Performance Conversations - WRHA/Shared Health

From U of M Internal Medicine Wiki
Jump to navigationJump to search
  • Shared Health employees are to complete a performance conversation with their supervisor/manager. Annual conversations are usually scheduled during the fall months.

Performance Conversation template for HSC employees

The template is located here -internal site.

Purpose of the Performance Conversation

  • The Purpose of the Performance Conversation is to have an open discussion at least once annually on accomplishments, lessons learned, opportunities for personal development and organizational success, and to build a relationship of mutual trust and respect between the employee and manager.
  • Upon completion, the Manager submits pages 3 and 4 of this form to Human Resources. Human Resources will record the completion and save the Performance Conversation document in the employee file. If the employee and manager wish to create a professional improvement or development plan to help the employee enhance his/her skills for the current role and/or prepare for future roles, Human Resources will provide a template.
  • We encourage the manager and employee to prepare for a meaningful conversation by giving thought to the questions below and referencing the organization’s mission, vision, values, and the LEADS in a Caring Environment framework (post a copy in your workspace for reference).
  • The questions are intended to generate a dialogue where both the employee and manager share their perspective.
  • Check the corresponding checkbox once each area has been discussed. Room for your thoughts in preparing for your meeting, and additional notes is on the back of this page.
  1. How do you believe you have contributed to the strategic goals of Shared Health (see attached)? Provide examples.
  2. What contributions or accomplishments are you most proud of (this year)?
  3. Considering your work over the past year, what helped you achieve those results? (such as personal strengths, resources, teamwork, other factors)
  4. Where in your job do you want to improve
  5. What did you find challenging? (such as personal areas for improvement, environmental barriers, limited resources, other factors)
  6. What would help you enhance your performance?
  7. What can I do to help you with that?
  8. Have I supported you in understanding our processes?
  9. What aspirations or ideas for improvement do you have for our team?
  10. How can I best support the team to move in that direction?
  11. What are your work-related goals for this year?
  12. What steps can you take to accomplish those?
  13. How can I best support you with these work goals?
  14. What are your career goals?
  15. What steps are you taking to accomplish those?
  16. How can I best support you in your career goals?
  17. How can we work together even more effectively?

Performance Development Plan

Your Goals

  • Based on the performance conversation(s) you had with your managers and in relation to our organizational goals, what are your performance opportunities and expectations for the upcoming review period? (Examples below)


  • specific knowledge, skills and abilities you want to develop
  • Develop familiarity with, and the ability to apply Safety & Health legislation and regulations specific to my job.


  • the specific activities and steps you will take towards achieving your goal

Useful Tips for Preparing for the Performance Conversation

  1. Review the Manitoba Workplace Safety and Health Act and Regulations online and the Safe Work Manitoba website.
  2. Identify and attend a course on Workplace Safety and Health in Manitoba – consult with HR and OESH for recommendations
  3. Apply the knowledge learned through the above by participating in the local JSHC or volunteering to help OESH or HR complete a special project related to a current safety and health topic such as violence prevention, harassment and bullying, or the rights and responsibilities of all workers and supervisors.
  4. Prepare a report for senior management with recommendations for my area/department to improve our safety and health practices.


  • the specific date(s) by which you plan to achieve each action, activity or specific step, and your overall goal
  1. By March 31 (3 months from now)
  2. By June 30 (6 months from now)
  3. July 2-March 31 of next year (6-12 months from now)
  4. By March 31 of next year (6 months from now)


  • the resources – time, financial, support from others – you will need to reach your goal

To achieve the above I will need:

  • approx. 8 -16 hours to review the legislation,
  • 8-16 hours to take a course,
  • approx. 1 hour/ quarter to participate in the JSHC or approximately 80 hours to support a special OEHS or HR project and
  • approximately 8 hours to prepare a report for senior management.

In addition to time,

  • I will need the formal endorsement and support for these activities from my line manager and line director, will need to be selected as a member of the JHSC, and will need and a training budget of approx. $3000 if the courses I need are not available without cost through our organization.

Performance Indicators:

  • How will you know you have achieved your development goal?
  • I will be confident in dealing effectively with workplace safety and health issues that are brought to me – including if we are investigated, I will know which sections of legislation and which regulations to check if needed, and I will be able to effectively describe my responsibilities for safety and health as part of my job.

Shared Health Mission, Vision and Values

One should consider these when thinking about your employment performance. See

Consider also the following capabilities when preparing for your Performance Conversation

  • In addition to the Shared Health’s Values, Vision, Mission and Strategic Goals, please consider the following capabilities when thinking about your performance and considering opportunities for growth and development.

Lead Self Self-aware

  • Aware of one’s own assumptions, values, principles, strengths and limitations

Manages self

  • Take responsibility for one’s own performance and health

Develops self

  • Actively seek opportunities and challenges for personal learning, character building, and growth

Demonstrates character

  • Model qualities such as honesty, integrity, resilience and confidence

Engage Others Foster the development of others

  • Support and challenge others to achieve professional and personal goals

Contribute to the creation of a healthy organization

  • Create an engaging environment where others have meaningful opportunities to contribute and ensure the resources are available to fulfill their expected responsibilities

Communicate effectively

  • Listen well and encourage an open exchange of information and ideas using appropriate communication media

Build teams

  • Facilitate an environment of collaboration and cooperation to achieve results.

Achieve Results Set direction

  • Inspire vision by identifying, establishing, and communicating clear and meaningful expectations and outcomes

Strategically align decisions with vision, values, and evidence

  • Integrate organizational mission and values with reliable, valid evidence to make decisions

Take action to implement decisions

  • Act in a manner consistent with the organizational values to yield effective, efficient, public-centered service

Assess and evaluate

  • Measure and evaluate outcomes; hold themselves and others accountable for results achieved against benchmarks and correct the course as appropriate

Develop Coalitions Purposefully build partnerships and networks to create results

  • Create connections, trust, and shared meaning with individuals and groups

Demonstrate a commitment to customers and service

  • Facilitate collaboration, cooperation and coalitions among diverse groups and perspectives aimed at learning to improve service

Mobilize knowledge

  • Employ methods to gather intelligence, encourage open exchange of information and use quality evidence to influence action across the system

Navigate socio-political environments

  • Are politically astute; negotiate through conflict and mobilize support

Systems Transformation Demonstrate systems/critical thinking

  • Think analytically and conceptually, questioning and challenging the status quo, to identify issues, solve problems, and design and implement effective processes across systems and stakeholders

Encourage and support innovation

  • Create a climate of continuous improvement and creativity aimed at systemic change

Orient themselves strategically to the future

  • Scan the environment for ideas, best practices, and emerging trends that will shape the system

Champion and orchestrate change

  • Actively contribute to change processes that improve health service delivery.

After the conversation

  • Managers are responsible to send completed original copies to HR in LB239 at HSC.

Related articles

Related articles: