Competencies for Canada’s Substance Abuse Workforce SECTION V Performance Management Tools Canadian Centre on Substance Abuse Page Administration Support V–3 Counselling V–11 Health Promotion V–19 Senior Management V–27 Supervision V–35 Support and Outreach V–45 Withdrawal Management V–53
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Competencies - Workplace Strategies for Mental Health · >> Section V: Performance Management Tool – Administration Support Competencies for Canada’s Substance Abuse Workforce
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Ce document est également disponible en français sous le titre :Compétences de base pour les intervenants canadiens en
toxicomanie
ISBN 978-1-926705-16-3
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
V-3
It may be that the profile competencies related to the performance objectives are not all identified in the planning stage. Others can be added as needed. Typically, each performance objective has one or more related competency(ies).
To assist you in planning the initial review, sample performance objectives have been provided. They relate to the competencies in each job profile.
Ensure that all performance evaluations are conducted in accordance with existing organizational policies and procedures.
This performance management tool provides you with a process and template for conducting employee performance reviews within the Administration Support occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.
This is useful as a template or starter guide, but it might not accurately represent the competencies required for the position you are evaluating.
To assess and revise the tool so it is well-suited to your organization:
Review this tool to determine if the suggested 1. competency profile is relevant.
Adjust, as necessary, to suit the job description 2. and your organization.
Review the behavioural competencies to 3. determine what competencies and/or proficiency levels you need to change to give a more accurate representation. A brief overview of the steps involved in identifying the relevant competencies for a profile has been provided in the document titled Behavioural Competencies for Canada’s Substance Abuse Workforce, v.1.
A job competency profile includes only the critical competencies required for the job (not those that are “nice to have”—i.e., not essential to performing the job successfully). Preferably, there are no more than 12 competencies per profile.
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Adaptability/FlexibilityAnalytical Thinking and Decision MakingClient Service OrientationContinuous LearningDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismInterpersonal Rapport/SavvyPlanning and OrganizingSelf CareSelf ManagementTeamwork and Cooperation
111212122222
Competency Required Proficiency Level
Position Title:
Employee Name:
Manager’s Name and Title:
Review Period from (Month/Year) to (Month/Year):
Administration Support Administrative Assistant, Administrator, Regional Administrator, Clinic Technician
Date of Review (Day/Month/Year):
Performance Management Tool For: Positions related to Administration Support
Job Cluster Example Job Titles
Preparation Checklist
Review job description to identify the target position requirements and competencies.
Review previous performance evaluation, if available.
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
How to Use this Form
INITIAL PLANNING: At the beginning of the performance cycle (e.g., on or immediately following the anniversary date of the employee):
The manager and employee meet to discuss and agree on the key performance objectives and related competencies for the review period.
The performance objectives can be task- or activity–based, or can be competency-based objectives (see Part A: Performance Planning and Review).
In almost all cases, performance objectives identified (the “what” of the job) can be related to particular competencies required to achieve them (the “how” of the job).
If this is the first year a performance review has been conducted, the manager and the employee might not yet be able to identify any learning and development needs. They can have an initial discussion about what these might be, based on the employee’s own performance development concerns.
If this is not the first year, the manager and the employee confirm the learning and development needs identified at the end of the previous cycle.
INTERIM REVIEW: During the cycle (e.g., 6-month review):
The manager and employee meet to review progress in achieving performance objectives and begin to identify areas for development. Formal reviews might also be conducted throughout the period; for example, when the manager or employee changes jobs, when there is significant change in the existing job, or at the end of a key milestone.
Performance objectives might need adjusting if work or priorities have changed since the beginning of the cycle (see Part A: Performance Planning and Review).
If this is the first year a performance review has been conducted, the manager and the employee can begin to identify learning and development needs (see Part B: Learning and Development).
If this is not the first year a performance review has been conducted, the manager and employee review the employee’s accomplishment of the action plan so far and adjust as necessary (see Part B: Learning and Development).
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
FINAL REVIEW: At the end of the cycle (on or near the anniversary date of the employee’s hiring):
The manager and employee meet to discuss the final review of the performance objectives.
Record the employee’s performance for each of the required competencies (see Part A: Performance Planning and Review).
For each objective, the manager and employee discuss the extent to which objectives were achieved. This is recorded in the “Results” section.
In the “Rating” section, employee and manager use the rating scale provided on the last page to evaluate results.
If this is the first year a performance review has been conducted, the manager and the employee work together to identify the learning and development needs and the required action plan for the following review cycle (see Part B: Learning and Development). Focus is on the most pressing learning needs (e.g., up to five areas for development).
If this is not the first year, the manager and employee review the employee’s accomplishment of the action plan throughout the previous year (see Part B: Learning and Development).
SIGN OFF: At the end of the cycle (on the anniversary date of the employee’s hiring):
The manager prepares the final summary review and evaluation and reviews the results with the employee (see Part C: Final Evaluation).
The manager and employee jointly determine and agree to an action plan to enhance performance and results. This includes action to be taken by both the manager and the employee (see Part C: Final Evaluation).
The employee comments on his or her own performance over the review cycle and the results (see Part C: Final Evaluation).
The original of the completed form is placed in the employee’s Human Resource file and the manager gives a copy to the employee.
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Employee Signature Manager Signature Date (dd/mm/yy)
Part C: Summary Review and Overall Evaluation
After discussion on Parts A and B, the manager prepares summary comments on the employee’s overall performance during the review period and rates the employee’s performance.
