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Senior Management Performance Evaluation Program
In 2010, Hôpital Montfort formed a new senior management team under the leadership of president and CEO, Dr. Bernard Leduc. The board of directors then put in place a new employment contract for staff who report to the CEO (see contract).
The new employment contract introduced performance-based remuneration.
This contract will also include a responsibility agreement (see Appendix C in the contract.)
The current program aligns with objectives established in the hospital's Strategic Plan for 2011-2015 as well as parameters included in the Excellent Care for All Act of 2010.
For 2011, performance against targets set out in the Quality Improvement Plan (QIP) are linked to executive pay.
In 2012, Hôpital Montfort will introduce enhanced evaluation measures for senior executives, based on best practices for optimizing accountability and transparency.
Therefore, in spring of 2012, a thorough strategic exercise will allow the hospital to set organizational goals and performance indicators for each senior management function, following performance reviews for the year 2011-2012 and board of directors’ approval of targets established in the 2012-2013 QIP.
We will thus be able, in 2012-2013, to undergo a complete performance evaluation cycle with respect to strategic organizational goals and continuously support the optimal improvement targets set for the development of Hôpital Montfort.
WHO IS RESPONSIBLE FOR PERFORMANCE EVALUATION?
• For the president and CEO: the board of directors.
• For senior management: the president and CEO.
MAIN FEATURES OF THE SENIOR MANAGEMENT PERFORMANCE EVALUATION PROGRAM
• A committee of the board of directors: the executive committee oversees all activities related to performance and remuneration of the CEO and senior executives.
• A performance evaluation process for all senior executives (in progress for 2012-2013 target):
o On an annual basis, every senior executive will be evaluated according to expectations surrounding attainment of strategic and organizational goals;
o The evaluation will be based on achievement of set targets and through discussions and feedback from superiors.
o Any appropriate 360o evaluation tools involving colleagues, employees and clients may be utilized.
• Performance goals and targets:
Each senior executive is given eight to ten goals. The annual organizational goals are set by the CEO and his senior management team. Personal targets are agreed upon by the CEO and individual executives. These can be operational or functional, depending on assessment of observed gaps.
• Professional development:
Based on performance, feedback and yearly goals, each senior executive must identify opportunities for professional development geared towards performance enhancement.
• Senior management remuneration program:
Remuneration for senior executives is approved by the board of directors following recommendations of the executive committee.
Remuneration for the president and CEO as well as senior executives is determined based on performance evaluation, market analysis and OHA guidelines.
