/Mid-Year Reviews: Self-Examination on Progress

Mid-Year Reviews: Self-Examination on Progress

Mid-year reviews are meant to be informal, two-way conversations on progress. Specifically, employees and managers should be discussing:

  • commitments in the performance agreement that are related to work objectives;
  • competencies and;
  • the learning and development plan.

It is also an opportunity to offer encouragement and constructive feedback, and to discuss in detail any issues that may require additional direction or support. Managers should be scheduling these conversations far enough in advance to allow their employees enough time to prepare for the conversation.

Treasury Board has come out with a series of guidance documents to help employees and managers around mid-year reviews. Today, we’re looking at employee self-examination on progress.

Independent self-examination

After employees have worked with their manager to develop their performance agreement, they should periodically conduct a self-examination to determine whether they are on track to achieving their work objectives, demonstrating expected behaviours and fulfilling commitments in their learning plan.

In a productive self-examination, employees reconsider their performance independently, collaborate with the manager to improve performance, and seek the advice of external resources if necessary.

Employees can get the most out of conversations on progress if they review performance expectations beforehand. They can use the questions below to note key points to discuss with their manager at any time:

Performance agreement factors
  • How do I see my overall progress in achieving the work objectives and core competencies of my performance agreement?
  • Are there times when I have had difficulty achieving work objectives or demonstrating the core competencies in my work? If so, when? What would I do differently with the opportunity to revisit these occasions?
  • What adjustments would I want to make to my learning and development plan?
  • What events or assignments show that I have demonstrated work behaviours that are reflected in the core competencies?
Response to the job
  • What do I find most rewarding or motivating about my job and the work I do? What makes my work meaningful?
  • Where am I doing well?
  • Where do I need direction and support?
  • What accomplishments am I most proud of? Which are most significant for me?
  • Where do I see room for improvement in my performance, and what would it take for me to be able to make changes?
  • What am I willing to do to address any challenges I have identified?
  • Are there barriers or issues that make it difficult for me to do my work well? If yes, what have I done to overcome them? Is there anything my manager could do to help? Is there anything my work colleagues could do?
  • What is my most valuable contribution to team objectives? What habits or approaches make me less effective within the team?
My manager/supervisor
  • What is the most important thing my manager could do to help me reach my full potential?
  • What does my manager need to know that would make this conversation more productive for both of us? How can I convey this information effectively?
  • What support have I received from my manager? When was this feedback received, and what next steps were agreed to?
In conjunction with your manager/supervisor
  • Keep your manager informed of any factors that are interfering with your work objectives, including those related to the 11 grounds of discrimination and the duty to accommodate, seeking assistance when required. Additional information and guidance are available in Duty to Accommodate: A General Process for Managers.
  • Advise your manager and seek advice in case of a risk that may compromise your ability to achieve work objectives or demonstrate expected behaviours.
  • Fully participate in conversations on progress and meetings, welcoming them as opportunities to discuss your achievements, areas for improvement and career interests.
  • Remain open to feedback, recognizing that it is essential to your effectiveness at work and to career advancement.
Advice and support beyond the work unit
  • Find out how, and under what circumstances, to get advice and support from the department’s informal conflict management services, departmental ombudsman or the bargaining agent representative, should a manager and employee disagree with a performance agreement or assessment.
Documenting your self-examination
  • Record in the performance agreement any factors that demonstrate your progress against the performance or behavioural indicators, and any other relevant information.

With files from Treasury Board.