dealing with employee performance issues nmc forum 2012

Dealing with Employee Performance Issues

NMC Forum 2012

Canada School of Public Service │ www.myschool.gc.ca 2

Learning Objectives

• List the steps in the performance management cycle

• Conduct a performance interview

• Differentiate between culpable and non-culpable behaviour

• Use the mapping tool for performance management


Workshop Foundations

• Performance management can be based on process but it’s ultimately about people

• Your goal = employee success

• Poor performance is not the norm

• Communication is key


Performance Management Cycle

Define good performance outcomes

Develop goals and strategies, and take

action to achieve outcomes

Provide support (training, resources, tools, information,

feedback, etc.)

Evaluate performance

Provide logical consequences

for performance outcomes

Make improvements

Source: “Talk Me Through It: The Next Level of Performance Management” T+D April 2010







feedback, etc.)




Make improvements

RPP and DPR

Performance Agreement

Personal Learning Plan and Feedback

Performance Review

Performance Management

Tools (OCHRO)







feedback, etc.)




Make improvements

RPP and DPR

Performance Agreement

Personal Learning Plan and Feedback

Performance Review

Performance Management

Tools (OCHRO) Engagement


Mapping Tool for Performance Management

Consult the OCHRO website on Performance Management for their mapping tool and

resources

http://www.tbs-sct.gc.ca/tou/pmc-dgr/omp-agr/1-eng.asp

8Canada School of Public Service │ www.myschool.gc.ca


1 – Determine the required level of performance and expectations for the employee’s position

2 – Develop a Performance Agreement for the employee and communicate the level of

performance and expectations of the employee

3 – Assess the employee’s performance

9Canada School of Public Service │ www.myschool.gc.ca

5 – Provide regular feedback, engage in dialogue, and ensure an end-of-year formal

appraisal session


Employee’s performance is at or above the

required level

Resume dialogue with the employee as part of a regular

performance management regime.

Employee’s performance is below the required

level

Further measures are required; continue to next

steps of Performance Management - Overview

4 – Begin to document file


Types of Behaviour

6 – Hold a performance management meeting using the Four-Step Approach.

7 – Manager may have a duty to refer the employee to the Employee Assistance Program (EAP).

Is the behaviour culpable?

Refer to Dealing with Discipline

Is the behaviour non-culpable?

Refer to Dealing with Unsatisfactory Performance

8 – Identify the type of behaviour


Performance is Below Required Level

7 – Consult with Human Resources / Labour Relations (internally).

8 – Make reasonable efforts to find alternative employment within the competence of the

employee

The employee's performance is below the required level

A third low performance rating has been given to the

employee, e.g., "Did Not Meet" rating

6 – Hold a performance management

meeting using the Four-Step Approach.


8 – Make reasonable efforts to find alternative employment within the competence of the

employee

Alternative employment found (at same group and

level)

Evaluate employee’s performance

Alternative employment not found or decided

against

Notify employee in writing of the decision and reason

Consult with Human Resources/Labour Relations (internally), who must consult TBS Employer Representation Group.

Termination/demotion meeting with employee. Notify the employee in writing of the decision, reasons, effective date, and

right to grieve.

When Performance does not Improve

dealing with employee performance issues nmc forum 2012

Documents

performance management

performance interview

performance management

performance management

employees performance

good performance outcomes

required level of performance

key slide