The employee and manager agree on a mutual action plan recording the actions to be taken by the manager and employee to achieve desired results (includes making funds, time and resources available as necessary).
The employee records summary comments on own performance and/or the review process, as desired.
Both the manager and employee sign the evaluation.
u
u
u
u
Exceeds ExpectationsExceeded requirements on most of all important elements of the objective(s).
Meets ExpectationsFulfilled requirements and met performance objective(s) within the standards for the position assessed.
Progressing Fulfilled some of the requirements of the objective(s). Progress is being observed for the majority of objective requirements.
Needs Improvement Fulfillment of objective(s) was less than adequate in all or most respects. Performance is below satisfactory level and must improve.
NOTE: By signing here, the employee acknowledges reading the results and discussing them with the manager.
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
V-11
It may be that the profile competencies related to the performance objectives are not all identified in the planning stage. Others can be added as needed. Typically, each performance objective has one or more related competency(ies).
To assist you in planning the initial review, sample performance objectives have been provided. They relate to the competencies in each job profile.
Ensure that all performance evaluations are conducted in accordance with existing organizational policies and procedures.
This performance management tool provides you with a process and template for conducting employee performance reviews within the Counselling occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.
This is useful as a template or starter guide, but it might not accurately represent the competencies required for the position you are evaluating.
To assess and revise the tool so it is well-suited to your organization:
Review this tool to determine if the suggested 1. competency profile is relevant.
Adjust, as necessary, to suit the job description 2. and your organization.
Review the behavioural competencies to 3. determine what competencies and/or proficiency levels you need to change to give a more accurate representation. A brief overview of the steps involved in identifying the relevant competencies for a profile has been provided in the document titled Behavioural Competencies for Canada’s Substance Abuse Workforce, v.1.
A job competency profile includes only the critical competencies required for the job (not those that are “nice to have”—i.e., not essential to performing the job successfully). Preferably, there are no more than 12 competencies per profile.
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Position Title:
Employee Name:
Manager’s Name and Title:
Review Period from (Month/Year) to (Month/Year): Date of Review (Day/Month/Year):
Performance Management Tool For: Positions related to Counselling
Preparation Checklist
Review job description to identify the target position requirements and competencies.
Review previous performance evaluation, if available.
Suggested Competency Profile
**CONFIDENTIAL WHEN COMPLETED**
Adaptability/FlexibilityAnalytical Thinking and Decision MakingClient-centred ChangeClient Service OrientationContinuous LearningDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismInterpersonal Rapport/SavvySelf CareSelf ManagementTeamwork and Cooperation
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
How to Use this Form
INITIAL PLANNING: At the beginning of the performance cycle (e.g., on or immediately following the anniversary date of the employee):
The manager and employee meet to discuss and agree on the key performance objectives and related competencies for the review period.
The performance objectives can be task- or activity–based, or can be competency-based objectives (see Part A: Performance Planning and Review).
In almost all cases, performance objectives identified (the “what” of the job) can be related to particular competencies required to achieve them (the “how” of the job).
If this is the first year a performance review has been conducted, the manager and the employee might not yet be able to identify any learning and development needs. They can have an initial discussion about what these might be, based on the employee’s own performance development concerns.
If this is not the first year, the manager and the employee confirm the learning and development needs identified at the end of the previous cycle.
INTERIM REVIEW: During the cycle (e.g., 6-month review):
The manager and employee meet to review progress in achieving performance objectives and begin to identify areas for development. Formal reviews might also be conducted throughout the period; for example, when the manager or employee changes jobs, when there is significant change in the existing job, or at the end of a key milestone.
Performance objectives might need adjusting if work or priorities have changed since the beginning of the cycle (see Part A: Performance Planning and Review).
If this is the first year a performance review has been conducted, the manager and the employee can begin to identify learning and development needs (see Part B: Learning and Development).
If this is not the first year a performance review has been conducted, the manager and employee review the employee’s accomplishment of the action plan so far and adjust as necessary (see Part B: Learning and Development).
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
FINAL REVIEW: At the end of the cycle (on or near the anniversary date of the employee’s hiring):
The manager and employee meet to discuss the final review of the performance objectives.
Record the employee’s performance for each of the required competencies (see Part A: Performance Planning and Review).
For each objective, the manager and employee discuss the extent to which objectives were achieved. This is recorded in the “Results” section.
In the “Rating” section, employee and manager use the rating scale provided on the last page to evaluate results.
If this is the first year a performance review has been conducted, the manager and the employee work together to identify the learning and development needs and the required action plan for the following review cycle (see Part B: Learning and Development). Focus is on the most pressing learning needs (e.g., up to five areas for development).
If this is not the first year, the manager and employee review the employee’s accomplishment of the action plan throughout the previous year (see Part B: Learning and Development).
SIGN OFF: At the end of the cycle (on the anniversary date of the employee’s hiring):
The manager prepares the final summary review and evaluation and reviews the results with the employee (see Part C: Final Evaluation).
The manager and employee jointly determine and agree to an action plan to enhance performance and results. This includes action to be taken by both the manager and the employee (see Part C: Final Evaluation).
The employee comments on his or her own performance over the review cycle and the results (see Part C: Final Evaluation).
The original of the completed form is placed in the employee’s Human Resource file and the manager gives a copy to the employee.
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Employee Signature Manager Signature Date (dd/mm/yy)
Part C: Summary Review and Overall Evaluation
After discussion on Parts A and B, the manager prepares summary comments on the employee’s overall performance during the review period and rates the employee’s performance.
