Policy 109 - Performance Appraisals and Performance Bonuses (Under Revision)

Approved Administrative Committee 1066.6

PERFORMANCE APPRAISALS AND PERFORMANCE BONUSES (UNDER REVISION)


PRINCIPLE

1. The University strives to make support staff performance appraisals an integral part of the performance management process. The recognition of exceptional performance and the opportunity for meritorious employees to receive a tangible reward for such are also part of the University's objectives.

OBJECTIVES

2. In compliance with the above-mentioned principle, this policy has the following objectives:
a) to recognize that support staff performance contributes to the development and achievements of the University;
b) to ensure better performance management at the University through the introduction of an appraisal program which relates to the specific duties of each employees;
c) to meet employment equity objectives by providing information, traning and monitoring and by facilitating career planning for University personnel;
d) to develop the tools which will allow for the recognition of outstanding effort on the part of the support staff members at the University.

DEFINITIONS

3. For the purposes of this policy, the term “performance appraisal” refers to all activities related to the management of performance as they are described in the Performance Management Guide.

4. The form entitled Performance Appraisal provides a final breakdown of the performance management process for each member of the support staff. This is the document which must be completed at least once each year and forwarded to the Human Resources Service for entry into official personal files.

5. A “performance bonus” refers to an amount of money awarded to members of the support staff who distinguish themselves in a particular or exceptional fashion while carrying out their duties. This bonus is given once each year, after the recommendations submitted on the Recommendation for Performance Bonus form have been considered.

6. The “senior decision-making level” of each group is made up of University senior managers who report at least to a vice-rector or to the equivalent of a vice-rector. The “groups” are therefore composed of support staff members who belong to the administrative hierarchy of the senior manager in question.

SCOPE OF PERFORMANCE APPRAISALS

7. All regular, non-unionized support staff at the University must be provided with at least one official performance appraisal each year.

8. The performance of employees with fewer than six months of service or who are undergoing a probation period is assessed when they are confirmed in their position.

9. Support staff members paid through grants must also receive an annual performance appraisal.

10. Support staff members whose performance has been deemed unsatisfactory (as defined in article 18) during an annual appraisal must undergo regular appraisals during the following year to ensure that definite progress is made.

11. The official appraisals as defined in articles 7, 8, 9 and 10 are entered into the official personal files.

PERFORMANCE APPRAISAL

12. Performance appraisal is based on the duties and responsibilities of each staff member, as specified in the job description

13. A personal appraisal is also carried out once each year on the same form as the performance appraisal. The evaluation of the employee sets out the strengths, weaknesses, training or development needs, and potential of the person concerned. 

14. The regular performance appraisal cycle runs from July 1 of each year to June 30 of the following year.

15. The appraisal process sets out, at the beginning of the appraisal cycle, the duties and objectives for each support staff members; these duties and objectives are listed on the performance appraisal form.

16. An appraisal interview between the manager and the employee being evaluated, at the end of the appraisal cycle, is conducted to determine the level of performance according to the objectives and duties agreed on at the beginning of the period.

17. Employee performance appraisals consist in the wording of performance scores for each of the main functions of a position and then the awarding of an overall score for all functions or duties. These scores are on a scale of 1 to 7, and reflect various levels of performance.

PERFORMANCE SCORES

18. Below are the definitions of the performance scores:

Requirements exceeded
7 - Performance exceeded all the major requirements and significant work above and beyond the responsibilities of the job was carried out.
6 - Performance exceeded the majority of the requirements.

Requirements met
5 - Performance met requirements in all important areas, with extra efforts evident in quality, quantity, timeliness, or some other important dimensions of performance.
4 - Performance met requirements in all important areas. The employee satisfactorily completes the tasks assigned.
3 - Performance met most requirements but improvements would be desirable.

Below requirements
2 - Performance was below requirements in one or more important areas and improvement will be required.
1 - Performance is significantly below requirements in several important areas.

PERFORMANCE BONUS PROGRAM

19. Employees who have received an overall score of 5, 6, or 7 may be recommended for a performance bonus provided none of the individual performance scores have been rated below 4.

20. A bonus is granted to support staff members who have received a recommendation for such and who have ultimately been chosen as recipients in their respective group.

