คาสิโนบาคาร่า_แจกยูสเซอร์ฟรี_เล่น บา คา ร่า ทุน 500 https://www.google.com//352/topics/performance-management en La gestion du rendement et vos droits https://www.google.com//352/node/3198 <div class="field field-name-body field-type-text-with-summary field-label-hidden view-mode-rss"> <div class="field-items"> <div class="field-item even"><p>Le nouveau Programme de gestion du rendement du Conseil du Tr¨¦sor est entr¨¦ en vigueur le 1<sup>er</sup> avril 2014. Ce programme pr¨¦voit un processus d¨¦taill¨¦ pour ¨¦valuer le rendement des fonctionnaires.</p> <p>L¡¯¨¦valuation du rendement peut avoir une grande incidence sur votre emploi. Il est donc important de d¨¦finir quels sont vos droits et vos obligations ¨¤ chaque ¨¦tape du processus.</p> <ul><li><a href="#ententerendment">L¡¯entente de rendement</a></li> <li><a href="#exammiannee">L¡¯examen de mi-ann¨¦e</a></li> <li><a href="#evalfinannee">L¡¯¨¦valuation de fin d¡¯ann¨¦e</a></li> <li><a href="#plandaction">Le plan d¡¯action pour am¨¦liorer le rendement</a></li> <li><a href="#ameliorezpasrendment">Qu¡¯arrive-t-il si vous n¡¯am¨¦liorez pas votre rendement?</a></li> </ul><p>Il est tr¨¨s important de mettre par ¨¦crit toutes vos observations et vos inqui¨¦tudes ¨¤ chacune des ¨¦tapes du processus.</p> <p>L¡¯employeur n¡¯est pas tenu de permettre aux d¨¦l¨¦gu¨¦s syndicaux d¡¯assister aux r¨¦unions sur l¡¯¨¦valuation du rendement, mais votre gestionnaire peut accepter que votre d¨¦l¨¦gu¨¦ y assiste. S¡¯il refuse, notez-le dans vos commentaires ¨¤ son endroit. Apr¨¨s la r¨¦union (pendant que tout est encore frais dans votre m¨¦moire), rencontrez votre d¨¦l¨¦gu¨¦ syndical pour discuter de votre ¨¦valuation.</p> <p>L¡¯AFPC a d¨¦ploy¨¦ bien des efforts pour s¡¯assurer que le Programme de gestion du rendement est juste et transparent et qu¡¯il tient compte des obligations de l¡¯employeur ¨¦nonc¨¦es dans les conventions collectives.</p> <p>Nous encourageons les membres ¨¤ visiter le site du <a href="http://www.tbs-sct.gc.ca/tou/pmc-dgr/intro-fra.asp">Conseil du Tr¨¦sor</a> pour en savoir plus sur le Programme de gestion du rendement.</p> <h3><a id="ententerendment" name="ententerendment"></a>L¡¯entente de rendement</h3> <p>Participez pleinement ¨¤ la d¨¦finition de vos objectifs de travail. C¡¯est ce qui pr¨¦cise les r¨¦sultats qu¡¯on attend de vous au cours de l¡¯ann¨¦e. Habituellement, on cherche ¨¤ ¨¦tablir de trois ¨¤ six objectifs.</p> <p>Si certains objectifs de travail vous pr¨¦occupent, indiquez-le ¨¤ votre gestionnaire. Ensuite, si l¡¯entente de rendement vous semble toujours probl¨¦matique, notez vos pr¨¦occupations dans un document s¨¦par¨¦ et joignez-le ¨¤ l¡¯entente. Vous pouvez aussi envoyer ce document par courriel aux personnes charg¨¦es d¡¯¨¦valuer votre rendement. Prenez soin d¡¯en garder une copie.</p> <p>Il n¡¯est pas impossible que l¡¯entente pr¨¦voit des obligations pour votre gestionnaire. Prenez-en note et assurez-vous d¡¯avoir acc¨¨s aux formations ou aux ressources qu¡¯il s¡¯est engag¨¦ ¨¤ vous fournir ¨¤ la date pr¨¦vue.</p> <p>Il est important que vous compreniez bien vos objectifs de travail, car ils serviront de point de d¨¦part pour votre ¨¦valuation de fin d¡¯ann¨¦e. Demandez ¨¤ votre gestionnaire de pr¨¦senter clairement ce qu¡¯il attend de vous en fonction de ceux-ci. Les attentes de votre gestionnaire doivent figurer ¨¤ l¡¯entente ¨¦crite.</p> <p>Voici les quatre comp¨¦tences essentielles ¨¤ la fonction publique (pr¨¦cis¨¦es dans la Directive sur la gestion du rendement). Elles pourraient avoir une influence sur vos objectifs de travail.</p> <ul><li>Faire preuve d¡¯int¨¦grit¨¦ et de respect</li> <li>R¨¦flexion approfondie</li> <li>Travailler efficacement avec les autres</li> <li>Faire preuve d¡¯initiative et ¨ºtre orient¨¦ vers l¡¯action</li> </ul><p>Vous devez discuter de ces comp¨¦tences avec votre gestionnaire et lui demander comment elles s¡¯appliquent ¨¤ la r¨¦alisation de vos objectifs.</p> <h3><a id="exammiannee" name="exammiannee"></a>L¡¯examen de mi-ann¨¦e</h3> <p>L¡¯examen de mi-ann¨¦e est l¡¯occasion d¡¯indiquer si votre situation a chang¨¦ depuis la premi¨¨re ¨¦tape. Si c¡¯est le cas, et que ce changement vous emp¨ºche d¡¯atteindre vos objectifs, assurez-vous que l¡¯on modifie l¡¯entente en cons¨¦quence.