Executive Commitments for Performance and Related Performance Measures for 2020-2021

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Revised on November 2, 2020

A Guide for Executive (EX) Group Performance Agreements

Performance Agreements are a key part of ESDC’s corporate governance. They help to align executives’ leadership and work objectives with the Department’s strategies and business priorities. This guide outlines the key elements of an Executive Performance Agreement.

Performance Agreements

The Directive on Performance and Talent Management for Executives requires that executives have a performance agreement that demonstrates clear commitments specific to the executive’s role and responsibilities, with associated performance measures that are linked to the priorities of the organization and of the Government of Canada.

It is mandatory for all executives and those acting in EX positions to complete their annual Performance Agreement and Learning and Development Plan using the online Performance Agreement module in the Executive Talent Management System (ETMS).

Getting Started

In order for your current job title to be linked to your commitments in your Performance Agreement, you need to enter/update your personal information.

This can be done by going in My Workspace, opening the Personal Information tab and selecting add/update Employment History – Public Service.

Performance Commitments

Performance agreements set out the major commitments for each Executive. Each commitment must be accompanied by 1 to 3 performance measures, which describe success in terms of both “what” is to be achieved and “how” it will be achieved. “How” refers to the demonstration of Key Leadership Competencies in carrying out executive responsibilities and which will be considered in the assessment of executive performance.

There are four components to every Executive Performance Agreement:

  1. Corporate Commitments (set by the Clerk of the Privy Council)
  2. ESDC’s Departmental Commitment
  3. Individual Commitments
  4. Learning and Development Plan
  • 2020-2021 Corporate Commitments

    These mandatory commitments are set by the Clerk of the Privy Council to encourage enterprise-wide outcomes and to reflect the role of senior public servants in achieving government priorities.

    Mobilizing in Support of Common Goals in Response to COVID19

    For 2020-21, ensure you have performance commitments that enable measurable indicators of your leadership in:

    • Adapting to shifting operational and strategic realities as a result of the COVID19 pandemic in order to deliver services and results for Canadians.
    • Promoting the physical health and safety of your organization, particularly in the context of a return to the workplace in 2020-2021.
    • Supporting the psychological health of your employees in these challenging times, including the prevention and resolution of harassment and discrimination.
    Measures
    ADM Level Please develop one or two measures, or choose from the following:
    1. I will develop and oversee a plan for a safe return to occupancy while following departmental, central agencies and provincials/territories guidelines.
    2. I will strategically shift, as needed, my operations’ realities to deliver services and results for Canadians.
    3. I will ensure the health and safety of my employees by communicating and making available resources to support them.
    DG/Director/Manager Levels Please develop one or two measures, or choose from the following:
    1. I will support and put measures in place to implement my branch’s/region’s plan for a safe return to occupancy while following departmental, central agencies and provincials/territories guidelines.
    2. I will support the required shift in my branch/region’s operations’ to deliver services and results for Canadians.
    3. I will ensure the health and safety of my employees by communicating and making available resources to support them.

    Fostering Diversity and Inclusion (GOC Priority)

    Continue efforts to increase the diversity of the workforce in your organization, and foster the inclusion of a broad range of voices and views in governance and decision-making.

    Measures
    ADM Level
    Mandatory measures
    1. I will establish workforce plans for my organization based on current representation data as well as 2031/2036 Canadian population projections that include recruitment and development activities to increase diversity of my workforce at all levels, with a particular focus to increase overall representation of persons with disabilities, and improve representation of black, indigenous, and/or people of color (BIPOC) candidates at the executive level.
    2. I will participate in, support and encourage diversity learning activities and events within my branch/region to promote an inclusive and respectful work environment.
    3. I will establish means to incorporate diversity of voices and views into governance and decision-making for my organization’s business.
    4. I will sponsor persons with disabilities and BIPOC candidates who are identified by their managers as high-potential for executive roles, and executives with potential to advance to the ADM level.
    5. I will shadow mentees who are persons with disabilities and BIPOC candidates within the organization.
    DG/Director Level
    Mandatory measures
    1. I will undertake recruitment and development activities to increase diversity of my workforce at all levels, with a particular focus on persons with disabilities and BIPOC candidates.
    2. I will foster a workplace where people are treated with respect, dignity and fairness by promoting awareness, understanding and respect of diversity and inclusion through regular messaging and discussions at management and staff meetings.
    3. I will show leadership by embedding diversity and inclusiveness into my organization’s business.
    Executives all levels occupying a bilingual position
    Mandatory measure
    1. I will demonstrate my language skills using both official languages often and identify concrete measures to increase the use of both official languages within my team.
    Managers
    Mandatory measures
    1. I will foster a workplace where people are treated with respect, dignity and fairness by promoting awareness, understanding and respect of diversity and inclusion through regular messaging and discussions at staff meetings.
    2. I will support and encourage diversity learning activities and events to promote an inclusive and respectful work environment. This includes providing time, pending operational requirements, needed to plan, coordinate and participate in awareness and developmental activities.

    Supporting Efforts to Address the Pay System (for organizations served by Phoenix) (GOC Priority)

    Undertake the necessary initiatives to ensure employees are paid accurately and on time. This includes efforts to manage peaks and reduce intake of pay actions in order to meet timelines and performance measures per the established quantitative methodology and indicators communicated by Public Services and Procurement Canada and the Treasury Board of Canada Secretariat.