The employee and manager agree on a mutual action plan recording the actions to be taken by the manager and employee to achieve desired results (includes making funds, time and resources available as necessary).
The employee records summary comments on own performance and/or the review process, as desired.
Both the manager and employee sign the evaluation.
u
u
u
u
Exceeds ExpectationsExceeded requirements on most of all important elements of the objective(s).
Meets ExpectationsFulfilled requirements and met performance objective(s) within the standards for the position assessed.
Progressing Fulfilled some of the requirements of the objective(s). Progress is being observed for the majority of objective requirements.
Needs Improvement Fulfillment of objective(s) was less than adequate in all or most respects. Performance is below satisfactory level and must improve.
NOTE: By signing here, the employee acknowledges reading the results and discussing them with the manager.
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
V-19
HealtH Promotion
HealtH PromotionHealtH Promotion
HealtH Promotion
It may be that the profile competencies related to the performance objectives are not all identified in the planning stage. Others can be added as needed. Typically, each performance objective has one or more related competency(ies).
To assist you in planning the initial review, sample performance objectives have been provided. They relate to the competencies in each job profile.
Ensure that all performance evaluations are conducted in accordance with existing organizational policies and procedures.
This performance management tool provides you with a process and template for conducting employee performance reviews within the Health Promotion occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.
This is useful as a template or starter guide, but it might not accurately represent the competencies required for the position you are evaluating.
To assess and revise the tool so it is well-suited to your organization:
Review this tool to determine if the suggested 1. competency profile is relevant.
Adjust, as necessary, to suit the job description 2. and your organization.
Review the behavioural competencies to 3. determine what competencies and/or proficiency levels you need to change to give a more accurate representation. A brief overview of the steps involved in identifying the relevant competencies for a profile has been provided in the document titled Behavioural Competencies for Canada’s Substance Abuse Workforce, v.1.
A job competency profile includes only the critical competencies required for the job (not those that are “nice to have”—i.e., not essential to performing the job successfully). Preferably, there are no more than 12 competencies per profile.
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Position Title:
Employee Name:
Manager’s Name and Title:
Review Period from (Month/Year) to (Month/Year): Date of Review (Day/Month/Year):
Performance Management Tool For: Positions related to Health Promotion
Preparation Checklist
Review job description to identify the target position requirements and competencies.
Review previous performance evaluation, if available.
Suggested Competency Profile
**CONFIDENTIAL WHEN COMPLETED**
Adaptability/FlexibilityAnalytical Thinking and Decision MakingCollaboration and Network BuildingContinuous LearningCreativity and InnovationDeveloping OthersDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismInterpersonal Rapport/SavvyPlanning and OrganizingSelf CareSelf Motivation and DriveTeamwork and Cooperation
32333333233222
Competency Required Proficiency Level
Health Promotion Health Promotion Specialist, Health Education Specialist, Prevention Coordinator, Health Educator, Health Promotion & Protection Specialist/Worker
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
How to Use this Form
INITIAL PLANNING: At the beginning of the performance cycle (e.g., on or immediately following the anniversary date of the employee):
The manager and employee meet to discuss and agree on the key performance objectives and related competencies for the review period.
The performance objectives can be task- or activity–based, or can be competency-based objectives (see Part A: Performance Planning and Review).
In almost all cases, performance objectives identified (the “what” of the job) can be related to particular competencies required to achieve them (the “how” of the job).
If this is the first year a performance review has been conducted, the manager and the employee might not yet be able to identify any learning and development needs. They can have an initial discussion about what these might be, based on the employee’s own performance development concerns.
If this is not the first year, the manager and the employee confirm the learning and development needs identified at the end of the previous cycle.
INTERIM REVIEW: During the cycle (e.g., 6-month review):
The manager and employee meet to review progress in achieving performance objectives and begin to identify areas for development. Formal reviews might also be conducted throughout the period; for example, when the manager or employee changes jobs, when there is significant change in the existing job, or at the end of a key milestone.
Performance objectives might need adjusting if work or priorities have changed since the beginning of the cycle (see Part A: Performance Planning and Review).
If this is the first year a performance review has been conducted, the manager and the employee can begin to identify learning and development needs (see Part B: Learning and Development).
If this is not the first year a performance review has been conducted, the manager and employee review the employee’s accomplishment of the action plan so far and adjust as necessary (see Part B: Learning and Development).
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
FINAL REVIEW: At the end of the cycle (on or near the anniversary date of the employee’s hiring):
The manager and employee meet to discuss the final review of the performance objectives.
Record the employee’s performance for each of the required competencies (see Part A: Performance Planning and Review).
For each objective, the manager and employee discuss the extent to which objectives were achieved. This is recorded in the “Results” section.
In the “Rating” section, employee and manager use the rating scale provided on the last page to evaluate results.
If this is the first year a performance review has been conducted, the manager and the employee work together to identify the learning and development needs and the required action plan for the following review cycle (see Part B: Learning and Development). Focus is on the most pressing learning needs (e.g., up to five areas for development).
If this is not the first year, the manager and employee review the employee’s accomplishment of the action plan throughout the previous year (see Part B: Learning and Development).
SIGN OFF: At the end of the cycle (on the anniversary date of the employee’s hiring):
The manager prepares the final summary review and evaluation and reviews the results with the employee (see Part C: Final Evaluation).
The manager and employee jointly determine and agree to an action plan to enhance performance and results. This includes action to be taken by both the manager and the employee (see Part C: Final Evaluation).
The employee comments on his or her own performance over the review cycle and the results (see Part C: Final Evaluation).
