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Frequently asked questions

What is the purpose of the Performance Management program?

UOIT is committed to developing Human Resource programs that support our culture of entrepreneurialism, student focus, cutting edge research and academic programs, and a strong commitment to staff and faculty. As one of the core Human Resource programs, the university's Performance Management program was developed to reflect the university's goal to develop our employees and to align the efforts of all employees with those of the university. We want to recognize and reward individual and team performance results, provide an opportunity for regular coaching, and support ongoing employee development. The process is meant to be simple, flexible, and fair, with involvement from both the supervisor and the employee.

How was the university's Performance Management program developed?

The program was developed over a 10-month period in 2005. We consulted with a committee of Human Resources, Management/Professional and Administrative/Technical staff at the university to develop a customized performance management process that reflects the needs of the university and our employees.

What do we need to do on an annual basis?

Each year, an employee, in conjunction with his /her supervisor must set accountabilities or goals. This will involve each employee meeting with his/her supervisor to agree upon the goals or accountabilities, and to select the competencies that are most appropriate for the role. You and your supervisor should complete and sign Part 1 and 2 of the relevant Performance Review and Development form by the end of September each year. You and your supervisor should plan for at least one bi-annual review during the year and the final Year-end Assessment. Part 3 to 6 is to be completed by May 30 of each year.

Why are there differences in the Administrative/Technical form and the Management/Professional form?

For the most part, the forms for both groups of employees are actually very similar. Both include the same sections for:

  • Defining and measuring results; clarifying behavioural competencies that articulate behaviours that lead to increased effectiveness in carrying out the role.
  • Providing an overall assessment at the end of the planning year.
  • Developing an individual action plan for each employee.
  • Allowing employee input into the process.

The differences are relatively minor, but significant. Since Manager/Professional roles tend to be goal-oriented, incumbents in these roles are expected to work with their supervisor to define specific, measurable, achievable, results-oriented and time-bound goals that are aligned with the goals of the faculty or department. The results section of the Manager/Professional form allows this planning and end-of-year assessment process to occur. Administrative/Technical roles tend to be more defined in terms of duties and accountabilities—and the results section of the form allows supervisors and employees to jointly establish performance expectations and standards at the beginning of the performance year.

My job keeps changing and evolving. How will my performance be measured?

The university has developed a customized Job Evaluation Plan to define and measure positions against various job factors. The purpose of the Job Evaluation and Documentation Questionnaire is to allow you and your supervisor to have the opportunity to review, define and clarify the accountabilities of the position.

At the beginning of the performance year, the supervisor and employee jointly set out the accountabilities of the role, measures and expectations of the role. At the end of the performance year, the supervisor and employee will assess the degree to which results were achieved, taking into consideration unusual circumstances that may have arisen throughout the year.

We recognize that most, if not all roles within the university are changing and evolving, and we fully expect that this will continue to occur as we continue to grow. The performance management process should provide focus and direction to employees as they continue to deal with day-to-day issues and challenges.

My manager doesn't know what I do on a day-to-day basis. How will he or she be able to set goals?

We have a unique and diverse group of individuals within the university. Many of our non-academic staff members bring a strong tactical knowledge of administrative processes within their functional areas. In an academic environment, we rely upon our staff to bring a strong administrative, technical or management knowledgeand in some instances, it may be deeper than the administrative knowledge of our academic administrators or supervisors. On the one hand, this does make the work carried out by our non-academic staff extremely valuable, but on the other hand, all of their work is carried out within the context of higher-level university goals. So, even though the supervisor may not have a deep tactical knowledge of administrative processes, he or she can still set accountabilities and goals based on how the staff member will be expected to contribute to the faculty or department and overall university goals and objectives.

What if I disagree with my supervisor on my overall assessment?

If you don't agree with your supervisor about the performance assessment, it is important that you have the opportunity to discuss the reasons in an objective manner with your supervisor. Be prepared with factual information and examples. You may also wish to contact Human Resources for further guidance on next steps.

Remember, your signature on the Performance Review and Development form does not necessarily mean that you agree with your overall performance assessment; it indicates that you have had an opportunity to discuss and review it.

What happens to my Performance Review after it is signed?

Your supervisor will forward it to your Dean or Vice-President as appropriate for their signature. A copy of the signed and completed form is given to you and the original form is sent to Human Resources for your employee file.

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