    Measures
    Executives and Managers
    Mandatory measures
    1. I will proactively engage my staff, ensuring they are aware of, and facilitate access to, training, information and tools available to support the prevention, management and resolution of pay issues. (Examples include promoting ESDC Demystifying your Pay Stub training, promoting understanding of pay-related responsibilities in PeopleSoft, and Phoenix Self-Service and awareness of processes related to escalations and request for emergency funds).
    2. I will work collaboratively with my management team and partners in the Human Resources Services Branch to ensure that staffing and pay related actions are approved and submitted in accordance with established departmental targets, making every effort to avoid egregiously late actions, to mitigate negative impact on employee pay (Egregiously late actions are defined as those submitted more than 30 days after their effective date).
    3. In exercising sound stewardship of my HR accountabilities, I will align my HR plan to minimize redundancy/multiple staffing actions to meet my resourcing needs. Given many staffing actions lead to pay outcomes, these efforts will also have a positive impact on the stabilization of pay for employees (Examples include: reducing extensions of acting where a longer appointment period could have been forecast, minimizing changes in tenure from casual to term to indeterminate where a permanent staffing need exists).
  • 2020-2021 Departmental Commitment for ESDC

    This commitment applies to all ESDC executives and reflects a key departmental management priority.

    Supporting ESDC’s Transformation Agenda

    I will demonstrate my leadership commitment to the Department’s transformation agenda and help shape our Department’s culture of client-centric service excellence, engagement, and horizontal collaboration.

    Measures
    ADM level
    1. I will serve as an active sponsor (both formally and informally) within my branch/region to build understanding and commitment to the transformation agenda within my leadership team.
    2. I will allocate time and resources within my branch/region for executives and employees to actively contribute and support the execution of transformation work plans and activities.
    All Executives
    Mandatory measure
    1. I will communicate and engage with my management team and employees (both formally and informally) to build understanding and commitment to the transformation agenda and will act on opportunities and concerns as the implementation of the transformation agenda evolves.
  • Individual Commitments

    These commitments are directly linked to departmental priorities with principal results that executives are expected to achieve related to the Department’s business mandate and/or change initiatives. They are intended to be challenging but achievable with effort.

    Executives should identify which aspects of the Department’s mandate and/or strategic priorities should be highlighted in their Performance Agreement. There are a number of potential sources for your commitments:

    Each executive should identify five to six commitments relating to the programs, projects or services within their area of responsibility, and one to three performance measures for each commitment.

    Examples of performance measures for executives

    Contribute to the Government of Canada and ESDC Service Strategy

    • I will support the implementation of ESDC’s transformation agenda improving the experience, quality, timeliness, and access of the client service dimensions
    • I will continue to support my employees with secure, accessible and more adaptable tools that will encourage collaboration and productivity
    • I will implement changes to program guidance that reflect business process improvements (e.g. auto-enrolment)
    • I will provide regional context and leadership on the development and implementation of the ESDC Service Strategy, Integrated Service Management, Integrated Channel Management, and Service Transformation Plan

    Lead program policy development and advice on effective implementation of Program X

    • I will develop policy proposals for consideration and decision in the short-to-medium term to reflect lessons learned from recent economic events and implement the commitments in the Management Response to the Evaluation
    • I will provide timely policy advice and interpretation to operations/delivery branches
    • I will make investment decisions that promote the values of the Government of Canada, are in line with the Department’s mandate and strategic direction and provide value to Canadians
    • I will monitor progress and signal early risks and issues that could impede success.

    Clients receive high quality, timely and efficient services that meet their needs

    • I will ensure that Service Canada meets its established service standard targets with respect to in-person wait times
    • I will support the development of a strategy and approach to manage service channels in an integrated way, leading to seamless experience for the citizen
    • I will develop proposals to reduce administrative burden on clients
    • I will take action to bring greater transparency to the Department’s performance against service standards

    Support Canadians to adapt to the changing labour market:

    • I will implement policies to encourage women and other underrepresented groups to pursue opportunities in the skilled trades
    • I will develop proposals to enhance services that connect job seekers and employers in a timely fashion
    • I will provide advice on service delivery and regional context to inform the development of future policy proposals
    • I will monitor the economic situation to assess potential impacts on Program X and implement temporary measures to respond to changes in the labour market or other external/environmental factors, as appropriate

    Support implementation of the Policy on Results

    • I will put in place methodologies to gather and report performance information in line with the Program Information Profile
    • I will ensure targets for performance measures / results are achieved within my area of responsibility
    • I will collaborate with colleagues across the department to develop and share best practices in program performance measurement

    Support Gender-Based Analysis Plus (GBA+) within ESDC

    • I will support the Government’s commitment to conduct GBA+ within the context of proposed policies, programs, initiatives and services, and when developing Memoranda to Cabinet and TB submissions
    • I will monitor the performance of policies, programs, initiatives or services for emerging GBA+ impacts throughout implementation

    Cascading of Commitments

    Commitments and performance measures should relate to your supervisor’s Performance Agreement and be able to cascade to subordinate executive levels.

    If you manage other executives, you can share your commitments and performance measures with them as you prepare your Performance Agreement. Select “Share Commitments with Employees” to make your commitments and performance measures visible to your subordinate executives so that they may add them to their PA and modify them as required. A guide was established to explain the performance measures and how they are cascaded to executives reporting to you.

  • Learning and Development Plan

    The learning and development plan should identify training or experiences that will help strengthen leadership competencies or expand the knowledge and experience base of an executive. The Learning and Development Plan may also relate to the talent management placement of an executive.