.
If this is the first year a performance review has been conducted, the manager and the employee work together to identify the learning and development needs and the required action plan for the following review cycle (see Part B: Learning and Development). Focus is on the most pressing learning needs (e.g., up to five areas for development).
If this is not the first year, the manager and employee review the employee’s accomplishment of the action plan throughout the previous year (see Part B: Learning and Development).
SIGN OFF: At the end of the cycle (on the anniversary date of the employee’s hiring):
The manager prepares the final summary review and evaluation and reviews the results with the employee (see Part C: Final Evaluation).
The manager and employee jointly determine and agree to an action plan to enhance performance and results. This includes action to be taken by both the manager and the employee (see Part C: Final Evaluation).
The employee comments on his or her own performance over the review cycle and the results (see Part C: Final Evaluation).
The original of the completed form is placed in the employee’s Human Resource file and the manager gives a copy to the employee.
u
u
u
u
u
u
u
u
u
V-23
Behavioural Competencies (v.1) Section V: Performance Management Tool – Health Promotion <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
Part
A: P
erfo
rman
ce P
lann
ing
and
Revi
ew
1. As
sist t
he sc
hool
distri
ct in
imple
men
ting a
co
mpr
ehen
sive s
choo
l hea
lth ap
proa
ch by
prov
iding
ac
cess
to up
-to-d
ate i
nfor
mat
ion on
healt
h pro
mot
ion
theo
ry an
d evid
ence
-bas
ed pr
actic
e.
2. Es
tabli
sh an
d main
tain
links
with
com
mun
ity le
ader
s an
d oth
er ke
y hea
lth pr
omot
ion st
akeh
older
s (e.g
., sch
ools,
busin
esse
s, ch
urch
es, c
omm
unity
asso
ciatio
ns,
labou
r unio
ns).
3. Fa
cilita
te a
healt
h edu
catio
n pro
gram
to ad
dres
s bing
e dr
inking
amon
g you
ng ad
ults.
4. De
velop
a so
cial m
arke
ting c
ampa
ign in
cludin
g m
ultipl
e cha
nnels
(lea
flets,
poste
rs, br
ochu
res,
PSAs
, etc.
) to
raise
awar
enes
s of lo
w-ris
k drin
king.
Adap
tabil
ity/F
lexibi
lity
Cont
inuou
s Lea
rning
Crea
tivity
and I
nnov
ation
Colla
bora
tion a
nd N
etwo
rk
Build
ing
Colla
bora
tion a
nd N
etwo
rk
Build
ingEff
ectiv
e Com
mun
icatio
n
Effec
tive C
omm
unica
tion
Inte
rper
sona
l Sav
vy/R
appo
rtCr
eativ
ity an
d Inn
ovat
ionCo
llabo
ratio
n and
Net
work
Bu
ilding
Crea
tivity
and I
nnov
ation
Effec
tive C
omm
unica
tion
Colla
bora
tion a
nd N
etwo
rk
Build
ing
Rat
ing
Rela
ted
Com
pete
ncie
s:
Sam
ple P
erfo
rman
ce O
bjec
tives
:
Res
ults
Ach
ieve
d:
Self
M
gr
V-24
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Health Promotion
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
5. Fa
cilita
te de
velop
men
t of a
com
mun
icatio
n coa
lition
to
advo
cate
for a
ddre
ssing
healt
h ine
quiti
es im
pacti
ng
socio
-eth
nic m
inorit
ies in
the c
omm
unity
.
6. 7. 8.
Dive
rsity
and C
ultur
al Re
spon
siven
ess
Ethic
al Co
nduc
t and
Pr
ofes
siona
lism
Inte
rper
sona
l Sav
vy/R
appo
rtAd
apta
bility
/Flex
ibilit
y
Rat
ing
Rela
ted
Com
pete
ncie
s:
Sam
ple P
erfo
rman
ce O
bjec
tives
:
Res
ults
Ach
ieve
d:
Self
M
gr
V-25
Behavioural Competencies (v.1) Section V: Performance Management Tool – Health Promotion <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
Targ
et
Com
plet
ion
Area
s for
Dev
elop
men
t:
A
ctio
n Pl
an/D
evel
opm
ent O
ptio
ns:
D
ates
:
R
esul
ts:
Part
B: L
earn
ing
and
Dev
elop
men
t
1. 2. 3. 4. 5.
V-26
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Health Promotion
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Employee Signature Manager Signature Date (dd/mm/yy)
Part C: Summary Review and Overall Evaluation
After discussion on Parts A and B, the manager prepares summary comments on the employee’s overall performance during the review period and rates the employee’s performance.
The employee and manager agree on a mutual action plan recording the actions to be taken by the manager and employee to achieve desired results (includes making funds, time and resources available as necessary).
The employee records summary comments on own performance and/or the review process, as desired.
Both the manager and employee sign the evaluation.
u
u
u
u
Exceeds ExpectationsExceeded requirements on most of all important elements of the objective(s).
Meets ExpectationsFulfilled requirements and met performance objective(s) within the standards for the position assessed.
Progressing Fulfilled some of the requirements of the objective(s). Progress is being observed for the majority of objective requirements.
Needs Improvement Fulfillment of objective(s) was less than adequate in all or most respects. Performance is below satisfactory level and must improve.
4
3
2
1
Manager Comments/ Summary
Mutual Action Plan
Employee Comments
Overall Evaluation Needs Improvement Progressing Meets Expectations Exceeds Expectations
NOTE: By signing here, the employee acknowledges reading the results and discussing them with the manager.
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
V-27
It may be that the profile competencies related to the performance objectives are not all identified in the planning stage. Others can be added as needed. Typically, each performance objective has one or more related competency(ies).
To assist you in planning the initial review, sample performance objectives have been provided. They relate to the competencies in each job profile.
Ensure that all performance evaluations are conducted in accordance with existing organizational policies and procedures.
This performance management tool provides you with a process and template for conducting employee performance reviews within the Senior Management occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.
This is useful as a template or starter guide, but it might not accurately represent the competencies required for the position you are evaluating.
To assess and revise the tool so it is well-suited to your organization:
Review this tool to determine if the suggested 1. competency profile is relevant.
