I am trying to download the Canadian Forces Personnel Appraisal System ( CFPAS) from. I copied the ‘word for word’ info into this thread from the CFPAS Handbook and Policy Directive. You sound like you are somewhat familiar with. 25 Department of National Defence, CFPAS CFPAS Handbook (Ottawa: DND Canada, ), But as they are described in the CFPAS Handbook, they.

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My Service Canada Account. At the extreme pinnacle of personnel mismanagement, managers request that their subordinates prepare an appraisal of their own performance for his or her review and use this appraisal to comply with company policy.

Categorizing areas of development and linking each of them to achievable goals and milestones is far more useful than handbopk presenting a list of observed deficiencies. The Committee also found, based on CFPAS policy, that there was no obligation to specifically mention letters of appreciation in the PER narrative, noting that the narrative did describe in some detail the grievor’s contribution as indicated by the two letters of appreciation.

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handbooi It is worth noting that the written PER is the single-most important document with regards to promotion and overall career advancement. The latter, however, is the foundation of real meaningful growth.

This entirely true story names changed yields two key deductions. Reinforcing the need for high-quality and concise writing, enforcing the delivery of PDRs at least quarterly, formal teaching of coaching techniques, and disciplining those who fail to invest the requisite time in developing their subordinates are just some ways in which the intended benefits of the CFPAS can be maximized.

Fourth, there is a general rightward shift in the manner in which PER scores are decided, which is likely due to commanders strategically ranking people higher so as to set them up for future promotions. Instead, the responsibility fell to the sub-unit commander, Major Renault.

But are the existing CAF processes optimized for this cultural shift to honest feedback delivery? Summarizing this point, Scott suggests:.

Other issue not in this list. Fierce conversations and tough empathy may assist the CAF leader in overcoming the discomfort associated with delivery of critical negative feedback. Although all yearly CFPAS guidance emanates from a central source with a view to ensure standardization across the CAF, there are areas of interpretation which manifest themselves as each successive environment, formation, and unit adds their own specific guidance.


Indeed, it is this feedback which enables people to become aware handbook potential barriers to success, thereby affording them cfppas knowledge to ascend and surpass these barriers. When the time arrived to write her quarterly Performance Development Review PDRher direct supervisor, Captain Picard, had no trouble highlighting her many strengths.

First, Master Corporal Sampson was extremely uncomfortable or unable to receive honest, constructive and albeit negative feedback. The Committee found that the grievor’s PER should be based on the current reporting period and previous assessments were not relevant. His research suggests that leaders with low EI are unable to control their own emotional response, thereby negating their ability to offer hanrbook negative feedback.

This does not mean coddling soldiers or redacting handobok feedback at the sight of tears. For more information on accessing this file, please visit our help page. Offering critical handbooj feedback involves one-on-one dialogue, which is extremely uncomfortable for many leaders.

Unfortunately, this is only ctpas the battle, as many CAF members possess a strong subconscious aversion to accepting critical negative feedback, regardless of how well it is delivered. The Committee recommended that the Chief of the Defence Staff deny the grievance. Second, increased formal training on mental resilience could assist CAF members in viewing critical negative feedback as a necessary means to a better end. The voice inflection continued. Master Corporal Sampson had a habit of inflecting her voice at the end of nearly every phrase.

From cpfas cultural perspective, many leaders lack the ability to dispassionately reveal the truth to their subordinates. Constant role changes and promotions demand that CAF members learn new skills and progressively accept increased amounts of responsibility. Instead, CAF members are supposed to be periodically counseled and candidly presented with a clear list of their strengths and areas of development.

The grievor’s chain of command confirmed that the unit Merit Board assigned a maximum score for the grievor’s performance and potential and ranked him in comparison with his peers. To better understand this cultural problem and how to fix it, this study will divide the cultural discussion into two areas: CAF leaders cannot simultaneously espouse mental toughness on the battlefield and show mental weakness with respect to personnel evaluation methods. Specific command cf;as and guidance at the unit level can drastically reduce the impact of the six CFPAS issues mentioned hansbook.


It has a spelling mistake. This ultimately results in leaders conducting the appraisal in a cursory fashion without discussing areas of a good performance, or areas where performance can be improved. Simply put, our leaders must act more dispassionately when delivering performance reviews and accept the fact that truthful feedback is what is best for the individual, the leader, and the organization writ large.

Of course, many people—even those who are crpas self-aware—do not enthusiastically appreciate their weaknesses exposed or discussed. Please select all that apply: A culture has been created within the CAF where constructive feedback often equates to bullying, where compassion for handbook members equates to protecting their feelings, and where employee happiness supersedes meaningful professional development.

As can be handboook, both the leader and subordinate have roles to play in normalizing the practice of delivering critical negative feedback. This aversion to offering critical negative feedback cannot continue within the CAF, since depriving employees of [constructive feedback] shirks responsibility.

Canadian Military Journal Vol. 15, No. 4

Leaders at all levels must become comfortable in delivering critical negative feedback when and where required. Fortunately, the CFPAS is in the midst of transformation, which may help eliminate some or all of the issues mentioned above.

This, according to Major Renault, was the right thing to do. Based upon several case studies, they assert that tough empathy is one of the single-greatest ways for leaders to show that they care and can be trusted.