Policy 2.2.9: Performance Management and Staff Development

Effective date: January 1, 2003
Revised: March 1, 2010


CBC/Radio-Canada recognizes that employees are a key part of its vision, which is to bring Canadians together through compelling programming content. Quality human resources will allow the Corporation to fulfill its mission and create bold, distinctive programming. The Performance Management and Staff Development (PMSD) program is not only intended as a strategic management tool; it is also an effective means to engage and recognize personnel, develop skills, and foster accountability.


The PMSD program aims to:

  • align individual and corporate objectives, as well as clarify expectations regarding desired performance, both in terms of objectives to be achieved and skills/behaviours to be acquired;
  • define expectations, convey them to employees and allow for feedback;
  • enhance and maintain the performance of employees and work teams in order to optimize organizational performance and improve the way we do business;
  • develop and maintain an ongoing dialogue between managers and employees, as well as promote teamwork;
  • value and recognize the ways in which employees and work teams help achieve the Corporation’s objectives and priorities;
  • promote employees’ professional development based on their career goals and the organization’s needs;
  • make managers and employees accountable for performance management and staff development, and encourage employees to take greater ownership of their professional development;
  • provide management with valuable tools to support the workforce and succession planning, training needs identification, and compensation processes.


All CBC/Radio-Canada employees. Governing policies and procedures for unionized employees found in the applicable collective agreements apply if they differ from the current policy.


To help achieve PMSD objectives, CBC/Radio-Canada requires that all employees take part in determining the annual PMSD plan, which comprises individual objectives, key competencies and development activities.

The PMSD process includes the following three phases:

  1. Performance planning
  2. Follow-up and coaching
  3. Performance appraisal
  4. (Some information below refer to the PMSD form accessible trough HR at my fingertips) Employees and managers are equally responsible for the PMSD program, and their commitment is essential to its success. Indeed, the program:
    • demands a trust-based, partnering relationship centred on open, constructive and ongoing communication;
    • requires participants to invest the necessary time and energy to prepare and carry out each phase.


Senior Executive Team (SET)

  • Identify and communicate the Corporation’s directions and priorities;
  • Establish performance indicators for the Corporation;
  • Communicate in cascade performance management organizational priorities;
  • Promote performance management accountability throughout the organization.

Human Resources

  • Develop and update the PMSD program and all relevant tools;
  • Continually monitor the effectiveness, quality and fair, consistent application of the PMSD program;
  • Advise and support managers and employees in PMSD matters.


  • Implement the PMSD program in their respective department and report on progress.


  • Actively participate in the various phases of the PMSD program so that they understand their contribution to their department, discuss expectations and receive feedback.



Replaces previous Human Resources Policy:

  • Employee Development no. 6.0



1. Performance planning

This phase involves jointly creating a PMSD plan that’s aligned with corporate priorities, while discussing the employee’s career goals. The planning exercise consists of:

  • clarifying performance expectations;
  • establishing a link between individual performance and organizational or departmental priorities;
  • defining the personal contribution expected of employees;
  • defining performance measurement and appraisal criteria;
  • assessing the performance level required for each competency so that employees meet the expectations of their position;
  • noting strengths and areas needing improvement;
  • describing development activities.

This phase involves three main activities:
1.1. Cascading of priorities
1.2. Creating a PMSD plan
1.3. Plan discussion and confirmation meeting

1.1. Cascading of priorities

Once the Board of Directors has approved the Senior Management Team’s business plans and priorities, the PMSD cycle is set in motion, starting with a business alignment workshop (e.g., annual meeting), during which managers meet with their employees to:

  • convey the Corporation’s directions and priorities, as well as departmental priorities;
  • explain the link between departmental priorities, employees’ roles and responsibilities, and the Corporation’s directions and priorities.
  • In addition, the manager may:
  • encourage the commitment and active participation of employees by inviting them to share their ideas and opinions on how to achieve departmental priorities;
  • answer questions and provide clarifications as needed.
  • Managers must post departmental priorities and related performance indicators in the appropriate section of the portal.

1.2 Creating a PMSD plan

Once departmental priorities have been cascaded, employees are asked to complete a draft copy of their plan via the employee’s portal (HR at my fingertips). This draft must be submitted to their manager prior to the plan discussion and confirmation meeting.

The PMSD plan consists of individual objectives to be achieved, competencies to be acquired, and development activities. Employees’ active participation is required to complete this step.

