To receive fair and objective Personal Development and Performance Review

Transcription

1 The Persnal Develpment and Perfrmance Review (PDPR) prcess Intrductin The purpse f this dcument is t prvide guidance relating t the PDPR prcess, including key rles and respnsibilities invlved in its successful applicatin in the wrk place. It is recgnised that acrss the University there are a number f different management structures and as a result management and c-rdinatin f individuals may vary (sme areas having structures where Line Mangers having clear respnsibility fr the management, develpment and perfrmance f staff, whilst in ther areas the rle f a reviewer has been established t supprt managers with these respnsibilities). Fr the purpse f this dcument and ther supprting guides relating t the PDPR prcess the rle f Line Manage and r Reviewer will be referred t cllectively as the Reviewer. Rle Hlders Charter n PDPR The fllwing can be expected by every rle hlder: T receive fair and bjective Persnal Develpment and Perfrmance Review T receive an annual written appraisal f their perfrmance, cntributin and develpment (the annual PDPR) T have at the beginning f each perid, a clear understanding f the level f perfrmance expected f them in the frm f bjectives apprpriate t their rle (with reference t their rle prfile and/r jb family structure), and hw this will be assessed T get clear and apprpriate feedback n prgress thrughut the reprting perid in the frm f ne-t-ne meetings That all thse invlved in the review will take care t ensure that assessments are based nly n individual merit fr the current reprting year That assessments will nt be influenced by any irrelevant factr such as gender, ethnic backgrund, age, religius belief, disability, sexual rientatin, part time wrking r trade unin activity That all thse invlved in the reviewing staff within the PRDR prcess will be clear abut their respnsibility and have received apprpriate training in the applicatin f the University s guidance n gd practice t ensure effective and cnsistent applicatin acrss the University The fllwing is expected f every reviewer: Cmplete all end f year appraisals n time Be available and prvide nging supprt t staff thrugh regular feedback Encurage all staff t realise their full ptential and level Take an active rle in the persnal career develpment f their staff Perfrmance at Wrk

2 Understand the imprtance f the PDPR prcess and give it apprpriate pririty Use the PDPR prcess and related activities such as ne t ne meetings, prvisin f feedback, team meetings etc. as a mtivatinal tl Be aware that their wn appraisal as a reviewer will include the effective appraisal and PDPR f the staff they review PDPR- The Prcess PDPR Rle f the participants The PDPR prcess requires the investment f time, effrt and skill. It is imprtant that everyne is clear abut their rles within the prcess. The peple mst clsely invlved are: The Rle Hlder The Reviewer Manager f Reviewer/e.g. Head f Department, Functin, Senir Manager etc Rle Hlder s Respnsibility In rder t ensure that the PDPR prcess is carried ut fairly, crrectly, accrding t the guidance, and n time, yu will need t: Gather reasnable evidence (as defined in yur bjectives) n yur cntributin, perfrmance and utcmes t discuss at reviews; evidence shuld supprt bjectives and accuntabilities articulated in the relevant rle prfile and/r Jb Family fr yur level Prepare fr, and participate in, all reviews, bth infrmal ne t ne meetings and the mre frmal end f year review. Fr the frmal review, the PDPR paperwrk shuld be cmpleted and submitted t yur reviewer in advance f the meeting. Be practive. Think abut pssible bjectives and yur persnal develpment what ideas d yu have? Discuss and agree yur bjectives with yur reviewer fr the next perid (t be regularly reviewed in ne-t-ne meetings) Supprt develpment by discussing the way in which yu have been wrking, agreeing relevant cmpetencies/sfter skills that yu may wish t wrk n e.g. hw yu plan r hw yu cllabrate with thers. Yu may wish t reference the cmpetency reference guide prvided t help identify areas f imprvement r help articulate develpment areas Discuss and agree yur cntinuing PDP (Persnal Develpment Plan) fr the next perid (t be regularly reviewed in ne-t-ne meetings) Keep cpies f what is agreed s that yu can mnitr yur wn perfrmance and bjectives n an nging basis Discuss yur perfrmance fr the year against bjectives and rle. Hw d yu feel yu have dne against what was expected f yu and against the expected level fr the rle yu hld Page 2 f 11

