Christina Sass-Kortsak
Assistant Vice-President,
Human Resources
1
Orientation to the
Performance Planning
Feedback and Development
(PPFD) Process For
Professional & Managerial
Staff
2
This orientation will
•
Review the goals of the program and the
importance to U of T
•
Identify the Performance Planning Feedback
and Development (PPFD) Process
•
Discuss the critical dates and responsibilities
for the Reviewer
3
Overview of Human Resources
Management
Performance Planning
Professional &
Managerial Staff
Compensation
Succession
Planning
Coaching
Feedback
Coaching
Professional
Development
4
The PPFD Process and its Outcomes
Assessing
Performance
Performance
Planning
Coaching: Feedback &
Development
Positive work climate
• Competent staff members
• Recognition
• Professional development
5
Part A: Activity Report
• Key Accomplishments in relation to planned
objectives
• Other Accomplishments - Unplanned
• Professional Development Undertaken
Personally
• Professional Development of Employees
Supervised
• Service to Profession
• Service to the University of Toronto
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Part B: Values and
Competencies Summary
• Review mandatory core values and identify whether the
employee ‘meets expectations’ or ‘does not meet
expectations’
• Review the competencies that were identified as relevant
to role/individual and if any were given more weight
• Review detailed definitions provided in Competencies
Worksheet Appendix A
• Provide suggestions for development activities with the
help of the Competency Development Guide Appendix B
• Indicate the performance rating of each relevant
competencies
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Competencies Worksheet –
Appendix A
•
•
•
•
Quality of work
Leadership
Problem solving
Plan/Organize
• Initiative/Insight
• Communication
• Interpersonal/ Teamwork
• Service orientation
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Performance Categories
5 or 4.5 =
4
=
Exceptional Performance
Excellent Performance
3 or 3.5 =
High Quality Performance
2 or 2.5 =
Partially Achieving Performance Expectations
1
=
Unsatisfactory Performance
9
Part C: Overall Performance Rating
• Provides a recommended job performance
rating
• Provides a summary of accomplishments
and competencies
• Signatures and distribution
10
Conducting the Discussion
COACH
• Observe performance
• Guide development
• Give feedback
• Document performance
• Create motivating climate
LEADER
COMMUNICATOR
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Part D: Activity Report: Planning
for Next Review Period
Aligns
• Individual efforts and the organization’s
priorities
Includes
• Objectives and special projects
• Professional Development plan
• Professional Development plan for any
staff supervised
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Critical Dates Overview
2013 Annual Process
Week of June 24
Letter from VP HR&E announcing PM/C performance assessment process.
by July 19
Reviewer requests Part A Activity Report from P/M and Confidential staff members
by July 19. Reviewer collects and reviews the reports and reflects on feedback and
coaching discussions that occurred with staff members throughout the review period.
July 22 - Aug 27
Reviewer completes the Competencies Worksheet and Summary identifying the
effective or ineffective behaviors demonstrated during the review period and obtains
additional feedback on performance if appropriate.
by Aug 27
Reviewer submits the completed performance assessment with a recommended
overall rating to the HR Office by Aug 27 for Divisional Review. Reviewers should not
share recommended ratings with staff prior to the Divisional Review.
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Critical Dates Overview cont.
2013 Annual Process
Aug 27 - Sept 12
Divisional HR Offices facilitate Divisional Reviews. Approved ratings are
communicated to the Reviewer.
by Sept 13
Divisional HR Offices to submit performance ratings to Compensation.
by October 7
Comp to return final merit dollar distribution to HR Offices.
By October 21
Reviewer conducts face to face performance assessment discussions and confirms
all ratings with P/M and Confidential staff members.
By October 21
Business Officers process merit increases by October 21 pay close.
October 31
A copy of the completed Performance Planning, Feedback and Development Form
should be retained in the employee personnel file by the Reviewer and be provided
to the staff member.
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Human Resources Roles
• Provides stewardship
• Provides support for the process,
reference tools, training and consultation
• Facilitates Divisional Review
• Retains copy to review the process for
quality, consistency and training needs
• Human Resources & Equity Website
http://www.hrandequity.utoronto.ca/
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