Adjust, as necessary, to suit the job description 2. and your organization.
Review the behavioural competencies to 3. determine what competencies and/or proficiency levels you need to change to give a more accurate representation. A brief overview of the steps involved in identifying the relevant competencies for a profile has been provided in the document titled Behavioural Competencies for Canada’s Substance Abuse Workforce, v.1.
A job competency profile includes only the critical competencies required for the job (not those that are “nice to have”—i.e., not essential to performing the job successfully). Preferably, there are no more than 12 competencies per profile.
Behavioural Competencies (v.1)Performance Management Tool
SENIOr MANAgEMENT
Senior ManageMent Senior ManageMent
Senior ManageMeSenior ManageMent
V-28
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Senior Management
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Position Title:
Employee Name:
Manager’s Name and Title:
Review Period from (Month/Year) to (Month/Year): Date of Review (Day/Month/Year):
Performance Management Tool For: Positions related to Senior Management
Preparation Checklist
Review job description to identify the target position requirements and competencies.
Review previous performance evaluation, if available.
Suggested Competency Profile
**CONFIDENTIAL WHEN COMPLETED**
Adaptability/FlexibilityAnalytical Thinking and Decision MakingCollaboration and Network BuildingContinuous LearningCreativity and InnovationDeveloping OthersDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismLeadershipPlanning and OrganizingSelf CareTeamwork and Cooperation
4444444444444
Competency Required Proficiency Level
Senior Management Executive Director, Clinical Director, Program Director, Program Manager, Controller, Office Manager
Job Cluster Example Job Titles
V-29
Behavioural Competencies (v.1) Section V: Performance Management Tool – Senior Management <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
How to Use this Form
INITIAL PLANNING: At the beginning of the performance cycle (e.g., on or immediately following the anniversary date of the employee):
The manager and employee meet to discuss and agree on the key performance objectives and related competencies for the review period.
The performance objectives can be task- or activity–based, or can be competency-based objectives (see Part A: Performance Planning and Review).
In almost all cases, performance objectives identified (the “what” of the job) can be related to particular competencies required to achieve them (the “how” of the job).
If this is the first year a performance review has been conducted, the manager and the employee might not yet be able to identify any learning and development needs. They can have an initial discussion about what these might be, based on the employee’s own performance development concerns.
If this is not the first year, the manager and the employee confirm the learning and development needs identified at the end of the previous cycle.
INTERIM REVIEW: During the cycle (e.g., 6-month review):
The manager and employee meet to review progress in achieving performance objectives and begin to identify areas for development. Formal reviews might also be conducted throughout the period; for example, when the manager or employee changes jobs, when there is significant change in the existing job, or at the end of a key milestone.
Performance objectives might need adjusting if work or priorities have changed since the beginning of the cycle (see Part A: Performance Planning and Review).
If this is the first year a performance review has been conducted, the manager and the employee can begin to identify learning and development needs (see Part B: Learning and Development).
If this is not the first year a performance review has been conducted, the manager and employee review the employee’s accomplishment of the action plan so far and adjust as necessary (see Part B: Learning and Development).
u
u
u
u
u
u
u
V-30
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Senior Management
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
FINAL REVIEW: At the end of the cycle (on or near the anniversary date of the employee’s hiring):
The manager and employee meet to discuss the final review of the performance objectives.
Record the employee’s performance for each of the required competencies (see Part A: Performance Planning and Review).
For each objective, the manager and employee discuss the extent to which objectives were achieved. This is recorded in the “Results” section.
In the “Rating” section, employee and manager use the rating scale provided on the last page to evaluate results.
If this is the first year a performance review has been conducted, the manager and the employee work together to identify the learning and development needs and the required action plan for the following review cycle (see Part B: Learning and Development). Focus is on the most pressing learning needs (e.g., up to five areas for development).
If this is not the first year, the manager and employee review the employee’s accomplishment of the action plan throughout the previous year (see Part B: Learning and Development).
SIGN OFF: At the end of the cycle (on the anniversary date of the employee’s hiring):
The manager prepares the final summary review and evaluation and reviews the results with the employee (see Part C: Final Evaluation).
The manager and employee jointly determine and agree to an action plan to enhance performance and results. This includes action to be taken by both the manager and the employee (see Part C: Final Evaluation).
The employee comments on his or her own performance over the review cycle and the results (see Part C: Final Evaluation).
The original of the completed form is placed in the employee’s Human Resource file and the manager gives a copy to the employee.
u
u
u
u
u
u
u
u
u
V-31
Behavioural Competencies (v.1) Section V: Performance Management Tool – Senior Management <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
Part
A: P
erfo
rman
ce P
lann
ing
and
Revi
ew
1. De
velop
and a
dmini
ster t
he re
gion’s
com
preh
ensiv
e su
bsta
nce a
buse
prog
ram
—inv
olving
the a
lloca
tion o
f fed
eral,
prov
incial
and m
unici
pal re
sour
ces t
o age
ncies
th
at pr
ovide
subs
tanc
e abu
se pr
even
tion,
on or
befo
re
all su
bmiss
ion da
tes a
nd w
ithin
1% of
budg
et (o
r with
ap
prov
al ex
plana
tions
for o
vera
ge).
2. Pr
omot
e com
mun
ity ut
ilizat
ion of
subs
tanc
e abu
se
and o
ther
publi
c ser
vice p
rogr
ams t
hrou
gh en
hanc
ing
and d
evelo
ping c
omm
unity
need
s-bas
ed ed
ucat
ion an
d re
sour
ces.
3. De
velop
a po
licy f
or co
nflict
s of in
tere
st fo
r the
or
ganiz
ation
.