3 Reach agreement with the reviewer that yur cmpleted PDPR frm is a fair reflectin f the annual review meeting Give relevant cnstructive feedback t yur reviewer PDPR is a prcess that yu, as Rle Hlder, shuld be invlved in. It is nt nly abut receiving an end f year appraisal. It is a tw way prcess, which perates thrughut the year between Rle Hlder and Reviewer with the fcus n supprt, perfrmance, persnal develpment and cntinual imprvement. Reviewer s Respnsibility In rder t ensure that the PDPR prcess is carried ut fairly, crrectly, accrding t guidance, and n time, yu will need t: Clarify with the Rle Hlder their respnsibilities in the PDPR prcess (see abve) Give regular feedback t the Rle Hlder thrughut the review perid and encurage selfappraisal by the Rle Hlder Mnitr and review bjectives with the Rle Hlder n an nging basis in ne t ne meetings, including agreeing apprpriate actin as and where necessary, using University/departmental plans as well as rle prfiles and the jb family structure as a guide Understand, agree and review ways f wrking required fr the rle e.g. hw wrk is planned, hw the rle hlder cllabrates with thers etc. Mnitr these against an agreed expectatin n an nging basis in ne t ne meetings, including agreeing 'crrective' actin as and where necessary Mnitr and review prgress f Rle Hlder with their PDP agreeing apprpriate actin as and where necessary Prepare fr and carry ut end f year reviews with the Rle Hlder (in March - May) based n apprpriate evidence cllected frm relevant surces. Fr the frmal review the individual shuld have submitted paperwrk in advance and the manager r reviewer shuld read this befre the meeting Discuss and agree bjectives fr next perid ensuring that University/Faculty/Schl/Department bjectives are translated int practical bjectives fr each Rle Hlder. Encurage the Rle Hlder t cntribute ideas if pssible. Remember that bjectives shuld cntain mre than just individual numerical targets r tasks. Ensure there is a clear understanding f the level f delivery expected frm the rle hlder based n indicatrs fund in the rle prfile and/r Jb Family framewrk Discuss and agree training and develpment needs with the Rle Hlder ensuring that suitable develpment activities are identified in the Rle Hlder's PDP Discuss the cmpleted appraisal with the Rle Hlder, agreeing verall perfrmance level against each bjective Page 3 f 11

4 Cmplete the PDPR frm at the end f the year, giving actual examples f the Rle Hlder's perfrmance against bjectives and 'ways f wrking', which reflect the whle f the reprting year Infrm the rle hlder f their verall perfrmance level that will be recmmended t the senir management relevant t yur area, making it clear that it is nt guaranteed that this will be the final utcme Pass the prpsed appraisal rating fr the individual t the senir management relevant t yur wrk area fr wider mderatin and final agreement Feedback final appraisal marking t individuals in the team nce cnfirmed by the mderating cmmittee relevant t yur wrk area Manager f Reviewer/e.g. Head f Department, Functin Schl r Senir Manager etc. In rder t ensure that the PDPR prcess is carried ut fairly, crrectly, accrding t guidance, and n time, yu will need t: T appint (r reallcate) apprpriate reviewers t individual rle hlders and ensure they have received training, this may r may nt be their manager Meet with yur reviewers at the start f the year t discuss peratinal pririties, standards f perfrmance and cnsistency f reprting fr the frthcming year (as part f a perfrmance cascade prcess) Give advice, guidance and supprt t yur reviewers thrughut the year Ensure that reviews take place, n an nging basis, between Reprting Managers reviewers and Rle Hlders Ensure that yu are aware f the Rle Hlder's wrk t enable yu t judge whether the assessments are fair Mediate, if necessary, n any pints f disagreement between the reviewer and Rle Hlders making justifiable cmments if required which reflect the perfrmance f the Rle Hlder, giving actual examples f perfrmance wherever pssible t supprt the University s PDPR prcess Mderatin Cmmittee Respnsibility Review prpsed markings fr their area cncern making sure they feel they are apprpriate, justified and cnsistent. Factrs that shuld be cnsidered in this review are: Evidence and justificatin against the defined expectatins f the rle Current salary psitin f staff. It wuld be fair t expect mre frm individuals paid mre in the scale. Therefre, if a member f staff was currently paid tward the tp end f the scale (in the high perfrmance range) even if they are deemed t be highly effective in their rle, it culd be argued that they are already being paid at a rate that reflects this and shuld be rated as 2 r 3 fr the rate f salary they are already receiving fr the rle Wider pay differentials within the team r area, are there individuals being paid significantly less than thers in the team even thrugh their perfrmance is n a par? Page 4 f 11