The original of the completed form is placed in the employee’s Human Resource file and the manager gives a copy to the employee.
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Employee Signature Manager Signature Date (dd/mm/yy)
Part C: Summary Review and Overall Evaluation
After discussion on Parts A and B, the manager prepares summary comments on the employee’s overall performance during the review period and rates the employee’s performance.
The employee and manager agree on a mutual action plan recording the actions to be taken by the manager and employee to achieve desired results (includes making funds, time and resources available as necessary).
The employee records summary comments on own performance and/or the review process, as desired.
Both the manager and employee sign the evaluation.
u
u
u
u
Exceeds ExpectationsExceeded requirements on most of all important elements of the objective(s).
Meets ExpectationsFulfilled requirements and met performance objective(s) within the standards for the position assessed.
Progressing Fulfilled some of the requirements of the objective(s). Progress is being observed for the majority of objective requirements.
Needs Improvement Fulfillment of objective(s) was less than adequate in all or most respects. Performance is below satisfactory level and must improve.
NOTE: By signing here, the employee acknowledges reading the results and discussing them with the manager.
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
V-27
It may be that the profile competencies related to the performance objectives are not all identified in the planning stage. Others can be added as needed. Typically, each performance objective has one or more related competency(ies).
To assist you in planning the initial review, sample performance objectives have been provided. They relate to the competencies in each job profile.
Ensure that all performance evaluations are conducted in accordance with existing organizational policies and procedures.
This performance management tool provides you with a process and template for conducting employee performance reviews within the Senior Management occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.
This is useful as a template or starter guide, but it might not accurately represent the competencies required for the position you are evaluating.
To assess and revise the tool so it is well-suited to your organization:
Review this tool to determine if the suggested 1. competency profile is relevant.
Adjust, as necessary, to suit the job description 2. and your organization.
Review the behavioural competencies to 3. determine what competencies and/or proficiency levels you need to change to give a more accurate representation. A brief overview of the steps involved in identifying the relevant competencies for a profile has been provided in the document titled Behavioural Competencies for Canada’s Substance Abuse Workforce, v.1.
A job competency profile includes only the critical competencies required for the job (not those that are “nice to have”—i.e., not essential to performing the job successfully). Preferably, there are no more than 12 competencies per profile.
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Position Title:
Employee Name:
Manager’s Name and Title:
Review Period from (Month/Year) to (Month/Year): Date of Review (Day/Month/Year):
Performance Management Tool For: Positions related to Senior Management
Preparation Checklist
Review job description to identify the target position requirements and competencies.
Review previous performance evaluation, if available.
Suggested Competency Profile
**CONFIDENTIAL WHEN COMPLETED**
Adaptability/FlexibilityAnalytical Thinking and Decision MakingCollaboration and Network BuildingContinuous LearningCreativity and InnovationDeveloping OthersDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismLeadershipPlanning and OrganizingSelf CareTeamwork and Cooperation
4444444444444
Competency Required Proficiency Level
Senior Management Executive Director, Clinical Director, Program Director, Program Manager, Controller, Office Manager
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
How to Use this Form
INITIAL PLANNING: At the beginning of the performance cycle (e.g., on or immediately following the anniversary date of the employee):
The manager and employee meet to discuss and agree on the key performance objectives and related competencies for the review period.
The performance objectives can be task- or activity–based, or can be competency-based objectives (see Part A: Performance Planning and Review).
In almost all cases, performance objectives identified (the “what” of the job) can be related to particular competencies required to achieve them (the “how” of the job).
If this is the first year a performance review has been conducted, the manager and the employee might not yet be able to identify any learning and development needs. They can have an initial discussion about what these might be, based on the employee’s own performance development concerns.
If this is not the first year, the manager and the employee confirm the learning and development needs identified at the end of the previous cycle.
INTERIM REVIEW: During the cycle (e.g., 6-month review):
The manager and employee meet to review progress in achieving performance objectives and begin to identify areas for development. Formal reviews might also be conducted throughout the period; for example, when the manager or employee changes jobs, when there is significant change in the existing job, or at the end of a key milestone.
Performance objectives might need adjusting if work or priorities have changed since the beginning of the cycle (see Part A: Performance Planning and Review).
If this is the first year a performance review has been conducted, the manager and the employee can begin to identify learning and development needs (see Part B: Learning and Development).
If this is not the first year a performance review has been conducted, the manager and employee review the employee’s accomplishment of the action plan so far and adjust as necessary (see Part B: Learning and Development).
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
FINAL REVIEW: At the end of the cycle (on or near the anniversary date of the employee’s hiring):
The manager and employee meet to discuss the final review of the performance objectives.
Record the employee’s performance for each of the required competencies (see Part A: Performance Planning and Review).
For each objective, the manager and employee discuss the extent to which objectives were achieved. This is recorded in the “Results” section.
In the “Rating” section, employee and manager use the rating scale provided on the last page to evaluate results.
If this is the first year a performance review has been conducted, the manager and the employee work together to identify the learning and development needs and the required action plan for the following review cycle (see Part B: Learning and Development). Focus is on the most pressing learning needs (e.g., up to five areas for development).
If this is not the first year, the manager and employee review the employee’s accomplishment of the action plan throughout the previous year (see Part B: Learning and Development).
SIGN OFF: At the end of the cycle (on the anniversary date of the employee’s hiring):
The manager prepares the final summary review and evaluation and reviews the results with the employee (see Part C: Final Evaluation).
The manager and employee jointly determine and agree to an action plan to enhance performance and results. This includes action to be taken by both the manager and the employee (see Part C: Final Evaluation).