4. Id
entif
y a ne
w or
enha
nced
miss
ion st
atem
ent,
goals
, va
lues a
nd vi
sion t
hrou
gh a
colla
bora
tive p
roce
ss,
posit
ively
evalu
ated
and s
uppo
rted b
y the
boar
d and
ot
her s
take
holde
rs, w
hich e
stabli
shes
goals
and s
trate
gies
refle
ctive
of ev
idenc
e-ba
sed s
ubsta
nce a
buse
trea
tmen
t
Plann
ing an
d Org
anizi
ngAn
alytic
al Th
inking
and D
ecisi
on
Mak
ingLe
ader
ship
Colla
bora
tion a
nd N
etwo
rk
Build
ingDe
velop
ing O
ther
sCr
eativ
ity an
d Inn
ovat
ionEff
ectiv
e Com
mun
icatio
nDi
versi
ty an
d Cult
ural
Resp
onsiv
enes
s
Ethic
al Co
nduc
t and
Pr
ofes
siona
lism
Team
work
and C
oope
ratio
nEff
ectiv
e Com
mun
icatio
n
Lead
ersh
ipCr
eativ
ity an
d Inn
ovat
ionAn
alytic
al Th
inking
and D
ecisi
on
Mak
ing
Rat
ing
Rela
ted
Com
pete
ncie
s:
Sam
ple P
erfo
rman
ce O
bjec
tives
:
Res
ults
Ach
ieve
d:
Self
M
gr
V-32
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Senior Management
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
5. Fa
cilita
te co
llabo
ratio
n and
deve
lopm
ent w
ithin
the
senio
r man
agem
ent t
eam
by pr
ovidi
ng:
• On
e-to
-one
coac
hing
• M
ento
ring
• Te
achin
g con
sens
us-b
ased
decis
ion m
aking
6. Co
nduc
t a re
view
of be
st pr
actic
es in
subs
tanc
e abu
se
prev
entio
n and
/or t
reat
men
t and
deve
lop a
strat
egy o
n ho
w to
imple
men
t tho
se pr
actic
es in
to ex
isting
prog
ram
s to
gain
mea
sura
ble en
hanc
emen
ts.
7. 8.
Team
work
and C
oope
ratio
nDe
velop
ing O
ther
s
Cont
inuou
s Lea
rning
Crea
tivity
and I
nnov
ation
Adap
tabil
ity/F
lexibi
lity
Plann
ing an
d Org
anizi
ng
Rat
ing
Rela
ted
Com
pete
ncie
s:
Sam
ple P
erfo
rman
ce O
bjec
tives
:
Res
ults
Ach
ieve
d:
Self
M
gr
V-33
Behavioural Competencies (v.1) Section V: Performance Management Tool – Senior Management <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
Targ
et
Com
plet
ion
Area
s for
Dev
elop
men
t:
A
ctio
n Pl
an/D
evel
opm
ent O
ptio
ns:
D
ates
:
R
esul
ts:
Part
B: L
earn
ing
and
Dev
elop
men
t
1. 2. 3. 4. 5.
V-34
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Senior Management
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Employee Signature Manager Signature Date (dd/mm/yy)
Part C: Summary Review and Overall Evaluation
After discussion on Parts A and B, the manager prepares summary comments on the employee’s overall performance during the review period and rates the employee’s performance.
The employee and manager agree on a mutual action plan recording the actions to be taken by the manager and employee to achieve desired results (includes making funds, time and resources available as necessary).
The employee records summary comments on own performance and/or the review process, as desired.
Both the manager and employee sign the evaluation.
u
u
u
u
Exceeds ExpectationsExceeded requirements on most of all important elements of the objective(s).
Meets ExpectationsFulfilled requirements and met performance objective(s) within the standards for the position assessed.
Progressing Fulfilled some of the requirements of the objective(s). Progress is being observed for the majority of objective requirements.
Needs Improvement Fulfillment of objective(s) was less than adequate in all or most respects. Performance is below satisfactory level and must improve.
4
3
2
1
Manager Comments/ Summary
Mutual Action Plan
Employee Comments
Overall Evaluation Needs Improvement Progressing Meets Expectations Exceeds Expectations
NOTE: By signing here, the employee acknowledges reading the results and discussing them with the manager.
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
V-35
It may be that the profile competencies related to the performance objectives are not all identified in the planning stage. Others can be added as needed. Typically, each performance objective has one or more related competency(ies).
To assist you in planning the initial review, sample performance objectives have been provided. They relate to the competencies in each job profile.
Ensure that all performance evaluations are conducted in accordance with existing organizational policies and procedures.
This performance management tool provides you with a process and template for conducting employee performance reviews within the Supervision occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.
This is useful as a template or starter guide, but it might not accurately represent the competencies required for the position you are evaluating.
To assess and revise the tool so it is well-suited to your organization:
Review this tool to determine if the suggested 1. competency profile is relevant.
Adjust, as necessary, to suit the job description 2. and your organization.
Review the behavioural competencies to 3. determine what competencies and/or proficiency levels you need to change to give a more accurate representation. A brief overview of the steps involved in identifying the relevant competencies for a profile has been provided in the document titled Behavioural Competencies for Canada’s Substance Abuse Workforce, v.1.
A job competency profile includes only the critical competencies required for the job (not those that are “nice to have”—i.e., not essential to performing the job successfully). Preferably, there are no more than 12 competencies per profile.
Behavioural Competencies (v.1)Performance Management Tool
SuPErVISION
SuperviSioSuperviSion
SuperviSionSuperviSion
SuperviSion
V-36
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Supervision
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Position Title:
Employee Name:
Manager’s Name and Title:
Review Period from (Month/Year) to (Month/Year): Date of Review (Day/Month/Year):
Performance Management Tool For: Positions related to Supervision
Preparation Checklist
Review job description to identify the target position requirements and competencies.
Review previous performance evaluation, if available.
Suggested Competency Profile
**CONFIDENTIAL WHEN COMPLETED**
Adaptability/FlexibilityAnalytical Thinking and Decision MakingClient Service OrientationContinuous LearningCreativity and InnovationDeveloping OthersDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismInterpersonal Rapport/SavvyLeadershipPlanning and OrganizingSelf CareTeamwork and Cooperation
33333333333333
Competency Required Proficiency Level
Supervision Clinical Supervisor, Non-Clinical Supervisor, Senior Counsellor, Lead Clinician, Manager, Coordinator
Job Cluster Example Job Titles
V-37
Behavioural Competencies (v.1) Section V: Performance Management Tool – Supervision <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
How to Use this Form
INITIAL PLANNING: At the beginning of the performance cycle (e.g., on or immediately following the anniversary date of the employee):
The manager and employee meet to discuss and agree on the key performance objectives and related competencies for the review period.