</p> <p>Suivez les m¨ºmes conseils que pour l¡¯¨¦laboration de votre entente de rendement et assurez-vous que tout est document¨¦ par ¨¦crit.</p> <h3><a id="evalfinannee" name="evalfinannee"></a>L¡¯¨¦valuation de fin d¡¯ann¨¦e</h3> <p>¨¤ la fin de l¡¯ann¨¦e, on vous attribuera une cote de rendement. Votre gestionnaire doit indiquer par ¨¦crit ce qui, dans votre comportement ou votre rendement, justifie la cote qu¡¯il vous attribue en fonction de vos objectifs et des comp¨¦tences essentielles. Si vous n¡¯¨ºtes pas d¡¯accord avec ses propos, dites-le lui et mettez vos commentaires par ¨¦crit.</p> <h3><a id="plandaction" name="plandaction"></a>Le plan d¡¯action pour am¨¦liorer le rendement</h3> <p>Si vous recevez une cote globale de 1 (parfois m¨ºme si vous recevez une cote de 2), vous ferez l¡¯objet d¡¯un plan d¡¯action. Notez qu¡¯¨¤ cette ¨¦tape-ci, vous devriez d¨¦j¨¤ avoir indiqu¨¦ par ¨¦crit votre opposition aux motifs de votre ¨¦valuation de rendement.</p> <p>Le plan d¡¯action doit pr¨¦voir une am¨¦lioration raisonnable et r¨¦alisable, et pr¨¦ciser les ressources et la formation dont vous aurez besoin pour progresser.</p> <p>Vos commentaires doivent ¨ºtre ajout¨¦s au plan d¡¯action. S'ils n¡¯y figurent pas, pr¨¦sentez-les par ¨¦crit ¨¤ votre gestionnaire et gardez une copie du document.</p> <p>Si vous faites l¡¯objet d¡¯un plan d¡¯action, ne manquez pas de le mentionner ¨¤ votre d¨¦l¨¦gu¨¦ syndical.</p> <h3><a id="ameliorezpasrendment" name="ameliorezpasrendment"></a>Qu¡¯arrive-t-il si vous n¡¯am¨¦liorez pas votre rendement?</h3> <p>Si votre gestionnaire estime, apr¨¨s une p¨¦riode d¨¦termin¨¦e, que votre rendement n'est pas conforme au plan d¡¯action, il pourrait d¨¦cider de ne pas vous accorder votre prochaine augmentation de salaire, vous r¨¦trograder ou encore vous licencier.</p> <p>L¡¯AFPC est d¡¯avis que <strong>le Conseil du Tr¨¦sor n¡¯a pas le droit, en vertu de nos conventions collectives, de priver un membre d'une augmentation de salaire</strong>. Si vous avez droit ¨¤ une augmentation et qu'on vous la refuse, communiquez avec votre d¨¦l¨¦gu¨¦ syndical ou un membre du comit¨¦ ex¨¦cutif de votre section locale pour d¨¦poser un grief.</p> <p>Le plan d¡¯action pourrait d¨¦roger ¨¤ d'autres dispositions de votre convention collective.</p> <p>Si c¡¯est le cas, communiquez imm¨¦diatement avec un repr¨¦sentant ou une repr¨¦sentante de votre syndicat.</p> </div> </div> </div> <section class="field field-name-field-topics field-type-taxonomy-term-reference field-label-above view-mode-rss"><h2 class="field-label">Topics:&nbsp;</h2><ul class="field-items"><li class="field-item even"><a href="/352/topics/performance-management">Performance Management</a></li></ul></section><section class="field field-name-field-audience field-type-taxonomy-term-reference field-label-above view-mode-rss"><h2 class="field-label">Audience:&nbsp;</h2><ul class="field-items"><li class="field-item even"><a href="/352/audience/uninvolved-members">Uninvolved members</a></li></ul></section><section class="field field-name-field-employers field-type-taxonomy-term-reference field-label-above view-mode-rss"><h2 class="field-label">Employers:&nbsp;</h2><ul class="field-items"><li class="field-item even"><a href="/352/employer/treasury-board">Treasury Board</a></li></ul></section><div class="field field-name-field-publication-date field-type-datestamp field-label-inline clearfix view-mode-rss"> <div class="field-label">Publication Date:&nbsp;</div> <div class="field-items"> <div class="field-item even"><span class="date-display-single">Wednesday, November 12, 2014 - 11:45am</span></div> </div> </div> <section class="field field-name-field-embedded-image field-type-image field-label-above view-mode-rss"><h2 class="field-label">Embedded Image:&nbsp;</h2><div class="field-items"><figure class="clearfix field-item even"><img class="image-style-none" src="/352/sites/psac/files/performance-management-img_0.jpg" width="648" height="300" alt="La gestion du rendement et vos droits - Ce qu¡¯il faut savoir sur le nouveau programme du Conseil du Tr¨¦sor" title="La gestion du rendement et vos droits - Ce qu¡¯il faut savoir sur le nouveau programme du Conseil