Part 3: Performance Management

Performance management is an ongoing process involving a series of activities to help employees succeed and attain organizational goals. You will find checklists, tools and templates in each of the following sections:

  1. Planning and setting clear performance goals >
  2. Regular employee development, support and engagement >
  3. Formal performance review process >

1. Planning and Setting Expectations

  • Setting clear annual performance and development goals is the foundation of performance management. A strong performance plan outlines SMART (specific, measurable, attainable, relevant and time-bound) goals developed collaboratively with the employee.
  • Goals should be established collaboratively by the supervisor and employee.
  • Performance Goals:  The job description and Division’s strategic and program plans will help identify areas of responsibility and related goals for the employee. For new employees, establish at least one performance goal for the probation period using the Probation Period Performance Plan and Review Form.
  • Development Goals:  These are intended to strengthen an employee’s ability to fulfill their role and achieve performance goals.  Strategies to support personal/professional development goals may include formal training (e.g., courses, workshops, conferences, seminars) or informal opportunities (e.g., mentor relationships, job shadowing, delegated stretch projects or tasks, vacation relief, etc.). The following questions to the employee may support development goal-setting:
    • What do you see as the priorities of your role? Are there related skills sets you would like to strengthen?  How would you like to develop your skills to fulfill those priorities?
    • What is your professional goals within the Division?  What resources or support do you need to attain that goal?
    • How can we effectively measure the progress you are making with your skills development?

Tools

2. Regular employee development, support and engagement

  • Create two-way accountability for performance through ongoing conversations between the supervisor and employees.
  • Regularly schedule check-ins to provide real-time feedback and coaching.  Do not wait for a scheduled check-in to bring up an issue.
  • Set up regular (ideally quarterly) review meetings to discuss progress towards achieving goals established in the Performance Plan.
  • Identify and proactively address any performance issues to help prevent escalation. Identify where an employee requires additional support.  Maintain confidential and objective documentation of issues and actions taken. If performance issues escalate, see Discipline Section. 
  • Seek informal opportunities for employee development through peer feedback, coaching moments, opportunities to shadow, vacation relief, etc.  Ensure opportunities are developed in collaboration with employee.

Tools

3. Performance Review Process

  • For new employees, after the probation period, conduct a formal (documented) performance review using the Probation Period Performance Plan and Review Form.  Refer to the Onboarding Section  of this HR Toolkit for more information on preparing for the probation period review.
  • For all employees, annually conduct a formal (documented) performance review using the Performance Plan and Review Form . As part of the review process, employees should provide a detailed update on their achievement of all goals identified in their Performance Plan and Review Form.
  • There should never be surprises in formal evaluation meetings. Performance challenges should be addressed in ongoing performance management conversations and not saved for formal evaluation meetings.
  • Performance review of the Executive Director should be more robust than other employees. Since the board is unable to assess performance on a daily basis, a variety of sources may be utilized to evaluate performance.  Additional elements to consider during an ED review may include:
    • Achievement as related to ED role description
    • Achievement as related to current strategic and operational plans
    • Feedback from the Board, Employees and Key Stakeholders (see the following tools:
    • The Board may delegate the process for conducting the ED Performance Review to an HR Committee (see sample HR Committee Terms of Reference) that will take responsibility for disseminating surveys and collating responses.
    • The process to solicit feedback on ED performance from multiple stakeholders, as indicated above, may be more time consuming than is feasible on an annual basis. The Board may consider conducting this more robust ED performance review process bi-annually or only at strategic times (i.e., after first year, significant growth anticipated or occurred) and otherwise conduct a process similar to other employees.
    • For further information on evaluating the Executive Director, consider viewing the recorded webinar on this topic.*

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Tools

* To access th​is recording, please connect with your ​Physician Engagement Leader to obtain login information.​