The performance objectives can be task- or activity–based, or can be competency-based objectives (see Part A: Performance Planning and Review).
In almost all cases, performance objectives identified (the “what” of the job) can be related to particular competencies required to achieve them (the “how” of the job).
If this is the first year a performance review has been conducted, the manager and the employee might not yet be able to identify any learning and development needs. They can have an initial discussion about what these might be, based on the employee’s own performance development concerns.
If this is not the first year, the manager and the employee confirm the learning and development needs identified at the end of the previous cycle.
INTERIM REVIEW: During the cycle (e.g., 6-month review):
The manager and employee meet to review progress in achieving performance objectives and begin to identify areas for development. Formal reviews might also be conducted throughout the period; for example, when the manager or employee changes jobs, when there is significant change in the existing job, or at the end of a key milestone.
Performance objectives might need adjusting if work or priorities have changed since the beginning of the cycle (see Part A: Performance Planning and Review).
If this is the first year a performance review has been conducted, the manager and the employee can begin to identify learning and development needs (see Part B: Learning and Development).
If this is not the first year a performance review has been conducted, the manager and employee review the employee’s accomplishment of the action plan so far and adjust as necessary (see Part B: Learning and Development).
u
u
u
u
u
u
u
V-38
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Supervision
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
FINAL REVIEW: At the end of the cycle (on or near the anniversary date of the employee’s hiring):
The manager and employee meet to discuss the final review of the performance objectives.
Record the employee’s performance for each of the required competencies (see Part A: Performance Planning and Review).
For each objective, the manager and employee discuss the extent to which objectives were achieved. This is recorded in the “Results” section.
In the “Rating” section, employee and manager use the rating scale provided on the last page to evaluate results.
If this is the first year a performance review has been conducted, the manager and the employee work together to identify the learning and development needs and the required action plan for the following review cycle (see Part B: Learning and Development). Focus is on the most pressing learning needs (e.g., up to five areas for development).
If this is not the first year, the manager and employee review the employee’s accomplishment of the action plan throughout the previous year (see Part B: Learning and Development).
SIGN OFF: At the end of the cycle (on the anniversary date of the employee’s hiring):
The manager prepares the final summary review and evaluation and reviews the results with the employee (see Part C: Final Evaluation).
The manager and employee jointly determine and agree to an action plan to enhance performance and results. This includes action to be taken by both the manager and the employee (see Part C: Final Evaluation).
The employee comments on his or her own performance over the review cycle and the results (see Part C: Final Evaluation).
The original of the completed form is placed in the employee’s Human Resource file and the manager gives a copy to the employee.
u
u
u
u
u
u
u
u
u
V-39
Behavioural Competencies (v.1) Section V: Performance Management Tool – Supervision <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
Part
A: P
erfo
rman
ce P
lann
ing
and
Revi
ew
1. M
anag
e an a
gree
d-up
on ca
seloa
d and
prov
ide
spec
ialist
asse
ssmen
t and
inte
rven
tion s
ervic
es to
addr
ess
the s
ubsta
nce a
buse
trea
tmen
t nee
ds of
yout
h age
s 14
–18 y
ears.
Subm
it ca
seloa
d rep
ort m
onth
ly.
2. Id
entif
y, or
ganiz
e, an
d par
ticipa
te in
the d
evelo
pmen
t of
met
hado
ne tr
eatm
ent t
raini
ng pr
ogra
ms w
ithin
next
12
mon
ths.
3. M
onito
r, eva
luate
and i
mpr
ove t
he st
anda
rd of
serv
ice
deliv
ery o
f the
alco
hol a
nd dr
ug tr
eatm
ent p
rogr
am to
m
eet a
gree
d-up
on st
anda
rds o
f car
e, as
stat
ed in
polic
y m
anua
l. Sub
mit
evalu
ation
s to s
uper
visor
at en
d of e
ach
cour
se.
4. Re
view
clien
t sat
isfac
tion s
urve
ys m
onth
ly. In
corp
orat
e an
d con
sider
reco
mm
enda
tions
for im
prov
ing pr
ogra
m—
afte
r rev
iewing
with
the t
eam
.
Plann
ing an
d Org
anizi
ng
Inte
rper
sona
l Rap
port/
Savv
y
Deve
loping
Oth
ers
Cont
inuou
s Lea
rning
Self C
are
Clien
t Ser
vice O
rient
ation
Analy
tical
Think
ing an
d Dec
ision
M
aking
Ethic
al Co
nduc
t and
Pr
ofes
siona
lism
Analy
tical
Think
ing an
d Dec
ision
M
aking
Rat
ing
Rela
ted
Com
pete
ncie
s:
Sam
ple P
erfo
rman
ce O
bjec
tives
:
Res
ults
Ach
ieve
d:
Self
M
gr
V-40
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Supervision
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
5. Ho
ld m
onth
ly cli
nical
supe
rvisi
on m
eetin
gs w
ith
indivi
dual
staff
and r
eview
case
loads
. Fac
ilitat
e mon
thly
team
mee
tings
.
6. Or
ganiz
e qua
rterly
mee
tings
betw
een s
taff
and
Abor
igina
l hea
ler/e
lder t
o enh
ance
cultu
ral s
ensit
ivity
an
d ser
vice d
elive
ry.
7. De
velop
a lun
ch-a
nd-le
arn s
essio
n on “
man
aging
e-
” by e
nd of
May
, to l
earn
effec
tive e
and fi
le m
anag
emen
t.
8. M
anag
e shif
t sch
edule
to en
sure
cont
inuou
s clie
nt
serv
ice de
liver
y thr
ough
out t
he ye
ar.
Lead
ersh
ipTe
amwo
rk an
d Coo
pera
tion
Inte
rper
sona
l Rap
port/
Savv
yEff
ectiv
e Com
mun
icatio
n
Dive
rsity
and C
ultur
al Re
spon
siven
ess
Effec
tive C
omm
unica
tion
Effec
tive C
omm
unica
tion
Plann
ing an
d Org
anizi
ngDe
velop
ing O
ther
sCo
ntinu
ous L
earn
ing
Adap
tabil
ity/F
lexibi
lity
Clien
t Ser
vice O
rient
ation
Crea
tivity
and I
nnov
ation
Effec
tive C
omm
unica
tion
Rat
ing
Rela
ted
Com
pete
ncie
s:
Sam
ple P
erfo
rman
ce O
bjec
tives
:
Res
ults
Ach
ieve
d:
Self
M
gr
V-41
Behavioural Competencies (v.1) Section V: Performance Management Tool – Supervision <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
9. Or
ganiz
e tea
m w
orks
hop o
n dua
l relat
ionsh
ips, b
y Jun
e 30
.