du Tr¨¦sor" /></figure></div></section><div class="field field-name-field-image-placement field-type-list-text field-label-above view-mode-rss"> <div class="field-label">Image Placement:&nbsp;</div> <div class="field-items"> <div class="field-item even">Top Right Quarter</div> </div> </div> Wed, 12 Nov 2014 16:59:47 +0000 clawson 3198 at/352 Performance management and your rights https://www.google.com//352/performance-management-and-your-rights <div class="field field-name-body field-type-text-with-summary field-label-hidden view-mode-rss"> <div class="field-items"> <div class="field-item even"><h3>What you need to know about Treasury Board¡¯s new process</h3> <p>The Treasury Board¡¯s new performance management policy went into effect on April 1, 2014. There is now a detailed process in place to conduct performance assessments.</p> <p>These assessments can have a significant impact on your employment and you need to know your rights and obligations during each stage of the process.?</p> <ul><li><a href="#devperfagt">Your performance agreement</a></li> <li><a href="#midyearrealign">Your mid-year realignment</a></li> <li><a href="#endyearassess">Your end of year assessment</a></li> <li><a href="#actionplanimprove">Action plans for improvement</a></li> <li><a href="#noimprovement">What happens if your performance doesn¡¯t improve</a></li> </ul><p>It is very important to put all your comments and concerns in writing at every stage of the process.</p> <p>While union stewards do not have a right to attend performance assessment meetings, nothing prevents you from asking your manager to allow a steward to attend. If your manager refuses, include that in your feedback to the manager, and meet with a steward soon after the meeting to discuss your assessment while it is fresh in your mind.</p> <p>PSAC has been working to ensure that the employer¡¯s performance management system is fair, open and transparent and recognizes the employer¡¯s obligations under our collective agreements.</p> <p>Members should also read <a href="http://www.tbs-sct.gc.ca/tou/pmc-dgr/intro-eng.asp">Treasury Board¡¯s information</a> on the performance management system.</p> <h3><a id="devperfagt" name="devperfagt"></a>Developing your performance agreement</h3> <p>Participate fully in the process of developing your work objectives. These objectives set out the general results you are expected to achieve over the year. There should be between three and six work objectives identified.</p> <p>Identify any concerns you have with the work objectives to your manager. If your concerns don¡¯t become reflected in the performance agreement, then attach them in writing to the agreement itself or send them by email in a separate document to those responsible for your performance assessment. Keep a copy of the document.</p> <p>Make a note of your manager¡¯s obligations, if any, and make sure that any training or other resources they have committed to provide are provided on time. Keep a written record when they are provided or if they are not.</p> <p>Make sure you understand the work objectives in your performance agreement. They become the basis for your evaluation at the end of the year. Ask your manager to take the time to explain the objectives and explain what outcomes are expected. These explanations and expectations are to be included in the written agreement.</p> <p>Your work objectives may include reference to the four core competencies of the public service as set out in the Performance Management Directive. They are:?</p> <ul><li>Demonstrating integrity and respect;</li> <li>Thinking things through;</li> <li>Working effectively with others; and,</li> <li>Showing initiative and being action-oriented.</li> </ul><p>You need to discuss these core competencies with your manager and ask your manager to specify how each relates to delivering on your work objectives.</p> <h3><a id="midyearrealign" name="midyearrealign"></a>Your mid-year realignment</h3> <p>This is the time to ensure that any changes in your circumstances which impact on the appropriateness of the work objectives are accurately reflected in your performance management agreement.</p> <p>Follow the same advice as for the creation of your agreement and make sure everything is in writing.