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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Fortunately, the CFPAS is in the midst of transformation, which may help eliminate some or all of the issues mentioned above. It has a spelling mistake. For example, some units will automatically rank certain people at the top of their merit list, simply due to ccpas position they hold.

But are the existing CAF processes optimized for this cultural shift to honest feedback delivery?

Another tool, as suggested by leadership consultants Goffe and Jones, is the idea of exercising tough empathy —that is, the delivery of the hard-to-hear truth in a timely and understanding manner—and ruthlessly applying it when building relationships with subordinates. Other issue not in this list. The Committee recommended that the Chief of the Defence Staff deny the grievance.

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. Additionally, all CAF members must become adept at accepting critical feedback as a necessary means to a better end.

For this to work, CAF leaders must relentlessly develop trusting and authentic relationships with their subordinates. At the other end lies critical negative feedback—feedback which reveals performance deficiencies and areas for improvement, which many find difficult to provide and accept. He did, however, feel it handbooo to identify one particular item for development.

This aversion to offering critical negative feedback cannot continue within the CAF, since depriving employees of [constructive feedback] shirks responsibility.

The same survey of CAF members revealed that only 28 percent of respondents felt that their training received thus far has fully enabled cfpaz to receive constructive negative feedback. The grievor’s chain of command ctpas that the unit Merit Board assigned a maximum score for the grievor’s performance and potential and ranked him in comparison with his peers. They will not only communicate with authenticity, which is the precondition for leadership, but they will also show that they are doing more than just playing a role.


Believing there was no other solution to solve the crisis of a weeping subordinate seated in his office, Major Renault informed Master Corporal Sampson that the voice inflection was really no big handboko and that she should disregard the observation entirely.

While seemingly simple, this exchange does not occur often enough in the CAF due to a widespread aversion to delivering critical negative feedback. Unfortunately, this is only half the battle, as many CAF members possess a strong subconscious aversion to accepting critical negative feedback, regardless of how well it is delivered.

Major Robb has also completed two operational tours in Kandahar, Afghanistan. CAF leaders cannot simultaneously espouse mental toughness on the battlefield and show mental weakness with respect to personnel evaluation methods. A recent survey of CAF members revealed that nearly half the respondents experience some level of discomfort when receiving critical negative feedback.

Finally, the IA denied the grievor’s request cfpws re-score the PERnoting that the grievor had not provided any convincing evidence in his representations that would support higher scores. Fierce conversations and tough xfpas may assist the CAF leader in overcoming the discomfort associated with delivery of critical negative feedback. Skip to main content Skip to “About this site”.

Thank you for your help! Her administrative job knowledge and dedication to her sub-unit were exemplary. To better understand this cultural problem and how to fix it, this study will divide ctpas cultural discussion into two areas: Constant role changes and promotions demand that CAF members learn new skills and progressively accept increased amounts of responsibility.

He asserted that the PER was a marked departure from his previous evaluations and alleged that it was a veiled attempt by his branch to bar him from being promoted, and to engineer his removal from future Selection Board considerations.

Finally, the limitations of the CFPAS must be acknowledged, and CAF leaders need to ensure that these same limitations do not steer them away from the delivery of critical negative feedback.

Master Corporal Sampson, a highly regarded clerk within her unit, was without peer. For more information on accessing this file, please visit our help page.


# 2013-104 – Personnel Evaluation Report (PER)

handbool The Committee found that the grievor’s PER should be based on the current reporting period and previous assessments were not relevant. 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.

Login error when trying to access an account e. Indeed, CAF leaders must achieve balance with other key roles: This failure to communicate only makes handbook eventual revelation that much more surprising and difficult for the recipient. Typically, there is not an immediate expectation of perfection.

CFPAS — SEPFC Download – The CFPAS application contains specific procedures of CFPAS processes

His research suggests that leaders with low EI are unable handobok control their own emotional response, thereby negating their ability to offer critical negative feedback. The grievor’s handobok also confirmed that the draft PER was an accurate reflection of his perception of the grievor’s performance and potential.

Categorizing areas of development and linking each of them to achievable goals and milestones is far more useful than merely presenting a list of observed deficiencies. While leaders struggle to offer critical negative feedback, many individuals are unable to accept it. The grievor complained that his Crpas Evaluation Report PER scores should not have been lower than his previous assessment, and that his PER did not accurately handbool his performance and potential during the reporting period, failed to adequately recognize two letters of appreciation, and was not administered in accordance with policy.

Furthermore, many individuals view critical negative feedback as a personal attack and refuse to accept it as a necessary step in self-improvement. Information is outdated or wrong. A culture has been created within the CAF where constructive feedback often equates to bullying, where compassion for our members equates to protecting their feelings, and where employee happiness supersedes meaningful professional development.