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Ontario Tech acknowledges the lands and people of the Mississaugas of Scugog Island First Nation.

We are thankful to be welcome on these lands in friendship. The lands we are situated on are covered by the Williams Treaties and are the traditional territory of the Mississaugas, a branch of the greater Anishinaabeg Nation, including Algonquin, Ojibway, Odawa and Pottawatomi. These lands remain home to many Indigenous nations and peoples.

We acknowledge this land out of respect for the Indigenous nations who have cared for Turtle Island, also called North America, from before the arrival of settler peoples until this day. Most importantly, we acknowledge that the history of these lands has been tainted by poor treatment and a lack of friendship with the First Nations who call them home.

This history is something we are all affected by because we are all treaty people in Canada. We all have a shared history to reflect on, and each of us is affected by this history in different ways. Our past defines our present, but if we move forward as friends and allies, then it does not have to define our future.

Learn more about Indigenous Education and Cultural Services

Performance development

The performance development cycle includes the collaborative stages involved in the process of planning, monitoring, and reviewing performance. The process is centred on setting goals that are aligned with the strategic objectives of the organization.
Goal Setting

Goal Setting

Goals set the stage for a successful year by clarifying priorities, inspiring innovation, and cultivating opportunities for development.
My HR Connection

My HR Connection

Take advantage of these user guides to learn about the performance cycle processes. Log In Here
Navigate Your Career

Navigate Your Career

Having the right plan to navigate your career will help you to make the best of your work life in any stage of your career journey.
One-on-One Meetings

One-on-One Meetings

Healthy, frequent dialogue between all employees and managers is the key to excellence for individuals, teams, and the university.
Performance Reviews

Performance Reviews

Annual, mid-year, and probationary reviews build a formal record of an employee's achievements, development, and growth.
Resources and FAQ

Resources and FAQ

Resources and frequently asked questions about the Performance Development process.

Performance Development Cycle and Timelines

The performance cycle is:

A table with two columns. The first column has the part of the performance cycle. The second column has the dates that part occurs.
Goal Setting Apr 1st - Jun 30th
Performance Check-in Conversation
 Sep 1st - Oct 31st
Performance Review Conversation
 Feb 1st - Mar 31st

Steps in the Performance Development Cycle

  1. Goal setting
  2. Manager and employee meet and agree on goals and objectives
    1. Employee enters goals and objectives into My HR Connection
    2. Manager reviews and approves employee goals and objectives
  3. Mid-Cycle Performance Conversation
    1. Employee performs self assessment and enters comments for discussion
    2. Manager review and feedback discussion
  4. Annual Performance Development Conversation
    1. Employee self assessment and enters comments for discussion
    2. Manager review, rating, and feedback discussion
  5. Employee sign-off

Log in to My HR Connection

My HR Connection is an integrated platform that supports Recruiting/Hiring, Job Postings and Performance Development.

Access My HR Connection to:

  • See internal job postings
  • Participate in hiring committees
  • Set performance goals, update goal status, assess your progress toward your goals, provide feedback, and access your reviews

Log in using your:

  • Banner ID
  • Network Password

Begin using your Action Items as your starting point

Six Conditions of High Performance

  • Purpose - My work matters

    There are different kinds of purpose:

    • Task-related purpose: I know my work counts, so my efforts aren't wasted or excessive.
    • Collective purpose: I can see how my work combines with others to create something none of us could achieve alone.
    • Social purpose: I recognize that my work makes a worthwhile contribution beyond the success of our organization.
  • Challenge - It's demanding

    The greatest challenges are:

    • Just out of reach: If your goal is just out of reach and you're not sure how you are going to achieve it, then you probably have an appropriate stretch goal.
    • Aligned: Consider how your individual goals are aligned to your personal strengths and motivations, as well as the organization strategy and the goals of your team, department, and Faculty.
    • Always up for review: The world around us is constantly changing, which means that our goals should be reviewed and possibly updated throughout the year.
  • Growth - I'm getting better

    We grow faster when we have:

    • A Growth Mindset: I believe that I can get better, and I believe the same of my colleagues.
    • A role that plays to our strengths: I am doing work that aligns to my aptitudes and uses my skills.
    • Sight of better prospects: I can see that by getting better now, I'm more likely to attain something that matters to me in the future.
  • Choice - I can decide

    We keep our performance high when we choose to:

    • Create social support: build a strong network of technical, emotional, and practical support.
    • Adopt an optimistic outlook: Interpret challenges as short-term, and a source of insight.
    • Focus on what's in our control: Draw on inner strength and grit to maintain effort and interest over time to sustain performance in spite of setbacks.
  • Recognition - It's worth the effort

    We feel most appreciated when recognition is:

    • Fair: Above all, recognition is based on clear criteria and applied consistently across my peers.
    • About me: Recognition is about me and what I did to contribute, not about the person giving it, the mood they happen to be in, or the kind of people they like.
    • Differentiated: The difference between recognizing above-and-beyond performance and day-to-day work is proportional.
  • Attention - You know how I'm doing

    Feedback, positive or constructive, that makes the biggest difference includes the following:

    • Situation: Context is provided and includes specific details such as when and where the event occurred.
    • Behaviour: Describe the behaviour objectively. Say what was observed.
    • Impact: Relate how the behaviour impacted you or others. Why does it matter? Who did it affect?

Get Support

For system support please contact hrsystems@ontariotechu.ca

For program support please contact performance@ontariotechu.ca

For recruiting/hiring support please contact HRrecruitment@ontariotechu.ca