The employee comments on his or her own performance over the review cycle and the results (see Part C: Final Evaluation).
The original of the completed form is placed in the employee’s Human Resource file and the manager gives a copy to the employee.
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Employee Signature Manager Signature Date (dd/mm/yy)
Part C: Summary Review and Overall Evaluation
After discussion on Parts A and B, the manager prepares summary comments on the employee’s overall performance during the review period and rates the employee’s performance.
The employee and manager agree on a mutual action plan recording the actions to be taken by the manager and employee to achieve desired results (includes making funds, time and resources available as necessary).
The employee records summary comments on own performance and/or the review process, as desired.
Both the manager and employee sign the evaluation.
u
u
u
u
Exceeds ExpectationsExceeded requirements on most of all important elements of the objective(s).
Meets ExpectationsFulfilled requirements and met performance objective(s) within the standards for the position assessed.
Progressing Fulfilled some of the requirements of the objective(s). Progress is being observed for the majority of objective requirements.
Needs Improvement Fulfillment of objective(s) was less than adequate in all or most respects. Performance is below satisfactory level and must improve.
NOTE: By signing here, the employee acknowledges reading the results and discussing them with the manager.
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
V-35
It may be that the profile competencies related to the performance objectives are not all identified in the planning stage. Others can be added as needed. Typically, each performance objective has one or more related competency(ies).
To assist you in planning the initial review, sample performance objectives have been provided. They relate to the competencies in each job profile.
Ensure that all performance evaluations are conducted in accordance with existing organizational policies and procedures.
This performance management tool provides you with a process and template for conducting employee performance reviews within the Supervision occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.
This is useful as a template or starter guide, but it might not accurately represent the competencies required for the position you are evaluating.
To assess and revise the tool so it is well-suited to your organization:
Review this tool to determine if the suggested 1. competency profile is relevant.
Adjust, as necessary, to suit the job description 2. and your organization.
Review the behavioural competencies to 3. determine what competencies and/or proficiency levels you need to change to give a more accurate representation. A brief overview of the steps involved in identifying the relevant competencies for a profile has been provided in the document titled Behavioural Competencies for Canada’s Substance Abuse Workforce, v.1.
A job competency profile includes only the critical competencies required for the job (not those that are “nice to have”—i.e., not essential to performing the job successfully). Preferably, there are no more than 12 competencies per profile.
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Position Title:
Employee Name:
Manager’s Name and Title:
Review Period from (Month/Year) to (Month/Year): Date of Review (Day/Month/Year):
Performance Management Tool For: Positions related to Supervision
Preparation Checklist
Review job description to identify the target position requirements and competencies.
Review previous performance evaluation, if available.
Suggested Competency Profile
**CONFIDENTIAL WHEN COMPLETED**
Adaptability/FlexibilityAnalytical Thinking and Decision MakingClient Service OrientationContinuous LearningCreativity and InnovationDeveloping OthersDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismInterpersonal Rapport/SavvyLeadershipPlanning and OrganizingSelf CareTeamwork and Cooperation
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
How to Use this Form
INITIAL PLANNING: At the beginning of the performance cycle (e.g., on or immediately following the anniversary date of the employee):
The manager and employee meet to discuss and agree on the key performance objectives and related competencies for the review period.
The performance objectives can be task- or activity–based, or can be competency-based objectives (see Part A: Performance Planning and Review).
In almost all cases, performance objectives identified (the “what” of the job) can be related to particular competencies required to achieve them (the “how” of the job).
If this is the first year a performance review has been conducted, the manager and the employee might not yet be able to identify any learning and development needs. They can have an initial discussion about what these might be, based on the employee’s own performance development concerns.
If this is not the first year, the manager and the employee confirm the learning and development needs identified at the end of the previous cycle.
INTERIM REVIEW: During the cycle (e.g., 6-month review):
The manager and employee meet to review progress in achieving performance objectives and begin to identify areas for development. Formal reviews might also be conducted throughout the period; for example, when the manager or employee changes jobs, when there is significant change in the existing job, or at the end of a key milestone.
Performance objectives might need adjusting if work or priorities have changed since the beginning of the cycle (see Part A: Performance Planning and Review).
If this is the first year a performance review has been conducted, the manager and the employee can begin to identify learning and development needs (see Part B: Learning and Development).
If this is not the first year a performance review has been conducted, the manager and employee review the employee’s accomplishment of the action plan so far and adjust as necessary (see Part B: Learning and Development).
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
FINAL REVIEW: At the end of the cycle (on or near the anniversary date of the employee’s hiring):
The manager and employee meet to discuss the final review of the performance objectives.
Record the employee’s performance for each of the required competencies (see Part A: Performance Planning and Review).
For each objective, the manager and employee discuss the extent to which objectives were achieved. This is recorded in the “Results” section.
In the “Rating” section, employee and manager use the rating scale provided on the last page to evaluate results.
If this is the first year a performance review has been conducted, the manager and the employee work together to identify the learning and development needs and the required action plan for the following review cycle (see Part B: Learning and Development). Focus is on the most pressing learning needs (e.g., up to five areas for development).
If this is not the first year, the manager and employee review the employee’s accomplishment of the action plan throughout the previous year (see Part B: Learning and Development).
SIGN OFF: At the end of the cycle (on the anniversary date of the employee’s hiring):
The manager prepares the final summary review and evaluation and reviews the results with the employee (see Part C: Final Evaluation).