5 That assessments will nt be influenced by any irrelevant factr such as gender, ethnic backgrund, age, religius belief, disability, sexual rientatin, part time wrking r trade unin activity Diversity review. Have any staff been directly r indirectly disadvantaged due t irrelevant factrs such as gender, ethnic backgrund, age, religius belief, disability, sexual rientatin, part-time wrking r trade unin activity Any review quta applied by the University fr the pay year based n affrdability. The Althugh referred t as a prcess, PDPR is mre f a cycle f reccurring activity made up and depicted by the fllwing: This cntinual cyclic prcess is then supprted by the wider review and reward elements f the PDPR framewrk in the fllwing way. Page 5 f 11

6 Why have frequent ne-t-ne meetings? Hlding regular infrmal ne-t-ne review meetings greatly reduces the pressure and time required fr the annual frmal review meetings. Hlding infrmal reviews regularly (e.g. every mnth) is ideal if at all pssible althugh practically this may have t be stretched slightly. There are several benefits f reviewing frequently and infrmally: The reviewer is better infrmed and mre up-t-date with his r her team/staff activities (and mre in tuch with what lies beynd, e.g., verall prgress against University/Faculty/department plans) Difficult issues can be identified, discussed and reslved quickly, befre they becme mre serius Help can be given mre readily - it prvides a great pprtunity fr individuals t ask fr help - the regular infrmal review prvides this Assignments, tasks and bjectives can be agreed, cmpleted, and reviewed quickly Objectives, directin, and purpse can be kept mre up-t-date - mdern rganisatins demand, mre flexibility than a single annual review allws - pririties ften change thrugh the year, s ne-t-ne meetings prvide pprtunity fr re-directin and changing fcus Training and develpment actins can be brken dwn int smaller mre digestible chunks, increasing success rates and mtivatinal effects as a result The anxiety factr ften assciated with frmal review, is greatly reduced because everyne becmes mre used t frequently discussing relevant issues and mre cmfrtable with the verall review prcess Relatinships and mutual understanding develp mre quickly with greater frequency f meetings between reviewers and staff members Page 6 f 11

7 Staff members can be better prepared fr the frmal appraisal, giving better results and saving time Much f the review has already been cvered thrughut the year by the time the frmal review is due therefre there are NO surprises Frequent review meetings increase the reliability f ntes and perfrmance data, and reduce the chance f verlking things at the frmal review In sme cases, individuals will have mre than ne manager r take directin frm a number f surces. It is imprtant in these situatins that the individual takes wnership f pulling tgether their plans and bjective frm all their surces t enable them t hld discussins with their reviewer abut their whle rle. The reviewer in these cases may als need t get input frm the wider directing surces t enable the whle rle t be discussed with the individual. Example agenda items that may appear in ne-t-ne meetings What has been wrked n in the last mnth? What are the main pririties fr the next mnth? What has gne well? What issues have ccurred? If they are nw reslved hw can we prevent them frm recurring? What has been learnt recently? What issues d we need t discuss? Jint prblem slving discussins abut any imprtant issues D bjectives need revising? Hw can the reviewer help the individual? Hw can the individual help the reviewer? What pprtunities can be created t add t the further develpment plan/des it need updating? What new ideas/imprvements culd we implement? AOB - catch up n ther 'news' It is nt suggested that this is all cvered at every ne-t-ne meeting, but it gives an idea f the discussins yu shuld have. One-t-ne meetings are the backbne f the PDPR prcess. Page 7 f 11