10. Id
entif
y issu
es th
at co
ncer
n the
team
and e
ffecti
vely
facilit
ate b
rains
torm
ing, ro
tatin
g fac
ilitat
or ro
le to
de
velop
staff
.
11. E
nsur
e tha
t all s
taff
man
age o
verti
me a
nd ta
ke
vaca
tion t
ime b
efore
end o
f yea
r.
Ethic
al Co
nduc
t and
Pr
ofes
siona
lism
Deve
loping
Oth
ers
Plann
ing an
d Org
anizi
ng
Crea
tivity
and I
nnov
ation
Deve
loping
Oth
ers
Effec
tive C
omm
unica
tion
Inte
rper
sona
l Rap
port/
Savv
y
Self C
are
Deve
loping
Oth
ers
Crea
tivity
and I
nnov
ation
Adap
tabil
ity/F
lexibi
lity
Inte
rper
sona
l Rap
port/
Savv
y
Rat
ing
Rela
ted
Com
pete
ncie
s:
Sam
ple P
erfo
rman
ce O
bjec
tives
:
Res
ults
Ach
ieve
d:
Self
M
gr
V-42
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Supervision
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Part
B: L
earn
ing
and
Dev
elop
men
t
1. 2. 3. 4. 5.
Targ
et
Com
plet
ion
Area
s for
Dev
elop
men
t:
A
ctio
n Pl
an/D
evel
opm
ent O
ptio
ns:
D
ates
:
R
esul
ts:
V-43
Behavioural Competencies (v.1) Section V: Performance Management Tool – Supervision <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
Employee Signature Manager Signature Date (dd/mm/yy)
Part C: Summary Review and Overall Evaluation
After discussion on Parts A and B, the manager prepares summary comments on the employee’s overall performance during the review period and rates the employee’s performance.
The employee and manager agree on a mutual action plan recording the actions to be taken by the manager and employee to achieve desired results (includes making funds, time and resources available as necessary).
The employee records summary comments on own performance and/or the review process, as desired.
Both the manager and employee sign the evaluation.
u
u
u
u
Exceeds ExpectationsExceeded requirements on most of all important elements of the objective(s).
Meets ExpectationsFulfilled requirements and met performance objective(s) within the standards for the position assessed.
Progressing Fulfilled some of the requirements of the objective(s). Progress is being observed for the majority of objective requirements.
Needs Improvement Fulfillment of objective(s) was less than adequate in all or most respects. Performance is below satisfactory level and must improve.
4
3
2
1
Manager Comments/ Summary
Mutual Action Plan
Employee Comments
Overall Evaluation Needs Improvement Progressing Meets Expectations Exceeds Expectations
NOTE: By signing here, the employee acknowledges reading the results and discussing them with the manager.
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
V-45
It may be that the profile competencies related to the performance objectives are not all identified in the planning stage. Others can be added as needed. Typically, each performance objective has one or more related competency(ies).
To assist you in planning the initial review, sample performance objectives have been provided. They relate to the competencies in each job profile.
Ensure that all performance evaluations are conducted in accordance with existing organizational policies and procedures.
This performance management tool provides you with a process and template for conducting employee performance reviews within the Support and Outreach occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.
This is useful as a template or starter guide, but it might not accurately represent the competencies required for the position you are evaluating.
To assess and revise the tool so it is well-suited to your organization:
Review this tool to determine if the suggested 1. competency profile is relevant.
Adjust, as necessary, to suit the job description 2. and your organization.
Review the behavioural competencies to 3. determine what competencies and/or proficiency levels you need to change to give a more accurate representation. A brief overview of the steps involved in identifying the relevant competencies for a profile has been provided in the document titled Behavioural Competencies for Canada’s Substance Abuse Workforce, v.1.
A job competency profile includes only the critical competencies required for the job (not those that are “nice to have”—i.e., not essential to performing the job successfully). Preferably, there are no more than 12 competencies per profile.
Behavioural Competencies (v.1)Performance Management Tool
SuPPOrT ANd OuTrEACH
Support outreachSupport and outreach
Support and outreSupport and outreach
V-46
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Support and Outreach
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Position Title:
Employee Name:
Manager’s Name and Title:
Review Period from (Month/Year) to (Month/Year): Date of Review (Day/Month/Year):
Performance Management Tool For: Positions related to Support and Outreach
Preparation Checklist
Review job description to identify the target position requirements and competencies.
Review previous performance evaluation, if available.
Suggested Competency Profile
**CONFIDENTIAL WHEN COMPLETED**
Adaptability/FlexibilityAnalytical Thinking and Decision MakingClient-centred ChangeCollaboration and Network BuildingContinuous LearningCreativity and InnovationDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismInterpersonal Rapport/SavvyPlanning and OrganizingSelf CareSelf Management
3232223323232
Competency Required Proficiency Level
Support and Outreach Support Worker, Outreach Worker, Alcohol Worker, Drug Worker, Substance Abuse Worker, Drug Outreach Worker, Substance Abuse Practitioner, Community Outreach Worker, Community Liaison Worker, Attendant
Job Cluster Example Job Titles
V-47
Behavioural Competencies (v.1) Section V: Performance Management Tool – Support and Outreach <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
How to Use this Form
INITIAL PLANNING: At the beginning of the performance cycle (e.g., on or immediately following the anniversary date of the employee):
The manager and employee meet to discuss and agree on the key performance objectives and related competencies for the review period.
The performance objectives can be task- or activity–based, or can be competency-based objectives (see Part A: Performance Planning and Review).
In almost all cases, performance objectives identified (the “what” of the job) can be related to particular competencies required to achieve them (the “how” of the job).
