Ontario Municipal Human Resources Association

In municipal workplaces, people are at the heart of everything we do. From administrative assistants answering phones, to public works teams maintaining our roads, and recreation staff running programs for families, every person contributes to building strong, healthy, and connected communities. That’s why the way we communicate performance expectations – and how we approach performance management – matters deeply.

Why Clarity Builds Confidence

Employees want to succeed. But they can only do so when it’s clear what success looks like. Clear expectations provide direction, confidence, and purpose. That doesn’t mean handing someone a checklist of tasks – it’s about giving employees confidence, direction, and a sense of purpose in their work.

When expectations are unclear, employees may feel uncertain, second-guess their work, or worry that they’re falling short. Over time, this can lead to frustration and disengagement. On the other hand, clear expectations, communicated with empathy, support and empower them to do their best. Clarity provides focus, reduces stress, and creates consistency in service delivery to the public – which is ultimately what municipal work is all about.

Two-Way Conversations, Not One-Way Communication

Performance management works best as a partnership. It should never feel like a one-sided conversation. Employees should have the opportunity to ask questions, share their ideas, and talk openly about what support they need.

This means shifting away from “telling” and toward dialogue. Instead of saying, “Here’s what you need to do,” we can ask, “How do you feel about these goals? What’s realistic? What resources do you need?” These conversations show respect for employee perspectives

and recognize that they’re the ones closest to the work. Two-way communication also helps leaders uncover hidden barriers they may not have seen otherwise – such as outdated processes, lack of training, or workload challenges.

Setting Expectations Early and Often

• Onboarding and Orientation: New hires should hear about performance expectations from day one – that includes job requirements AND the values and behaviours that shape the culture of the municipality. When employees see how their role connects to the larger vision of Council and the community, they are more motivated to contribute.
• Regular Check-Ins: Don’t wait until the annual review to talk about performance. Checking in regularly – whether monthly or quarterly – helps to identify challenges early, and provides a space to celebrate success. These check-ins don’t have to be long or formal; even 15 minutes of focused conversation can make an employee feel valued and connected.
• Probationary Periods: Use this time as a two-way conversation. It’s not only about assessing fit, but also about providing support. Try asking: “Do you feel supported? Do you have what you need to succeed here?” Framing probation around support as much as assessment builds trust and sets a positive tone in the employment relationship.

Empathy in Feedback

Feedback often makes people nervous. But it doesn’t have to be negative or uncomfortable. The way we deliver feedback matters.

• Timely: Share feedback as soon as possible, while the situation is still fresh.
• Balanced: Celebrate what’s going well before diving into what needs improvement. Employees should leave a feedback conversation knowing what they’re doing right, not just what needs fixing.
• Supportive: Frame feedback around growth, not failure. Instead of “You’re not meeting the standard,” try “Here’s where we can work together to close the gap.”

When feedback is rooted in care and respect, employees are more likely to receive it with openness rather than defensiveness. Feedback delivered with empathy communicates: “I want you to succeed, and I’ will help you get there.”

Addressing Underperformance with Compassion

Sometimes performance falls short, and accountability is necessary. But accountability can still be compassionate. Start by asking questions:

• Does the employee fully understand the expectation?
• Are there barriers such as training gaps, workload pressures, or personal challenges?
• What resources or coaching could make a difference?

From there, work together on an improvement plan that is clear, fair, and supportive. Outline the goals, timelines, and follow-up steps so the employee knows exactly what success looks like. When employees see that their municipality is committed to helping them succeed, they are far more likely to rise to the challenge.

Recognizing and Celebrating Success

Performance management isn’t just about correcting what’s wrong – it’s also about recognizing what’s right. Recognition goes a long way in municipal workplaces, where employees often serve behind the scenes.

Simple gestures – a thank-you note, a shout-out in a staff meeting, or acknowledging an employee’s years of service – can have a powerful impact on morale and engagement. More formal recognition, such as service awards or staff appreciation events, also reinforces a culture where contributions are valued. Recognition isn’t only about making people feel good – it also reinforces the behaviours and standards that the organization wants to see.

Building a Culture of Caring Accountability

At its core, performance management in municipalities should be about caring accountability: holding people to clear expectations while also treating them with empathy, respect, and dignity. Employees who feel supported and heard are more engaged, more productive, and more invested in delivering excellent service to the community.

By turning performance management into a series of caring conversations, municipalities can foster workplaces where employees don’t just meet expectations – they thrive. That benefits not only staff, but also Council, leadership teams, and most importantly, the residents we serve.

Written by: Anica Peter, Manager of Human Resources and Health & Safety at the Municipality of North Middlesex