</p> <h3><a id="endyearassess" name="endyearassess"></a>End of year assessment</h3> <p>At the end of the year, you will be given your rating. Your manager must provide written examples of your behavior and performance that justify the rating assigned with respect to your work objectives and core competencies. Advise your manager if you disagree with any of the examples and put your comments in writing.</p> <h3><a id="actionplanimprove" name="actionplanimprove"></a>Action plans for improvement</h3> <p>At the end of year assessment, if you receive an overall rating of 1 or, in some cases, a 2, your manager will develop an action plan. By this time you should have already put in writing if you disagree with the reasons for the performance assessment in the first place.</p> <p>Next, it is important to make sure that the action plan reflects realistic and achievable improvements in performance, and that it specifies what resources and training you will receive to help you to achieve those improvements.</p> <p>Put your feedback on the action plan in the text of the action plan itself. If it isn¡¯t included, provide your feedback in writing to the manager responsible for your action plan and keep a copy for yourself.</p> <p>Talk with a union officer any time you become subject to an action plan.</p> <h3><a id="noimprovement" name="noimprovement"></a>What happens if your performance doesn¡¯t improve?</h3> <p>If your manager decides that you have failed to achieve the improvements set out in your action plan after a set period of time, they have been instructed to either withhold your next pay increment, demote you to a lower position, or terminate your employment.</p> <p><strong>PSAC says the employer has no authority under our collective agreements with Treasury Board to withhold your pay increment.</strong> If your pay increment is withheld, contact your union steward or other Local officer in order to file a grievance.</p> <p>There may also be circumstances in which an action plan could violate other specific provisions of our collective agreements.</p> <p>If your manager takes any of these actions, contact a union representative immediately.</p> <p>?</p> </div> </div> </div> <section class="field field-name-field-topics field-type-taxonomy-term-reference field-label-above view-mode-rss"><h2 class="field-label">Topics:&nbsp;</h2><ul class="field-items"><li class="field-item even"><a href="/352/topics/performance-management">Performance Management</a></li></ul></section><section class="field field-name-field-audience field-type-taxonomy-term-reference field-label-above view-mode-rss"><h2 class="field-label">Audience:&nbsp;</h2><ul class="field-items"><li class="field-item even"><a href="/352/audience/uninvolved-members">Uninvolved members</a></li></ul></section><section class="field field-name-field-employers field-type-taxonomy-term-reference field-label-above view-mode-rss"><h2 class="field-label">Employers:&nbsp;</h2><ul class="field-items"><li class="field-item even"><a href="/352/employer/treasury-board">Treasury Board</a></li></ul></section><div class="field field-name-field-publication-date field-type-datestamp field-label-inline clearfix view-mode-rss"> <div class="field-label">Publication Date:&nbsp;</div> <div class="field-items"> <div class="field-item even"><span class="date-display-single">Wednesday, November 12, 2014 - 11:45am</span></div> </div> </div> <section class="field field-name-field-embedded-image field-type-image field-label-above view-mode-rss"><h2 class="field-label">Embedded Image:&nbsp;</h2><div class="field-items"><figure class="clearfix field-item even"><img class="image-style-none" src="/352/sites/psac/files/performance-management-img.jpg" width="648" height="300" alt="Performance management and your rights" title="Performance management and your rights" /></figure></div></section><div class="field field-name-field-image-placement field-type-list-text field-label-above view-mode-rss"> <div class="field-label">Image Placement:&nbsp;</div> <div class="field-items"> <div class="field-item even">Top Right Quarter</div> </div> </div> Wed, 12 Nov 2014 16:54:50 +0000 clawson 3197 at/352