8 Please nte it is nt always necessary t create ne-t-ne meetings fr the sake f it, if it is nrmal practice t sit dwn with a member f staff and discuss prgress against research prjects then this can frm the basis f a regular ne n ne meeting by ccasinally adding sme f the agenda items abve t keep a fcus n persnal develpment and imprvement and nt just activity and wrk. Annual Frmal PDPR Review Meeting Prepare Gd preparatin will help t ensure that the review meeting ges smthly s allw a cuple f weeks prir t the appraisal fr preparatin. Agree the date, time and place f the meeting Remind the rle hlder t submit the drafted paperwrk and agreed return date Cllect tgether all the relevant evidence regarding perfrmance. Thrughut the year evidence regarding perfrmance can be gathered frm a variety f surces including: Ntes frm PDPR reviews Feedback frm custmers, clleagues r thers Examples f wrk cmpleted, r evidence f cntributin Regular ne-t-ne meetings Infrmatin received abut the Rle Hlder's wrk/perfrmance frm clleagues r custmers they have wrked with r fr. Cnsider thugh, is it accurate, cmplete and unbiased? Prject plan prgress reprts Tangible perfrmance data if available (sickness data, SET Scres, teaching hurs, etc.) Peer review and publicatins Prepare yur discussin pints and any questins yu want t ask Anticipate and plan fr areas that yu knw will be/r need t be discussed Cnsider develpment, including shrt and lng-term career aspiratins Cnsider the challenges and pprtunities f the year ahead Assessment f perfrmance shuldn't be based slely n the pinin f the reviewer, but rather n a blend f evidence frm different surces including the rle hlder. The evidence gathered shuld relate t the bjectives previusly agreed including tasks/activity/prject utcmes behaviural and sft skill develped, as well as prgress against develpment and training plans and shuld cver the whle perid being reviewed rather than just ne r tw islated incidents. Page 8 f 11

9 The Meeting Venue & Layut The venue chsen shuld be suitable - private and free frm interruptins. Privacy is really imprtant. Rm layut and seating are als imprtant elements t prepare as they can have a huge influence n the atmsphere and md created. Hwever, with the limitatins f rm availability sme creativity may be required! Irrespective f cnstraints, creating a climate that is relaxed and infrmal will help the meeting have a successful utcme. At the very least, try t remve barriers; dn't sit either side f a desk fr instance; sitting at an angle t each ther, 90 degrees ideally, tends t facilitate easy discussin and be less 'cnfrntatinal'. Intrductin Once the right climate has been established it is useful t run thrugh the agenda f the meeting and cnfirm relevant timings i.e. finish time. It is als an pprtunity t mentin any additinal pints that yu want t discuss s that they can be included when apprpriate. It is wrth remembering at this pint that this meeting shuld be a tw way discussin and that bth parties have t participate and cntribute if it is t be ttally successful. Review Perfrmance It is usually helpful t review any bjectives relating t delivery first befre mving n t any 'ways f wrking' bjectives, dealing with the separate items in each bjective sectin ne by ne. Try t avid ging ff n tangents as time is sure t be shrt. Cncentrate n hard facts and figures, slid evidence - avid cnjecture, anecdtal r/nn-specific pinins. Evidence prvides a gd neutral basis fr the discussin. As each bjective is individually evaluated it will be pssible t be rated at abve standard fr sme, standard fr sme and belw standard fr sme. This will prvide cntinual fcus fr areas f ptential imprvement fr future bjectives. Due t timing sme bjectives may nt be cmpleted, this is nrmal and an assessment f prgress against plans shuld be made and rated in the same way as cmpleted areas f wrk. Having cmpleted a review f the agreed bjectives, a perfrmance summary shuld be agreed with the rle hlder reflecting prgress, achievements, areas f imprvement and future fcus. The perfrmance summary shuld be supprted by an verall rating based n the agreed perfrmance indicatrs n the frnt f the PDPR frm (see management guidance n Annual Perfrmance Review). This is critical in ensuring that the rle hlder is given recgnitin as t their perfrmance and achievements. It shuld be made clear that this rating des nt necessarily have a direct crrelatin t a guaranteed pay award. Befre pay awards are determined by the University, the perfrmance prcess has further levels f mderatin and financial review by senir managers and is als cnstrained by the pay and reward systems emplyed by the University. If a pint f dispute arises during the appraisal yu may be able t reslve it there and then, but be prepared t defer t a later date if it requires further thught r research. Page 9 f 11

