Policy and Procedures #536.0 Performance Appraisal Process


The Performance Appraisal Process policy outlines the Board’s commitment to providing an environment where staff members are supported in achieving the performance expectations of their position in order to contribute to the achievement and well-being of staff and students.

Detailed instructions associated with the completion of specific performance appraisal processes, where applicable, are outlined in the appropriate documentation.

  1. Corporate Management and Professional Staff (CMPS)

  2. Director of Education

  3. Instructors

  4. Principals and Vice-Principals

  5. Teachers

  6. Support Staff (Unionized, Non-unionized)

  7. Supervisory Officers

Appraisals are completed following relevant collective agreements, Board documentation and/or Ministry guidelines and expectations.


On this page:


What has Changed?

Major changes to the document: Changes to roles and responsibilities.

Reason for review: Four-year cyclical review of the policy.

Who is affected by these changes and what is the impact on current practice? All stakeholder groups outlined below.

Implementation timelines: Immediate upon Board approval.

Lead Superintendent(s)/Subject Matter Expert(s): Coordinating Superintendent of Education, Human Resource Services, People and Culture.


Stakeholder Groups with Responsibilities under this Policy and Procedure

  • Board of Trustees

  • Director of Education

  • Associate Directors of Education

  • Human Resource Services

  • Leadership Development and Engagement (LD&E)

  • Superintendents, Principals, Vice-Principals, CMPS with direct reports

  • Employees


Relationship to Board Priorities

Regular and cyclical performance appraisals support the Board’s commitment to staff and student achievement and well-being, a high level of service delivery, and confidence in public education.


Timelines and Next Steps

This policy was scheduled for first review at the January 16, 2024 Policy and By-Law Standing Committee meeting.


Providing Feedback

Questions about this policy and/or procedure should be raised with your principal, manager or supervisor. If additional clarification is required, principals, managers and supervisors may contact the lead superintendent and/or subject matter expert and Trustee Services.

In accordance with Board Policy 285.0, Board Policies, Procedures and Supporting Documents, the Board welcomes all comments and suggestions on Board policy.

Input is an important component of the review process. If you feel a policy and/or procedure needs to be revised, feedback may be submitted through the school council or by submitting the online form. In your response please:

  • outline clearly the specific section(s) of the policy and/or procedure in which you are not comfortable,

  • suggest specific alternate wording to reflect your position, and

  • identify the reason(s) for your concern(s).

Specific recommendations or questions about the review process should be submitted using the online form or sent to the Policy Officers via email at policy.committee@yrdsb.ca, or via telephone at 905-727-0022 extension 2570 or in hard copy at The Education Centre – Aurora.


Legislative Context

Education Act

Ontario Human Rights Code

Employee Standards Act

Occupational Health and Safety Act


Related Documents

Director of Education Performance Review


It is the expectation of the York Region District School Board that all employees, students and persons invited to or visiting Board property, or partaking/volunteering in Board or school-sponsored events and activities, will respect the policies and procedures of the Board.



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Board Policy #536.0

Performance Appraisal Process


1. Policy Statement

The Board provides an environment where staff members are supported in achieving their position's performance expectations and job requirements to contribute to the achievement and well-being of students and staff members. Regular and cyclical performance appraisals as required by legislation and Board processes support this commitment while ensuring an elevated level of service delivery, employee leadership and skill development, accountability, and confidence in public education.


2. Application

The formal performance appraisal process is one part of an ongoing reflective process between a staff member and supervisor to assess skill development, support continuous high-quality performance, complement ongoing individual performance, engage in conversations about growth, and act as a catalyst for annual growth or learning plan. Performance appraisals are a key factor in supporting the Board’s planning processes, including but not limited to the Multi-Year Strategic Plan and the Director's Action Plan (DAP), as well as its Mission, Vision and Values.

