MedNet

Performance Review & Management

How to conduct performance reviews with your staff.  


Creating an Exceptional Work Environment 

Performance development is about helping an employee to grow in his or her career, and taking a look ahead, tapping into the employee’s strengths and adding new skills. The underlying purpose of the development is to enrich the existing job, expand an employee’s capabilities within the organization, help foster the working relationship between supervisors and employees, provide an opportunity to clearly identify performance expectations, as well as improve job satisfaction.

Performance development conversations help employees and managers communicate with one another, providing an opportunity for discussion, and exchanging ideas. The goal is to assist with individual growth and development aligned with the organizational goals, and ensuring that both the employee and the manager have a common understanding regarding performance expectations for the role.

At UBC, we encourage managers and department heads to hold performance conversations rather than doing a one-way evaluation. The supervisor and the employee can both identify areas or goals to attain growth, to prepare for a new position or role or assignment that will require additional or expanded skills and or competencies. Associated action plans should have set goals, defined outcomes and time lines. The performance development process is ongoing and largely driven by the employee, with the supervisor as coach and partner.

We appreciate that, based on your department’s goals and objectives, you may wish to use a different performance development tool than the ones we recommend.  If you chose to use a tool that is different than the ones shared on this page, please ensure that it allows for the following: 

  • Two-way conversation
  • The opportunity to reflect on the past
  • The opportunity to set realistic goals for the future
  • A career development/discussion component 
True performance development comes in a number of forms. The quality of the conversation is more important than the specific tool used. The following performance development tools are very different in style. Review the various options provided below and determine which model makes most sense for you and your team members. 

Performance Development Tools 

Strength-Based Model for Performance Development and Review:

The Model for Performance Development and Review at UBC [pdf] reflects a strength-based approach, designed on the principles that engaged employees have a direct impact on the level of client / customer engagement, on the nature of peer/staff relationships, and finally, on the degree to which bottom line business results of the organization are achieved. The tool includes both a self-assessment and a section for the manager’s feedback.

A Self-Assessment Review provides and opportunity for you to self-reflect and provide insight into your preferred work style an environment; focus on strengths as well as developmental areas; and set goals and objectives to help determine specific work/career goals and training objectives.

  • Self-Assessment and Goal Setting Document for Probationary Employees: PDF | DOC
  • Self-Assessment and Goal Setting Document for Non-Probationary Employees: PDF | DOC

Competency-Based Model for Performance Plan and Review:

Competencies are the knowledge, skills and behaviours required to perform a job. UBC does not have a University-wide competency based program but you will find parts of the University that have adopted a competency base approach.

The Performance Plan and Review is designed to assess, evaluate and document the performance of an employee and provide an opportunity for the employee and supervisor to discuss progress.

  • Probationary Performance Plan and Review Document: PDF | DOC
  • Non-Probationary Performance Plan and Review Document: PDF | D​OC  

Considerations for Managers/Reviewers when conducting a Non-Probationary Review: 

For each employee group, the performance review document for probationary and non-probationary employees is completed based on the recommended review schedule below:

CUPE 2950

  • At least two performance reviews during the probationary period (preferably at the end of month one and month two, but no later than month three)
  • At least once per year after the successful completion of probation 

Non-Union Technicians

  • At least two performance reviews during the probationary period (at the end of six months and twelve months).
  • At least once per year after the successful completion of probation 
M&P (AAPS)
  • At least two performance reviews during an employee’s probationary period, prior to the final month of probation
  • Once per year after the successful completion of probation 
Students
  • Having a student worker in the workplace is an excellent opportunity for you to help students develop their skills in a safe environment. 
  • It is recommended that you meet with students on a regular basis to provide continued performance feedback.  

We hope you find these tools of assistance when holding performance conversations.  You may wish to revise these tools to suit the needs of your operation. If the Department has created their own performance review document, please let your employees know. For additional information, contact the Human Resource Representative at the FOM.