board of directors name: provide for excellent management ... · performance review chief executive...

Last Reviewed Date: 10/24/2019 00:00:00 Signing Authority: Board of DirectorsNext Review Date: 10/24/2022 00:00:00 Version: 3.0Disclaimer Message: A printed copy of this document may not reflect the current, electronic version in theMAHC Document Management System (DMS). Any copies of this document appearing in paper form shouldalways be checked against electronic version prior to use.Date/Time Generated: Oct 28, 2019 11:17 Generated By: gbin\tammy.tkachuk

Policy/Procedure Name:

Performance Review – Chief Executive Officer & Chief of Staff

Manual: Board of Directors Number:Section: Provide for Excellent Management Effective Date: 07 June 2007Pages: 1 of 14 Revision Date: 24 Oct 2019

PurposeThe Chief Executive Officer and Chief of Staff are the key leaders who work as partners in moving the organization towards its goals. As a result, a performance review process established for our Chief Executive Officer and Chief of Staff is a critical process in helping MAHC achieve its strategic goals.

The performance review process establishes a shared understanding about what is to be achieved, and how it is to be achieved. Further, the process identifies an approach used by the executive leaders in managing people to ensure the highest probability of achieving success. It is not just about a set of forms or the annual review/appraisal process – it is ongoing and fluid throughout employment.

Scope

The policy pertains to the Chief Executive Officer and the Chief of Staff.

PolicyThe performance review process outlined below will be conducted for the Chief Executive Officer (CEO) and Chief of Staff (COS) on an annual basis.

The performance expectations to be measured in each review will include assessment of the objectives achieved based on the expectations as set out in the individual’s Position Description as well as the Annual Performance Objectives (Personal Business Commitments).

The Board Chair, through the Executive Committee, shall ensure the annual performance review incorporates feedback from members of the Board and others using tools such as multi-rater feedback forms, performance evaluation forms, interviews or other tools that may be appropriate.

The formal annual performance review is one tool that is used to provide meaningful feedback to the executive. Opportunities for regular information feedback related to the executive performance should occur throughout the year.

The principles and key elements of the annual performance review are outlined in Appendix A and are intended to be a guide for the Board Chair in completing the annual review.

Procedure - Annual Performance Objectives (Personal Business Commitments)1. In February of each year, the CEO and COS will prepare the annual personal

business commitments related to the performance based compensation as outlined in the Executive Compensation Framework. These personal business commitments will be approved by the Board on recommendation of the Executive Committee.





2. Where the personal business commitments of the CEO and COS are similar, they will plan together.

3. The performance against the personal business commitments should be reviewed at least semi-annually by the Executive Committee.

4. The CEO and COS will present the year-end results of their personal business commitments to the Executive Committee and these will form a portion of the formal annual performance review.

Procedure - Annual Performance Review1. The method by which the annual performance review is conducted will be based

on a two-year cycle. Year 1 will be an internal process utilizing the evaluation tools

contained in Appendix B – D. Year 2 will involve the engagement of an external vendor to conduct

the assessment.

2. Multi Rater Feedback: All multi-rater feedback will be solicited as per the following by the end of

March, to be returned in the strictest confidence no later than mid-April:Year 1 (Internal Process) Year 2 (External Process)

Feedback, utilizing the evaluation tool in Appendix B, will be solicited from the following parties:

Chief Executive Officer: All Elected Directors Chief of Staff At least two MAHC Physicians All members of the Senior

Leadership Team

Chief of Staff: All Elected Directors Chief Executive Officer All members of the Medical

Advisory Committee All members of the Senior

Leadership Team

Feedback from Elected Directors will be solicited utilizing the evaluation tool in Appendix B. Feedback will be solicited through the external vendor from the following parties:

Chief Executive Officer: Chief of Staff At least two MAHC Physicians All members of the Senior Leadership

Team All direct reports At least two external partners

Chief of Staff: Chief Executive Officer All members of the Medical Advisory

Committee All members of the Senior Leadership

Team At least two external partners





3. Self-Assessment:Year 1 (Internal Process)

The CEO and COS will complete a self-assessment utilizing Appendix C – Self Appraisal Form.

Year 2(External Process)The CEO and COS will complete the self-assessment evaluation as per the external vendor.

4. Performance Appraisal:Year 1 (Internal Process)

The Board Chair gathers the performance assessment feedback, completes the Appraisal Form in Appendix D and discusses the results with Executive Committee to garner their input and comment.

Year 2 (External Process)The Board Chair discusses the performance assessment report from the external vendor with the Executive Committee to garner their input and comment.

5. The Board Chair will meet with each the CEO and COS individually by early May to:

review the solicited performance feedback discuss the self-evaluation review the results of the personal business commitments

6. Once the information contained in the review is agreed upon by the Board Chair and the CEO/COS, the review is discusses and the results of the Personal Business Commitments are presented to the Board of Directors for final approval in an in-camera meeting.

7. Upon approval by the Board, a copy is provided to the CEO/COS, the signed original is placed in a sealed envelope, indicating on the envelope that it is to be opened only by the Board Chair and placed in the administration file.

Cross Reference

Executive Compensation FrameworkChief Executive Officer Position DescriptionChief of Staff Position Description

Appendices

Appendix A – Principles





Appendix B – Chief Executive Officer & Chief of Staff Multi-Rater AppraisalAppendix C – Chief Executive Officer & Chief of Staff Self-AssessmentAppendix D – Chief Executive Officer & Chief of Staff Appraisal


Appendix A – Principles

The primary goal of the formal performance review is to support the employee in achieving his/her highest level of performance by creating awareness of their individual strengths and the areas of their performance requiring development. The following principles and key elements should be taken into consideration by the Board Chair when evaluating the performance of an executive:

1. Performance FeedbackFormal performance evaluation feedback is part of a balanced approach to performance management. Input is gained from a variety of people to provide feedback on executive leadership. The feedback demonstrates the impact of their work performance on motivation, strategies, and management style and how it impacts workplace culture and business results.

Performance Feedback is used to: assist in leadership and management development in the organization assess the impact of the organization’s managerial /leadership style on team effectiveness provide information to the performance management process assess culture and organizational change initiatives

NOTE: Performance feedback will be anonymized as to not allow the executive to easily identify a specific rater. Caution should be exercised in interpreting the results of the performance feedback. Performance evaluation is not a “popularity contest.” Although the managers may be acting in the best interests of the hospital, some individuals or groups may be unhappy with his/her performance because of how they or their particular interests are affected.

2. Annual Performance Objectives (Personal Business Commitments)Each year the executive will identify personal business commitments that will align with organizational goals and strategies. The performance indicators are laid out in terms that are clear and meaningful and confirmed in writing.

Performance evaluations focus on improving organizational processes, structures and outcomes, on enhancing the CEO and COS’s performance and providing recognition for performance against established targets and commitments.

3. CompetenciesCompetencies establish a causal link between certain behaviours and the achievement of success. They describe what make people effective in a given role. This means that performance in most roles can be assessed by comparing competencies demonstrated during a given review period with the requirements of the job.

Core competencies may have different target levels depending on an individual’s role within the organization.

Competencies can be used to determine future development opportunities and succession planning for executives.


Appendix B(original maintained in Board Performance Review files)


Appendix C(original maintained in Board Performance Review files)


Appendix D(original maintained in Board Performance Review files)

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