The performance appraisal process provides a means for discussing, planning, and reviewing the performance of each employee. Each process is cyclical, conducted, and documented in accordance with applicable Board processes and/or legislation. They provide an opportunity for feedback and discussion about:

  • professional growth including leadership and skill development;

  • job expectations and level of performance in comparison to established job requirements;

  • embedding and reflecting principles of equity, inclusivity, and human rights into professional practice;

  • identifying areas of development of which would be beneficial; and

  • aligning personal objectives with the department/school and Board objectives.


3. Responsibilities


3.1 The Board of Trustees is responsible for:

  1. conducting the performance appraisal for the Director of Education in accordance with the Director of Education Performance Review policy and procedure;

  2. reviewing the Performance Appraisal Process policy in accordance with the priorities in the Multi-Year Strategic Plan and the approved policy review cycle; and

  3. understanding and communicating with members of the community about the Performance Appraisal Process policy, as required.


3.2 The Director of Education is responsible for:

  1. conducting the performance appraisal for direct reports in accordance with the policy and procedure;

  2. ensuring that their direct reports have the required skills, training, and professional learning;

  3. ensuring that relevant performance appraisal processes are implemented for all eligible employees; and

  4. implementing and operationalizing the Performance Appraisal Process policy.


3.3 The Associate Directors, Superintendents, Principals, Vice-Principals, Corporate Management Professional Staff (CMPS) with direct reports are responsible for:

  1. conducting performance appraisals in accordance with the processes and timelines set out in the applicable performance appraisal system;

  2. conducting the performance appraisal for direct reports in accordance with the policy and procedure;

  3. supporting their direct reports in developing their skills, training, and professional learning;

  4. ensuring that relevant performance appraisal processes are implemented for all staff; and

  5. ensuring performance appraisals assess performance of and establish goals related to equity and human rights, where applicable.


3.4 Human Resource Services is responsible for:

  1. ensuring the development, implementation and monitoring of performance appraisal processes and job expectations in consultation with system partners;

  2. preparing performance appraisal trend data consolidation and analysis to share with subject matter experts/functional leads; and

  3. collaborating with Leadership, Development, and Engagement (LD&E) to identify leadership learning and training criteria for performance appraisal processes.


3.5 Leadership Development is responsible for:

  1. collaborating with Human Resource Services and functional leads to ensure that supervisors are trained in performance appraisal processes;

  2. ensuring that training and learning needs arising from performance appraisals are developed and available supports communicated; and

  3. aligning the York Region District School Board (YRDSB) Leadership Framework with the performance appraisal process for applicable roles.


3.6 The Director, Associate Directors, Superintendents, Principals, Managers and Supervisors are responsible for:

  1. participating in the performance appraisal process;

  2. ensuring that they have and maintain the required leadership and functional skills and knowledge for their specific roles by engaging in available learning and training opportunities; and

  3. engaging in conversations about growth and where applicable co-creating an annual growth or learning plan.


4. Definition


4.1 Annual Growth or Learning Plan

The purpose of an annual growth or learning plan is to provide support for employees’ professional learning and growth in the appraisal year and for the intervening years between appraisals. The growth or learning plan is authored and directed by the appraisee and is developed in a consultative and collaborative manner with the principal, vice-principal, manager or supervisor to identify goals, strategies, and learning opportunities that are aligned with and can be supported within their local school, department, and/or Board context.


4.2 Performance Expectation

A performance expectation is part of a documented performance plan that details goals, values, outcomes and requirements related to a position. It can help identify what results and expectations people can accomplish, along with how to do so.


4.3 Job Requirements

Jobs requirements are the skills, experiences and qualities an employer deems necessary for a candidate to be considered for a role.


4.4 The YRDSB Leadership Framework

The YRDSB Leadership Framework is designed to facilitate a shared vision for leadership and what it means to be a leader in the YRDSB.  It plays a key role in anchoring other processes (recruitment, promotion, succession planning, retention, performance). The YRDSB Leadership Framework is intended to support leaders to become proficient in each of the competency areas, therefore positively impacting student and staff success.


4. Contact

Human Resource Services


5. History

Approved 2011

Working Document: March 2014, February 2018, February 2024

Revised: December 2014, February 2019