21. The bonus recommendation comes from the immediate superior, in consultation with his or her own immediate superior.

22. A recommendation does not guarantee the awarding of a bonus, but rather eligibility for a bonus. The recommendation is entered into the official personal file of the employee.

23. The final decision on the granting of a bonus is made by the senior decision-making level of each group. This decision cannot be appealed.

24. The senior decision-making level for each as well as the distribution of the various groups at the University are listed in Appendix I.

ELIGIBILITY FOR PERFORMANCE BONUSES

25. All regular, non-unionized support staff of the University not belonging to the “principal officers” category is eligible for a performance bonus if the requirements set out in article 18 are met. 26. Support staff employees paid through grants are eligible for bonuses if funds are available and if the requirements set out in article 18 are met.

ADMINISTRATIVE PROCEDURES

27. The amount of each bonus varies but must be no lower than $1,000 and no higher than $3,000. The number of persons able to receive a bonus in each group must correspond to at least 8% and not exceed 15% of the staff, except under the conditions described in article 29.

28. The size of each group is determined by the possibility of awarding within it at least one bonus of $1,000. The smallest number of persons per groups has been established at nine.

29. If it is impossible to allocate all of the money reserved for one group, the funds left over may be spent for training and development or may be carried over to the next year. A maximum of $3,000 can be carried over.

30. An overall amount for the performance bonus program shall be set aside annually during the budget allocation period.

31. Bonuses shall not be awarded to the members of a group until all the appraisals and recommendations have been received by the Human Resources Service.

INTERPRETATION

32. The Director of the Human Resources Service is responsible for the interpretation of this policy. The application of the policy is the responsibility of faculty and service directorates, jointly with the Director of the Human Resources Service.

EXCEPTION

33. There can be no exception to this policy without the written consent of the Vice-rector, Resources and Planning.

Published October 11, 1989

INDEX

Eligibility for performance bonuses
Performance scores
Performance appraisal
Performance bonuses
Performance bonus program

(Human Resources Service)

APPENDIX I                                                        

Groups

 

Decision-making level

Number of positions

Faculty of Arts

Dean

75.9

Faculty of Social Sciences

Dean

51.0

Faculty of Law

     Civil Law Section

     Common Law Section

 

Dean

Dean

 

14.0

17.0

Faculty of administration

Dean

39.0

Institute for International Development and Co-operation

 

Director

 

9.0

School of Graduate Studies and Research

Dean

23.0

Faculty of Medicine

Dean

91.5

Faculty of Health Sciences

Dean

26.0

Faculty of Engineering

Dean

46.08

Faculty of Science

Dean

81.0

Faculty of Education

Dean

29.0

University of Ottawa Press

Director

9.0

Libraries

Chief Librarian

162.41

Service for Continuing Education (and secretary of the Vice-rector)

Assistant Vice-rector, Academic

15.27

Office of the Registrar

Registrar

45.00

Computing and Communication Services

Director

87.0

Human Resources Service

Director

28.0

Student Services

Director-General

135.82

Public Relations and Information Services

Director

10.0

Alumni and Development Office

Assistant Vice-rector, Alumni and Development

17.0

Physical Plant Services

Director-General

117.57

Financial Resources

     - Office of the Comptroller

     - Financial Services

     - Materials Management Services

     - Budget Services

Comptroller

63.0

Office of the Vice-rector, Academic

     - Office of the Vice-rector

     - Programme in Women’s Studies

     - Centre for University Teaching

     - Co-operative Education Programme

     - Human Rights Research and Education Centre

     - Research Services

Vice-rector, Academic

18.0

Office of the Secretary of the University

     - Office of the Secretary

     - Translation Office

     - Office of the Legal Counsel

     - Archives of the University

Secretary

12.0

Office of the Vice-rector, Resources and Planning

     - Office of the Vice-rector

     - Institutional Research

Vice-rector, Resources and Planning

9.0

Office of the Rector

     - Office of the Rector

     - Internal Audit

     - Office of the Vice-rector, Administration and Services

     - Office of the Vice-rector, University Relations and Development

Rector

17.8

Decision-making group

Rector

9.0

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