Bulletin 06/16

December 20, 2016

TO:          Executive Council
                Alternate Regional Vice Presidents

cc:           UTE Staff

RE:          Performance Improvement Plans (PIP)


This bulletin is a complement to the article on Performance Improvement Plans in the December Newsletter.

Employees within the CRA have their performance evaluated on an annual basis and can receive a rating between 1 and 5, with 1 being the lowest and 5 being the highest. According to the Procedures on Performance Management and Recognition, when an employee receives a rating of 1 or 2 the manager is required to develop a Performance Improvement Plan (PIP) to address the specific performance gaps that led to the level 1 or 2 rating. Section 5.2.3 of the Procedures on Performance Management and Recognition is where information on PIP’s can be found.

Here are the five “musts” for a manager when developing a PIP:

  • Discuss the performance gap(s) to seek common understanding of the required improvement;
  • Discuss and determine together the root cause(s) of the gap in performance;
  • Develop strategies and specific actions to improve performance;
  • Determine milestones and performance indicators for improving performance, and a completion date for the Performance Improvement Plan; and
  • Set a schedule of activities and follow-up meetings for the duration of the Performance Improvement Plan.

As a union activist assisting a member who has received a level 1 or 2 rating and is being put on a PIP, you need to make sure of the following:

  1. The performance gap(s) needs to be clearly explained – What was the member not doing that led to the performance gap? This should not be explained in generic terms, we need specifics!! The member needs specifics.
  2. With respect to actions to improve performance – again you are looking at specifics; make sure what is expected is clear and that there is no room for misinterpretation of the action required of the member.
  3. As part of a PIP, follow-up meetings must be scheduled and we must hold managers accountable to ensure those meetings take place. This is beneficial for both the employer and our member.

In Solidarity,

Kent MacDonald's signature

Kent MacDonald
Labour Relations Officer