The main aim of a Performance and Development Review (PDR) is to ensure that a formal discussion takes place at a face-to-face meeting between a manager and the member of staff being reviewed. It provides an opportunity to reflect on past performance and should be used as a basis for development and plans to be agreed for the future.
The PDR enables an individual's performance over a period of time to be measured against agreed objectives and standards. It provides:
Managers with the formal opportunity to acknowledge the successes and progress achieved by the member of staff and also to discuss any concerns or areas for development.
Employees with an opportunity to feed back any concerns or issues about the way they are managed and the organisation as a whole.
Two-way communication is essential and the manager conducting the review must give the member of staff the chance to express their views; to comment on their own performance; and to talk openly about any concerns or ideas, which they may have about their job. It should be a free flowing conversation in which a range of views are exchanged with the appraisee doing most of the talking and the manager listening.
An effective PDR should improve the performance of members of staff and enhance working relationships. It must not be used to discipline or to lecture employees. Issues, which require disciplinary action or need to be considered under the SHA's competency procedure should be addressed as they occur and not left until the PDR meeting. The PDR process should contain no surprises for any staff member.
If, appropriate, the PDR meeting should also be used to formally review the individual's job description to ensure it is up to date and that expectations of staff are realistic. Or alternatively, if they are in a new post, that the job description is clear in its content.
The meeting should also be used to review progress in taking forward IWL practices and principles including the following:
Ensure that staff comply with the Working Time Directive to avoid a long hours culture.
Support the Work Life Balance of team members by promoting flexible working hours and reviewing with staff their working patterns on a temporary or permanent basis as their personal circumstances may have changed.