The manager and employee jointly determine and agree to an action plan to enhance performance and results. This includes action to be taken by both the manager and the employee (see Part C: Final Evaluation).
The employee comments on his or her own performance over the review cycle and the results (see Part C: Final Evaluation).
The original of the completed form is placed in the employee’s Human Resource file and the manager gives a copy to the employee.
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
Employee Signature Manager Signature Date (dd/mm/yy)
Part C: Summary Review and Overall Evaluation
After discussion on Parts A and B, the manager prepares summary comments on the employee’s overall performance during the review period and rates the employee’s performance.
The employee and manager agree on a mutual action plan recording the actions to be taken by the manager and employee to achieve desired results (includes making funds, time and resources available as necessary).
The employee records summary comments on own performance and/or the review process, as desired.
Both the manager and employee sign the evaluation.
u
u
u
u
Exceeds ExpectationsExceeded requirements on most of all important elements of the objective(s).
Meets ExpectationsFulfilled requirements and met performance objective(s) within the standards for the position assessed.
Progressing Fulfilled some of the requirements of the objective(s). Progress is being observed for the majority of objective requirements.
Needs Improvement Fulfillment of objective(s) was less than adequate in all or most respects. Performance is below satisfactory level and must improve.
NOTE: By signing here, the employee acknowledges reading the results and discussing them with the manager.
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
V-45
It may be that the profile competencies related to the performance objectives are not all identified in the planning stage. Others can be added as needed. Typically, each performance objective has one or more related competency(ies).
To assist you in planning the initial review, sample performance objectives have been provided. They relate to the competencies in each job profile.
Ensure that all performance evaluations are conducted in accordance with existing organizational policies and procedures.
This performance management tool provides you with a process and template for conducting employee performance reviews within the Support and Outreach occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.
This is useful as a template or starter guide, but it might not accurately represent the competencies required for the position you are evaluating.
To assess and revise the tool so it is well-suited to your organization:
Review this tool to determine if the suggested 1. competency profile is relevant.
Adjust, as necessary, to suit the job description 2. and your organization.
Review the behavioural competencies to 3. determine what competencies and/or proficiency levels you need to change to give a more accurate representation. A brief overview of the steps involved in identifying the relevant competencies for a profile has been provided in the document titled Behavioural Competencies for Canada’s Substance Abuse Workforce, v.1.
A job competency profile includes only the critical competencies required for the job (not those that are “nice to have”—i.e., not essential to performing the job successfully). Preferably, there are no more than 12 competencies per profile.
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Support and Outreach
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Position Title:
Employee Name:
Manager’s Name and Title:
Review Period from (Month/Year) to (Month/Year): Date of Review (Day/Month/Year):
Performance Management Tool For: Positions related to Support and Outreach
Preparation Checklist
Review job description to identify the target position requirements and competencies.
Review previous performance evaluation, if available.
Suggested Competency Profile
**CONFIDENTIAL WHEN COMPLETED**
Adaptability/FlexibilityAnalytical Thinking and Decision MakingClient-centred ChangeCollaboration and Network BuildingContinuous LearningCreativity and InnovationDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismInterpersonal Rapport/SavvyPlanning and OrganizingSelf CareSelf Management
3232223323232
Competency Required Proficiency Level
Support and Outreach Support Worker, Outreach Worker, Alcohol Worker, Drug Worker, Substance Abuse Worker, Drug Outreach Worker, Substance Abuse Practitioner, Community Outreach Worker, Community Liaison Worker, Attendant
Job Cluster Example Job Titles
V-47
Behavioural Competencies (v.1) Section V: Performance Management Tool – Support and Outreach <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
How to Use this Form
INITIAL PLANNING: At the beginning of the performance cycle (e.g., on or immediately following the anniversary date of the employee):
The manager and employee meet to discuss and agree on the key performance objectives and related competencies for the review period.
The performance objectives can be task- or activity–based, or can be competency-based objectives (see Part A: Performance Planning and Review).
In almost all cases, performance objectives identified (the “what” of the job) can be related to particular competencies required to achieve them (the “how” of the job).
If this is the first year a performance review has been conducted, the manager and the employee might not yet be able to identify any learning and development needs. They can have an initial discussion about what these might be, based on the employee’s own performance development concerns.
If this is not the first year, the manager and the employee confirm the learning and development needs identified at the end of the previous cycle.
INTERIM REVIEW: During the cycle (e.g., 6-month review):
The manager and employee meet to review progress in achieving performance objectives and begin to identify areas for development. Formal reviews might also be conducted throughout the period; for example, when the manager or employee changes jobs, when there is significant change in the existing job, or at the end of a key milestone.
Performance objectives might need adjusting if work or priorities have changed since the beginning of the cycle (see Part A: Performance Planning and Review).
If this is the first year a performance review has been conducted, the manager and the employee can begin to identify learning and development needs (see Part B: Learning and Development).
If this is not the first year a performance review has been conducted, the manager and employee review the employee’s accomplishment of the action plan so far and adjust as necessary (see Part B: Learning and Development).
u
u
u
u
u
u
u
V-48
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Support and Outreach
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
FINAL REVIEW: At the end of the cycle (on or near the anniversary date of the employee’s hiring):
The manager and employee meet to discuss the final review of the performance objectives.
Record the employee’s performance for each of the required competencies (see Part A: Performance Planning and Review).
For each objective, the manager and employee discuss the extent to which objectives were achieved. This is recorded in the “Results” section.
In the “Rating” section, employee and manager use the rating scale provided on the last page to evaluate results.