10 This review and appraisal prcess will be much easier if yu have retained gd evidence frm yur nging ne-t-ne meetings and have set levels f expectatin at the beginning f the bjective setting prcess. Agree Future Objectives Objectives shuld be agreed n an nging basis, nt just at annual review time. Similarly, they shuld be mnitred cntinuusly. A prper recrd f all the bjectives agreed shuld be kept n the bjectives sheets f the PDPR frm. Any new bjectives set shuld be dne s with the 'SMART' guidelines in mind specific, measurable, achievable, relevant and time-framed. If they are nt they may nt be effective. (See guidance n setting bjectives) Agree Develpment Needs Staff develpment shuld nt be seen as a negative thing, every member f staff has the ptential t develp skills, knwledge, understanding etc and it shuld be the aim f the University and the rle f reviewers in ensuring that all members f staff meet their full ptential thrugh apprpriate develpment and caching, this shuld nt nly relate t their current rle, but t their lnger-term verall persnal develpment (see guidance n Setting Persnal Develpment Plans). Agreement f training and ther develpmental activity shuld be realistic and the expectatins f the individual need t be apprpriately managed. Develpmental supprt might include training f varius srts (external curses and seminars, internal curses), caching, mentring, secndment, shadwing, distance-learning, reading, watching vides, attending meetings and wrkshps, wrkbks, manuals and guides; anything relevant and helpful that will equip the persn t achieve their gals. What happens next after the meeting? Cver any ther pints r questins Recrd main pints, agreed actins and fllw-up - Swiftly fllw-up the meeting with all necessary cpies and cnfirmatins, particularly t yur senir manager, and ensure dcuments are filed fr ptential future reference Recmmended appraisal rating is cmmunicated t the rle hlder and submitted fr mderatin Page 10 f 11

11 Directin f Endrsement and cmments Reviewer Arranges meeting (date and time) with Rle Hlder including time scales fr cmpletin f draft paperwrk Rle Hlder Drafts PDPR frm by way f preparatin prir t the annual PDPR (suggested 10 days befre meeting) Reviewer Prepares fr PDPR Reviews draft and prepares fr meeting PDPR MEETING HELD Review draft and any additinal cmments bservatin and evidence t supprt the review Reviewer Cllates frms fr all Rle Hlders (Reviewees) and makes recmmendatin fr the verall perfrmance ratings fr staff in area mderating cmmittee Finalises utcmes based n cnsistency and affrdability Feedback utcmes f cnfirmed rating t Reviewer Reprting Manager Feedback utcmes f cnfirmed rating t Rle Hlder HR Prcesses payments based n final agreed scres Issue letter cnfirming perfrmance rating and any impact n salary Page 11 f 11