Performance Management Process. The Union and the Company agree that many factors contribute to employee performance. The Performance Management Process provides a method for employees and management to determine individual performance goals, assess performance against those goals and performance values, and establish developmental plans to address performance needs or gain additional knowledge, skills and abilities as necessary. (a) Each employee, including new hires, and his or her supervisor will participate in periodic Performance Management discussions, which may be initiated by either party. Discussions should promote a mutual understanding of all factors that contribute to or are affected by performance, such as: • job assignment, responsibilities and expectations; • the effect of performance on salary reviews; • the effect of performance, knowledge, skills, abilities and other characteristics on retention ratings; • education and/or significant experience gained by the employee and related to his or her career progress within the Company; • other assignments, skills, or classifications that the employee may be qualified to perform. For newly hired employees, Performance Management discussions should be initiated as soon as possible and occur as frequently as necessary to ensure early alignment with organizational goals and objectives and performance expectations, encourage job progress and growth, and ensure a smooth transition into the workforce. (b) The Performance Management Process consists of four activities: goal setting, coaching and feedback, assessing performance and employee development. (1) Goal setting" consists of documenting job responsibilities and establishing individual performance goals and objectives, based on previously communicated organizational business goals and objectives. 4.1 (b)(2) “Coaching and feedback” consists of the following: • Ongoing discussions that provide valid, constructive, performance-based feedback related to goal attainment and/or performance values, • Frequent and focused coaching interactions between employees and supervisors, • Encouraging further development of those employees who meet or exceed expectations, and • Provide feedback to help those who are falling short to identify and overcome impediments to their success. 4.1 (b)(3) "Performance assessment" consists of an ongoing communication and assessment of previously defined job responsibilities and performance goals and objectives as well as the performance values. Assessment results from each review shall be recorded in the Company Performance Management record system. Employees are responsible for continuously updating their plan as goals and objectives change. 4.1 (b)(4) "Employee development" is a discussion and coaching process to help employees and managers work together to enhance the employee’s knowledge, skills and abilities to meet current and future business needs. Additionally, it provides a mechanism to support the development of skills and abilities so that each employee has the opportunity to develop professionally and personally.
Appears in 1 contract
Sources: Collective Bargaining Agreement
Performance Management Process. The Union and the Company agree that many factors contribute to employee performance. The Performance Management Process provides a method for employees and management to determine individual performance goals, assess performance against those goals and performance values, and establish developmental plans to address performance needs or gain additional knowledge, skills and abilities as necessary.
(a) Each employee, including new hires, and his or her supervisor will participate in periodic Performance Management discussions, which may be initiated by either party. Discussions should promote a mutual understanding of all factors that contribute to or are affected by performance, such as: • job assignment, responsibilities and expectations; • the effect of performance on salary reviews; • the effect of performance, knowledge, skills, abilities and other characteristics on retention ratings; • education and/or significant experience gained by the employee and related to his or her career progress within the Company; • other assignments, skills, or classifications that the employee may be qualified to perform. For newly hired employees, Performance Management discussions should be initiated as soon as possible and occur as frequently as necessary to ensure early alignment with organizational goals and objectives and performance expectations, encourage job progress and growth, and ensure a smooth transition into the workforce.
(b) The Performance Management Process consists of four activities: goal setting, coaching and feedback, assessing performance and employee development.
(1) Goal setting" consists of documenting job responsibilities and establishing individual performance goals and objectives, based on previously communicated organizational business goals and objectives.
4.1 (b)(2) “Coaching and feedback” consists of the following: • Ongoing discussions that provide valid, constructive, performance-based feedback related to goal attainment and/or performance values, • Frequent and focused coaching interactions between employees and supervisors, • Encouraging further development of those employees who meet or exceed expectations, and • Provide feedback to help those who are falling short to identify and overcome impediments to their success.
4.1 (b)(3) "Performance assessment" consists of an ongoing communication and assessment of previously defined job responsibilities and performance goals and objectives as well as the performance values. Assessment results from each review shall be recorded in the Company Performance Management record system. Employees are responsible for continuously updating their plan as goals and objectives change.
4.1 (b)(4) "Employee development" is a discussion and coaching process to help employees and managers work together to enhance the employee’s knowledge, skills and abilities to meet current and future business needs. Additionally, it provides a mechanism to support the development of skills and abilities so that each employee has the opportunity to develop professionally and personally.
(c) Each employee will have at least one (1) interim review for coaching and feedback and one (1) performance assessment review during each twelve-month period. Employee and supervisor are encouraged to conduct additional interim reviews as often as appropriate.
(d) In the final assessment review meeting, overall performance is assessed, summarized, and documented. This meeting will include a discussion regarding the assessment’s relationship to the salary review and retention index review processes. Managers with employees on a cross training, rotational or other temporary assignment should contact appropriate managers to solicit input, as applicable.
(e) Performance Management sessions (goal setting and assessment reviews) shall be scheduled to maximize their utility in salary and retention rating decisions.
Appears in 1 contract
Sources: Collective Bargaining Agreement