If this is the first year a performance review has been conducted, the manager and the employee work together to identify the learning and development needs and the required action plan for the following review cycle (see Part B: Learning and Development). Focus is on the most pressing learning needs (e.g., up to five areas for development).
If this is not the first year, the manager and employee review the employee’s accomplishment of the action plan throughout the previous year (see Part B: Learning and Development).
SIGN OFF: At the end of the cycle (on the anniversary date of the employee’s hiring):
The manager prepares the final summary review and evaluation and reviews the results with the employee (see Part C: Final Evaluation).
The manager and employee jointly determine and agree to an action plan to enhance performance and results. This includes action to be taken by both the manager and the employee (see Part C: Final Evaluation).
The employee comments on his or her own performance over the review cycle and the results (see Part C: Final Evaluation).
The original of the completed form is placed in the employee’s Human Resource file and the manager gives a copy to the employee.
u
u
u
u
u
u
u
u
u
V-49
Behavioural Competencies (v.1) Section V: Performance Management Tool – Support and Outreach <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
Part
A: P
erfo
rman
ce P
lann
ing
and
Revi
ew
1. De
velop
clien
t-cen
tred s
ervic
e deli
very
plan
s inc
luding
bio
-psy
cho-
socia
l (ne
eds/r
isk) a
ssessm
ent,
treat
men
t pla
n, an
d disc
harg
e stra
tegy
, with
high
leve
ls of
inpu
t and
ow
nersh
ip fro
m cl
ients
when
possi
ble.
2. Pr
ovide
info
rmat
ion an
d sup
port
to as
sist c
lient
s with
th
eir ho
using
need
s and
main
taini
ng th
eir re
siden
ce.
3. Sc
reen
and a
ssess
clien
ts re
ferre
d int
o the
prev
entio
n/tre
atm
ent s
ervic
e and
mak
e rec
omm
enda
tions
for
appr
opria
te tr
eatm
ent w
hile m
ainta
ining
prof
essio
nal
integ
rity.
4. De
velop
and r
eview
shor
t-ter
m ca
re pl
ans f
or m
ultipl
e cli
ents,
inclu
ding i
dent
ifying
need
ed re
sour
ces a
nd
esta
blish
ing ti
meli
nes.
Clien
t-cen
tred C
hang
eAn
alytic
al Th
inking
and D
ecisi
on
Mak
ing
Effec
tive C
omm
unica
tion
Colla
bora
tion a
nd N
etwo
rk
Build
ing
Analy
tical
Think
ing an
d Dec
ision
M
aking
Adap
tabil
ity/F
lexibi
lity
Plann
ing an
d Org
anizi
ng
Rat
ing
Rela
ted
Com
pete
ncie
s:
Sam
ple P
erfo
rman
ce O
bjec
tives
:
Res
ults
Ach
ieve
d:
Self
M
gr
V-50
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Support and Outreach
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
5. M
eet w
ith su
perv
isor m
onth
ly to
revie
w et
hical
cond
uct a
nd se
lf man
agem
ent c
ompe
tenc
ies as
part
of
the s
uper
vision
plan
.
6. En
sure
that
subs
tanc
e abu
se ed
ucat
ion/p
reve
ntion
/tre
atm
ent p
rogr
am co
nten
t and
deliv
ery a
re re
flecti
ve
and r
espo
nsive
to di
versi
ty—
e.g., s
ocio-
polit
ical a
nd
cultu
ral is
sues
.
7. 8.
Ethic
al Co
nduc
t and
Pr
ofes
siona
lism
Self M
anag
emen
t
Dive
rsity
and C
ultur
al Re
spon
siven
ess
Rat
ing
Rela
ted
Com
pete
ncie
s:
Sam
ple P
erfo
rman
ce O
bjec
tives
:
Res
ults
Ach
ieve
d:
Self
M
gr
V-51
Behavioural Competencies (v.1) Section V: Performance Management Tool – Support and Outreach <<
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
Targ
et
Com
plet
ion
Area
s for
Dev
elop
men
t:
A
ctio
n Pl
an/D
evel
opm
ent O
ptio
ns:
D
ates
:
R
esul
ts:
Part
B: L
earn
ing
and
Dev
elop
men
t
1. 2. 3. 4. 5.
V-52
Behavioural Competencies (v.1) >> Section V: Performance Management Tool – Support and Outreach
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Employee Signature Manager Signature Date (dd/mm/yy)
Part C: Summary Review and Overall Evaluation
After discussion on Parts A and B, the manager prepares summary comments on the employee’s overall performance during the review period and rates the employee’s performance.
The employee and manager agree on a mutual action plan recording the actions to be taken by the manager and employee to achieve desired results (includes making funds, time and resources available as necessary).
The employee records summary comments on own performance and/or the review process, as desired.
Both the manager and employee sign the evaluation.
u
u
u
u
Exceeds ExpectationsExceeded requirements on most of all important elements of the objective(s).
Meets ExpectationsFulfilled requirements and met performance objective(s) within the standards for the position assessed.
Progressing Fulfilled some of the requirements of the objective(s). Progress is being observed for the majority of objective requirements.
Needs Improvement Fulfillment of objective(s) was less than adequate in all or most respects. Performance is below satisfactory level and must improve.
It may be that the profile competencies related to the performance objectives are not all identified in the planning stage. Others can be added as needed. Typically, each performance objective has one or more related competency(ies).
To assist you in planning the initial review, sample performance objectives have been provided. They relate to the competencies in each job profile.
Ensure that all performance evaluations are conducted in accordance with existing organizational policies and procedures.