If this is the first year a performance review has been conducted, the manager and the employee might not yet be able to identify any learning and development needs. They can have an initial discussion about what these might be, based on the employee’s own performance development concerns.
If this is not the first year, the manager and the employee confirm the learning and development needs identified at the end of the previous cycle.
INTERIM REVIEW: During the cycle (e.g., 6-month review):
The manager and employee meet to review progress in achieving performance objectives and begin to identify areas for development. Formal reviews might also be conducted throughout the period; for example, when the manager or employee changes jobs, when there is significant change in the existing job, or at the end of a key milestone.
Performance objectives might need adjusting if work or priorities have changed since the beginning of the cycle (see Part A: Performance Planning and Review).
If this is the first year a performance review has been conducted, the manager and the employee can begin to identify learning and development needs (see Part B: Learning and Development).
If this is not the first year a performance review has been conducted, the manager and employee review the employee’s accomplishment of the action plan so far and adjust as necessary (see Part B: Learning and Development).
u
u
u
u
u
u
u
V-48
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Support and Outreach
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
FINAL REVIEW: At the end of the cycle (on or near the anniversary date of the employee’s hiring):
The manager and employee meet to discuss the final review of the performance objectives.
Record the employee’s performance for each of the required competencies (see Part A: Performance Planning and Review).
For each objective, the manager and employee discuss the extent to which objectives were achieved. This is recorded in the “Results” section.
In the “Rating” section, employee and manager use the rating scale provided on the last page to evaluate results.
If this is the first year a performance review has been conducted, the manager and the employee work together to identify the learning and development needs and the required action plan for the following review cycle (see Part B: Learning and Development). Focus is on the most pressing learning needs (e.g., up to five areas for development).
If this is not the first year, the manager and employee review the employee’s accomplishment of the action plan throughout the previous year (see Part B: Learning and Development).
SIGN OFF: At the end of the cycle (on the anniversary date of the employee’s hiring):
The manager prepares the final summary review and evaluation and reviews the results with the employee (see Part C: Final Evaluation).
The manager and employee jointly determine and agree to an action plan to enhance performance and results. This includes action to be taken by both the manager and the employee (see Part C: Final Evaluation).
The employee comments on his or her own performance over the review cycle and the results (see Part C: Final Evaluation).
The original of the completed form is placed in the employee’s Human Resource file and the manager gives a copy to the employee.
u
u
u
u
u
u
u
u
u
V-49
Behavioural Competencies (v.1) Section V: Performance Management Tool – Support and Outreach <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
Part
A: P
erfo
rman
ce P
lann
ing
and
Revi
ew
1. De
velop
clien
t-cen
tred s
ervic
e deli
very
plan
s inc
luding
bio
-psy
cho-
socia
l (ne
eds/r
isk) a
ssessm
ent,
treat
men
t pla
n, an
d disc
harg
e stra
tegy
, with
high
leve
ls of
inpu
t and
ow
nersh
ip fro
m cl
ients
when
possi
ble.
2. Pr
ovide
info
rmat
ion an
d sup
port
to as
sist c
lient
s with
th
eir ho
using
need
s and
main
taini
ng th
eir re
siden
ce.
3. Sc
reen
and a
ssess
clien
ts re
ferre
d int
o the
prev
entio
n/tre
atm
ent s
ervic
e and
mak
e rec
omm
enda
tions
for
appr
opria
te tr
eatm
ent w
hile m
ainta
ining
prof
essio
nal
integ
rity.
4. De
velop
and r
eview
shor
t-ter
m ca
re pl
ans f
or m
ultipl
e cli
ents,
inclu
ding i
dent
ifying
need
ed re
sour
ces a
nd
esta
blish
ing ti
meli
nes.
Clien
t-cen
tred C
hang
eAn
alytic
al Th
inking
and D
ecisi
on
Mak
ing
Effec
tive C
omm
unica
tion
Colla
bora
tion a
nd N
etwo
rk
Build
ing
Analy
tical
Think
ing an
d Dec
ision
M
aking
Adap
tabil
ity/F
lexibi
lity
Plann
ing an
d Org
anizi
ng
Rat
ing
Rela
ted
Com
pete
ncie
s:
Sam
ple P
erfo
rman
ce O
bjec
tives
:
Res
ults
Ach
ieve
d:
Self
M
gr
V-50
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Support and Outreach
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
5. M
eet w
ith su
perv
isor m
onth
ly to
revie
w et
hical
cond
uct a
nd se
lf man
agem
ent c
ompe
tenc
ies as
part
of
the s
uper
vision
plan
.
6. En
sure
that
subs
tanc
e abu
se ed
ucat
ion/p
reve
ntion
/tre
atm
ent p
rogr
am co
nten
t and
deliv
ery a
re re
flecti
ve
and r
espo
nsive
to di
versi
ty—
e.g., s
ocio-
polit
ical a
nd
cultu
ral is
sues
.
7. 8.
Ethic
al Co
nduc
t and
Pr
ofes
siona
lism
Self M
anag
emen
t
Dive
rsity
and C
ultur
al Re
spon
siven
ess
Rat
ing
Rela
ted
Com
pete
ncie
s:
Sam
ple P
erfo
rman
ce O
bjec
tives
:
Res
ults
Ach
ieve
d:
Self
M
gr
V-51
Behavioural Competencies (v.1) Section V: Performance Management Tool – Support and Outreach <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
Targ
et
Com
plet
ion
Area
s for
Dev
elop
men
t:
A
ctio
n Pl
an/D
evel
opm
ent O
ptio
ns:
D
ates
:
R
esul
ts:
Part
B: L
earn
ing
and
Dev
elop
men
t
1. 2. 3. 4. 5.
V-52
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Support and Outreach
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Employee Signature Manager Signature Date (dd/mm/yy)
Part C: Summary Review and Overall Evaluation
After discussion on Parts A and B, the manager prepares summary comments on the employee’s overall performance during the review period and rates the employee’s performance.
The employee and manager agree on a mutual action plan recording the actions to be taken by the manager and employee to achieve desired results (includes making funds, time and resources available as necessary).
The employee records summary comments on own performance and/or the review process, as desired.
Both the manager and employee sign the evaluation.
u
u
u
u
Exceeds ExpectationsExceeded requirements on most of all important elements of the objective(s).