Setting individual objectives
In the first section of the form, titled “Individual Objectives,” employees must identify, according to SMART (Specific, Measurable, Achievable, Realistic/Relevant and Time-bound) criteria, a maximum of four objectives aligned with departmental ones. They can be tied to personal improvement, existing operations, special projects or assignments, or ongoing training and development. Employees must provide performance indicators and tracking mechanisms for each of their objectives. The latter must be listed in order of priority, based on organizational priorities.

Evaluation of key competencies
In the second section of the form, titled “Competencies,” employees must assess their performance level in the key competencies associated with their position. This assessment must be validated with their manager and used as the basis for identifying one or two competencies they would like to develop or enhance in order to achieve the individual objectives described in the previous section.

Creating an individual development plan
In the third section of the form, titled “Development Plan,” employees must write one or two development objectives, along with a series of activities to be undertaken during the year, with an eye to developing knowledge, expertise, people skills or practical know-how. The activities must be chosen according to the “70/20/10” principle, which states that 70% of learning happens on the job, 20% independently, and 10% in a formal learning (classroom) environment. Overall, this exercise is part of an ongoing learning approach aimed at helping employees enhance their performance by addressing their challenges, developing their potential, consolidating their strengths, and identifying venues for professional advancement. The individual development plan can meet a variety of needs, such as:

  • maintaining, improving and optimizing performance in the current position;
  • helping an employee acquire the necessary skills for a promotion or lateral job change;
  • enhancing the employee’s work experience and developing his/her skills.

1.3 Plan discussion and confirmation meeting

The goal of this meeting is to ensure that the objectives proposed by the employee are aligned with the department’s and that they are written according to SMART criteria; that the assessment of competencies is accurate and represents the current standard of performance; and that the development activities match the organization’s needs and the employee’s professional aspirations, if applicable. At the end of the discussion, the manager and employee should have a common understanding of the expected performance and how it will be measured, as well as their respective responsibilities for the remainder of the process. They should also have reached a mutual agreement on the PMSD plan for the year in question.

2. Follow-up feedback and coaching

The success of the PMSD program depends, among other things, on ongoing, frequent and constructive communication between the employee and manager. It is crucial that both parties find opportunities for informal and formal discussions and feedback throughout the year. In addition to ad hoc meetings, it is advisable to hold a formal mid-year review.

Follow-up and coaching serve to:

  • assess the degree to which expectations and activity objectives in the PMSD plan have been met;
  • share any relevant new information;
  • discuss and provide feedback on successes and difficulties encountered;
  • identify challenges and their causes, and jointly identify necessary corrective measures;
  • review development activities that have been completed and indicate how the knowledge acquired can be incorporated into the employee’s daily work;
  • adjust the performance and development plan as needed.

3. Performance appraisal

The PMSD program comes full circle with the annual performance appraisal. This meeting is a unique opportunity for the employee and manager to discuss and review performance over the past year. The goal of the meeting is to:

  • assess the employee’s overall job performance, the degree to which performance indicators and development activity objectives have been met, and his/her level of proficiency in the identified competencies;
  • discuss successes and any difficulties encountered;
  • identify strengths and areas needing improvement;
  • talk about possible development targets for the following year;
  • discuss the overall performance rating assigned by the manager.

Following this meeting, the manager must complete the performance appraisal and assign an overall rating.


  • Exceeds Expectations

    Performance consistently exceeds expectations and/or identified performance indicators. Demonstrates exceptional accomplishments in a wide variety of assignments for the business unit. Employee shows significant leadership and repeatedly contributes beyond current responsibilities. Employee achieves 100% of individual objectives
  • Meets Expectations

    Performance meets expectations and, at times, may exceed identified performance indicators. Demonstrates solid, reliable and meaningful accomplishments for the business unit. Employee is competent and contributes fully satisfactory performance to current responsibilities. Employee achieves 100% of individual objectives.
  • Meets Some Expectations

    Performance meets some expectations and/or identified performance indicators. Improvement is necessary in certain areas to ensure that performance reflects job expectations. Development strategies may be required to assist employee to better contribute to the success of the business unit. Employee achieves 65% or greater of individual objectives.
  • Below Expectations

    Performance falls below expectations and/or identified performance indicators. Immediate and significant improvement is necessary in most areas to ensure considerable progress in performance to reflect job expectations. Contribution is unsatisfactory for the business unit; a development plan is required and positive results to be expected within 6 months. Employee achieves less than 65% of individual objectives.

Procedure to follow in cases of disagreement

If an employee disagrees with the results of the annual performance appraisal, he must first discuss this with the manager. The goal of this discussion is to allow both parties to determine the point of disagreement, express their respective viewpoints and try to arrive at a solution. At the end of the meeting, the employee will be able to document his disagreement in the “comments” section of the PMSD form.

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