This performance management tool provides you with a process and template for conducting employee performance reviews within the Support and Outreach occupational cluster. It includes a selection of sample performance objectives for the competencies and proficiency levels relevant to the suggested competency profile.
This is useful as a template or starter guide, but it might not accurately represent the competencies required for the position you are evaluating.
To assess and revise the tool so it is well-suited to your organization:
Review this tool to determine if the suggested 1. competency profile is relevant.
Adjust, as necessary, to suit the job description 2. and your organization.
Review the behavioural competencies to 3. determine what competencies and/or proficiency levels you need to change to give a more accurate representation. A brief overview of the steps involved in identifying the relevant competencies for a profile has been provided in the document titled Behavioural Competencies for Canada’s Substance Abuse Workforce, v.1.
A job competency profile includes only the critical competencies required for the job (not those that are “nice to have”—i.e., not essential to performing the job successfully). Preferably, there are no more than 12 competencies per profile.
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Position Title:
Employee Name:
Manager’s Name and Title:
Review Period from (Month/Year) to (Month/Year): Date of Review (Day/Month/Year):
Performance Management For: Positions related to Withdrawal Management
Preparation Checklist
Review job description to identify the target position requirements and competencies.
Review previous performance evaluation, if available.
Suggested Competency Profile
**CONFIDENTIAL WHEN COMPLETED**
Adaptability/FlexibilityAnalytical Thinking and Decision MakingClient-centred ChangeContinuous LearningDiversity and Cultural ResponsivenessEffective CommunicationEthical Conduct and ProfessionalismInterpersonal Rapport/SavvyPlanning and OrganizingSelf CareSelf ManagementSelf Motivation and DriveTeamwork and Cooperation
Canadian Centre on Substance Abuse. Competencies for Canada’s Substance Abuse Workforce
How to Use this Form
INITIAL PLANNING: At the beginning of the performance cycle (e.g., on or immediately following the anniversary date of the employee):
The manager and employee meet to discuss and agree on the key performance objectives and related competencies for the review period.
The performance objectives can be task- or activity–based, or can be competency-based objectives (see Part A: Performance Planning and Review).
In almost all cases, performance objectives identified (the “what” of the job) can be related to particular competencies required to achieve them (the “how” of the job).
If this is the first year a performance review has been conducted, the manager and the employee might not yet be able to identify any learning and development needs. They can have an initial discussion about what these might be, based on the employee’s own performance development concerns.
If this is not the first year, the manager and the employee confirm the learning and development needs identified at the end of the previous cycle.
INTERIM REVIEW: During the cycle (e.g., 6-month review):
The manager and employee meet to review progress in achieving performance objectives and begin to identify areas for development. Formal reviews might also be conducted throughout the period; for example, when the manager or employee changes jobs, when there is significant change in the existing job, or at the end of a key milestone.
Performance objectives might need adjusting if work or priorities have changed since the beginning of the cycle (see Part A: Performance Planning and Review).
If this is the first year a performance review has been conducted, the manager and the employee can begin to identify learning and development needs (see Part B: Learning and Development).
If this is not the first year a performance review has been conducted, the manager and employee review the employee’s accomplishment of the action plan so far and adjust as necessary (see Part B: Learning and Development).
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
FINAL REVIEW: At the end of the cycle (on or near the anniversary date of the employee’s hiring):
The manager and employee meet to discuss the final review of the performance objectives.
Record the employee’s performance for each of the required competencies (see Part A: Performance Planning and Review).
For each objective, the manager and employee discuss the extent to which objectives were achieved. This is recorded in the “Results” section.
In the “Rating” section, employee and manager use the rating scale provided on the last page to evaluate results.
If this is the first year a performance review has been conducted, the manager and the employee work together to identify the learning and development needs and the required action plan for the following review cycle (see Part B: Learning and Development). Focus is on the most pressing learning needs (e.g., up to five areas for development).
If this is not the first year, the manager and employee review the employee’s accomplishment of the action plan throughout the previous year (see Part B: Learning and Development).
SIGN OFF: At the end of the cycle (on the anniversary date of the employee’s hiring):
The manager prepares the final summary review and evaluation and reviews the results with the employee (see Part C: Final Evaluation).
The manager and employee jointly determine and agree to an action plan to enhance performance and results. This includes action to be taken by both the manager and the employee (see Part C: Final Evaluation).
The employee comments on his or her own performance over the review cycle and the results (see Part C: Final Evaluation).
The original of the completed form is placed in the employee’s Human Resource file and the manager gives a copy to the employee.
Competencies for Canada’s Substance Abuse Workforce Canadian Centre on Substance Abuse.
Employee Signature Manager Signature Date (dd/mm/yy)
Part C: Summary Review and Overall Evaluation
After discussion on Parts A and B, the manager prepares summary comments on the employee’s overall performance during the review period and rates the employee’s performance.
The employee and manager agree on a mutual action plan recording the actions to be taken by the manager and employee to achieve desired results (includes making funds, time and resources available as necessary).
The employee records summary comments on own performance and/or the review process, as desired.
Both the manager and employee sign the evaluation.
u
u
u
u
Exceeds ExpectationsExceeded requirements on most of all important elements of the objective(s).
Meets ExpectationsFulfilled requirements and met performance objective(s) within the standards for the position assessed.
Progressing Fulfilled some of the requirements of the objective(s). Progress is being observed for the majority of objective requirements.
Needs Improvement Fulfillment of objective(s) was less than adequate in all or most respects. Performance is below satisfactory level and must improve.