Meets ExpectationsFulfilled requirements and met performance objective(s) within the standards for the position assessed.
Progressing Fulfilled some of the requirements of the objective(s). Progress is being observed for the majority of objective requirements.
Needs Improvement Fulfillment of objective(s) was less than adequate in all or most respects. Performance is below satisfactory level and must improve.
4
3
2
1
Manager Comments/ Summary
Mutual Action Plan
Employee Comments
Overall Evaluation Needs Improvement Progressing Meets Expectations Exceeds Expectations
NOTE: By signing here, the employee acknowledges reading the results and discussing them with the manager.
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
V-53
Behavioural Competencies (v.1)Performance Management Tool
WITHdrAWAl MANAgEMENT
It may be that the profile competencies related to the performance objectives are not all identified in the planning stage. Others can be added as needed. Typically, each performance objective has one or more related competency(ies).
To assist you in planning the initial review, sample performance objectives have been provided. They relate to the competencies in each job profile.
Ensure that all performance evaluations are conducted in accordance with existing organizational policies and procedures.
This performance management tool provides you with a process and template for conducting employee performance reviews within the Support and Outreach occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.
This is useful as a template or starter guide, but it might not accurately represent the competencies required for the position you are evaluating.
To assess and revise the tool so it is well-suited to your organization:
Review this tool to determine if the suggested 1. competency profile is relevant.
Adjust, as necessary, to suit the job description 2. and your organization.
Review the behavioural competencies to 3. determine what competencies and/or proficiency levels you need to change to give a more accurate representation. A brief overview of the steps involved in identifying the relevant competencies for a profile has been provided in the document titled Behavioural Competencies for Canada’s Substance Abuse Workforce, v.1.
A job competency profile includes only the critical competencies required for the job (not those that are “nice to have”—i.e., not essential to performing the job successfully). Preferably, there are no more than 12 competencies per profile.
WithdraWal ManageMen
WithdraWal ManageWithdraWal ManageMent
WithdraWal ManageMent
V-54
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Withdrawal Management
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Position Title:
Employee Name:
Manager’s Name and Title:
Review Period from (Month/Year) to (Month/Year): Date of Review (Day/Month/Year):
Performance Management For: Positions related to Withdrawal Management
Preparation Checklist
Review job description to identify the target position requirements and competencies.
Review previous performance evaluation, if available.
Suggested Competency Profile
**CONFIDENTIAL WHEN COMPLETED**
Adaptability/FlexibilityAnalytical Thinking and Decision MakingClient-centred ChangeContinuous LearningDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismInterpersonal Rapport/SavvyPlanning and OrganizingSelf CareSelf ManagementSelf Motivation and DriveTeamwork and Cooperation
3232332332332
Competency Required Proficiency Level
Withdrawal Management Withdrawal Management (Detox) Worker, Detox Nurse, Specialty Nurse, Withdrawal Management (Detox) Counsellor, Attendant
Job Cluster Example Job Titles
V-55
Behavioural Competencies (v.1) Section V: Performance Management Tool – Withdrawal Management <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
How to Use this Form
INITIAL PLANNING: At the beginning of the performance cycle (e.g., on or immediately following the anniversary date of the employee):
The manager and employee meet to discuss and agree on the key performance objectives and related competencies for the review period.
The performance objectives can be task- or activity–based, or can be competency-based objectives (see Part A: Performance Planning and Review).
In almost all cases, performance objectives identified (the “what” of the job) can be related to particular competencies required to achieve them (the “how” of the job).
If this is the first year a performance review has been conducted, the manager and the employee might not yet be able to identify any learning and development needs. They can have an initial discussion about what these might be, based on the employee’s own performance development concerns.
If this is not the first year, the manager and the employee confirm the learning and development needs identified at the end of the previous cycle.
INTERIM REVIEW: During the cycle (e.g., 6-month review):
The manager and employee meet to review progress in achieving performance objectives and begin to identify areas for development. Formal reviews might also be conducted throughout the period; for example, when the manager or employee changes jobs, when there is significant change in the existing job, or at the end of a key milestone.
Performance objectives might need adjusting if work or priorities have changed since the beginning of the cycle (see Part A: Performance Planning and Review).
If this is the first year a performance review has been conducted, the manager and the employee can begin to identify learning and development needs (see Part B: Learning and Development).
If this is not the first year a performance review has been conducted, the manager and employee review the employee’s accomplishment of the action plan so far and adjust as necessary (see Part B: Learning and Development).
u
u
u
u
u
u
u
V-56
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Withdrawal Management
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
FINAL REVIEW: At the end of the cycle (on or near the anniversary date of the employee’s hiring):
The manager and employee meet to discuss the final review of the performance objectives.
Record the employee’s performance for each of the required competencies (see Part A: Performance Planning and Review).
For each objective, the manager and employee discuss the extent to which objectives were achieved. This is recorded in the “Results” section.
In the “Rating” section, employee and manager use the rating scale provided on the last page to evaluate results.
If this is the first year a performance review has been conducted, the manager and the employee work together to identify the learning and development needs and the required action plan for the following review cycle (see Part B: Learning and Development). Focus is on the most pressing learning needs (e.g., up to five areas for development).
If this is not the first year, the manager and employee review the employee’s accomplishment of the action plan throughout the previous year (see Part B: Learning and Development).
SIGN OFF: At the end of the cycle (on the anniversary date of the employee’s hiring):
The manager prepares the final summary review and evaluation and reviews the results with the employee (see Part C: Final Evaluation).
The manager and employee jointly determine and agree to an action plan to enhance performance and results. This includes action to be taken by both the manager and the employee (see Part C: Final Evaluation).
The employee comments on his or her own performance over the review cycle and the results (see Part C: Final Evaluation).
The original of the completed form is placed in the employee’s Human Resource file and the manager gives a copy to the employee.
u
u
u
u
u
u
u
u
u
V-57
Behavioural Competencies (v.1) Section V: Performance Management Tool – Withdrawal Management <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
Part
A: P
erfo
rman
ce P
lann
ing
and
Revi
ew
1. Co
ordin
ate w
ithdr
awal
man
agem
ent a
nd/o
r tre
atm
ent
plan w
ith cl
ients,
clien
ts’ fa
milie
s, ho
spita
l(s),
relat
ed
serv
ices,
and c
ollea
gues
.
2. De
liver
educ
ation
sessi
ons t
o sm
all gr
oups
of cl
ients
and t
heir f
amily
mem
bers
on w
ithdr
awal/
deto
xifica
tion
proc
ess,
stres
s man
agem
ent,
welln
ess,
prob
lem so
lving
, an
d cop
ing sk
ills.
3. Co
nsult
and c
ollab
orat
e with
inte
rdisc
iplina
ry te
am
mem
bers
and o
ther
healt
h pro
fessio
nals
and p
rovid
ers i
n th
e ide
ntifi
catio
n and
reso
lution
of a
varie
ty of
clien
t and
fam
ily is
sues
by pa
rticip
ating
in cl
ient c
are c
onfer
ence
s an
d sta
ff m
eetin
gs.
4. De
velop
perso
nal re
silien
ce an
d em
otion
al he
alth b
y pa
rticip
ating
in w
eekly
team
supp
ort s
essio
ns.
Plann
ing an
d Org
anizi
ngAn
alytic
al Th
inking
and
Dec
ision
M
aking
Adap
tabil
ity/F
lexibi
lity
Team
work
and C
ollab
orat
ionEff
ectiv
e Com
mun
icatio
nDi
versi
ty an
d Cult
ural
Resp
onsiv
enes
s
Effec
tive C
omm
unica
tion
Clien
t-cen
tred C
hang
eDi
versi
ty an
d Cult
ural
Resp
onsiv
enes
s
Team
work
and C
oope
ratio
nCo
ntinu
ous L
earn
ingIn
terp
erso
nal R
appo
rt/Sa
vvy
Dive
rsity
and C
ultur
al Re
spon
siven
ess
Self C
are
Ethic
al Co
nduc
t and
Pr
ofes
siona
lism
Team
work
and C
oope
ratio
n
Rat
ing
Rela
ted
Com
pete
ncie
s:
Sam
ple P
erfo
rman
ce O
bjec
tives
:
Res
ults
Ach
ieve
d:
Self
M
gr
V-58
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Withdrawal Management
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
5. M
onito
r clie
nts’ p
rogr
ess a
nd eff
ectiv
enes
s of
inter
vent
ions b
y mee
ting w
ith cl
ients
one-
on-o
ne to
as
sess
their
prog
ress,
iden
tify p
roble
ms,
and i
mple
men
t es
tabli
shed
prot
ocol
for h
igh-ri
sk cl
ients
in cri
sis.
6. Ad
just c
lient
trea
tmen
t plan
s bas
ed on
cons
ultat
ion
with
mult
idisci
plina
ry te
am.
7. M
onito
r clie
nts’ i
nter
actio
ns an
d beh
aviou
rs an
d pr
ovide
crisi
s int
erve
ntion
, suc
h as fi
rst re
spon
se to
su
icide
thre
ats a
nd m
edica
l em
erge
ncies
, man
aging
the
situa
tions
as re
quire
d.
8. Fa
cilita
te gr
oup a
nd in
dividu
al se
ssion
s and
disc
ussio
ns,
prov
iding
supp
ortiv
e cou
nsell
ing an
d edu
catio
n in a
reas
su
ch as
guide
d med
itatio
n/re
laxat
ion te
chniq
ues,
relap
se
prev
entio
n, ha
rm re
ducti
on, a
nd nu
tritio
n.
Clien
t-cen
tred C
hang
eEt
hical
Cond
uct a
nd
Prof
essio
nalis
mIn
terp
erso
nal R
appo
rt/Sa
vvy
Analy
tical
Think
ing an
d Dec
ision
M
aking
Adap
tabil
ity/F
lexibi
lity
Team
work
and C
oope
ratio
nEff
ectiv
e Com
mun
icatio
n
Self M
anag
emen
t An
alytic
al Th
inking
and D
ecisi
on
Mak
ingAd
apta
bility
/Flex
ibilit
y
Inte
rper
sona
l Rap
port/
Savv
yDi
versi
ty an
d Cult
ural
Resp
onsiv
enes
sEff
ectiv
e Com
mun
icatio
nIn
terp
erso
nal R
appo
rt/Sa
vvy
Adap
tabil
ity/F
lexibi
lity
Plann
ing an
d Org
anizi
ng
Rat
ing
Rela
ted
Com
pete
ncie
s:
Sam
ple P
erfo
rman
ce O
bjec
tives
:
Res
ults
Ach
ieve
d:
Self
M
gr
V-59
Behavioural Competencies (v.1) Section V: Performance Management Tool – Withdrawal Management <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
Targ
et
Com
plet
ion
Area
s for
Dev
elop
men
t:
A
ctio
n Pl
an/D
evel
opm
ent O
ptio
ns:
D
ates
:
R
esul
ts:
Part
B: L
earn
ing
and
Dev
elop
men
t
1. 2. 3. 4. 5.
V-60
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Withdrawal Management
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Employee Signature Manager Signature Date (dd/mm/yy)
Part C: Summary Review and Overall Evaluation
After discussion on Parts A and B, the manager prepares summary comments on the employee’s overall performance during the review period and rates the employee’s performance.
The employee and manager agree on a mutual action plan recording the actions to be taken by the manager and employee to achieve desired results (includes making funds, time and resources available as necessary).
The employee records summary comments on own performance and/or the review process, as desired.
Both the manager and employee sign the evaluation.
u
u
u
u
Exceeds ExpectationsExceeded requirements on most of all important elements of the objective(s).
Meets ExpectationsFulfilled requirements and met performance objective(s) within the standards for the position assessed.
Progressing Fulfilled some of the requirements of the objective(s). Progress is being observed for the majority of objective requirements.
Needs Improvement Fulfillment of objective(s) was less than adequate in all or most respects. Performance is below satisfactory level and must improve.
4
3
2
1
Manager Comments/ Summary
Mutual Action Plan
Employee Comments
Overall Evaluation Needs Improvement Progressing Meets Expectations Exceeds Expectations
NOTE: By signing here, the employee acknowledges reading the results and discussing them with the manager.