The questions have been grouped (where possible) to help you find the information you're looking for and to show the detail of our approaches to performance management and PDRs.
If you can't find the answer you're looking for, or if you have any other questions, email: cst.odteam@derbyshire.gov.uk
Introduction to performance management and PDRs
What is the council approach to high performance management?
In the PDR (Performance Development Review) and 1-to-1 / supervision approach we aim to encourage the right behaviours for good teamwork and high performance. For this to happen managers and colleagues will recognise where our organisation is currently as well as where it's going and how we can help it to get there.
Having regular conversations through PDRs, 1-to1s and supervision will help to ensure understanding and encourage regular progress reviews and feedback.
What is a PDR (Performance Development Review)?
The PDR is the opportunity to discuss expectations and agree goals for the coming year and is a key tool for supporting a culture of high performance. PDR discussions will also focus on short and long-term career aspirations', and agreeing a development action plan to support our staff to achieve their goals and career aspirations.
This should be both a supportive and challenging 2-way conversation. The PDR is not just a new form or app, it's an opportunity to discuss, agree, support, and manage performance for the year ahead.
Line managers are responsible for making sure their goals and those of their team members are connected, and have a 'line of sight' to the council and service plans.
Will the PDR approach replace my 1-to-1s / supervision?
No. All colleagues should continue to undertake either regular 1-to-1s or supervision (according to their role). The PDR process aligns to and compliments these processes.
What is a 1-to-1?
Simply, it's a 1-to-1 meeting with your line manager.
1-to-1s provide quality time for you to talk about things that are important to you, including your wellbeing, how you're working towards your agreed goals, and any support you might need.
The aim is to maintain focus and support for individual performance and development to help achieve goals. The focus should be on the quality of the conversation.
What is supervision?
Supervision is a performance management process required for certain roles in the Adult Social Care and Health and Children's Services departments. These roles include social workers.
Roles which undertake supervision are not required to undertake a separate 1-to-1 process but should undertake PDR.
Supervision is a more formal process than 1-to-1s. The process of supervision should make sure that the principles of the PDR are integral to day-to-day working.
The PDR and supervision policy are aligned well with the main functions of supervision, being to provide support in relation to work, to manage performance and the standard or work achieved, and to identify learning and development needs.
Can we continue to use the My Plan approach?
No, PDR has replaced the My Plan approach.
This follows a period of evaluation, consultation and the piloting of the PDR process. We want to see consistency in performance management across the council, to track and review what we've achieved, and how we will achieve good and high performance.
We know that My Plan has been used well in some teams and those who have used it consistently will see many similarities in the new approach.
With a focus on performance, the new approach will also see more emphasis on regular conversations to include discussions on wellbeing, development, and career aspirations.
Who does a PDR and who doesn’t
Do all employees use the PDR approach?
While the majority of employees will use a PDR approach there are a few exceptions including:
- Agency workers are not employees of the county council and therefore not subject to our performance management approaches including PDR. The setting of annual goals and focus on career aspirations are not appropriate to the agency worker context and, as agency workers should not be addressing their learning and development needs via our learning and development offer, the identification of personal development plans is also not relevant. Line managers may wish to use a 1-to-1 approach to manage the placement however any performance related issues should be directed to the employing agency to be resolved.
- Teachers or tutors employed by the Schools and Learning Service (Children's Services) will continue to use their existing performance management or appraisal system and rather than adopt the PDR approach. More guidance for colleagues with the Schools and Learning Service, and who are not employed on Single Status terms and conditions, can be found towards the end of this page.
- Departmentally defined roles for whom PDR approach is deemed impractical. These will undertake regular 1-to-1s or supervisions as appropriate to their role. Senior departmental management teams have identified which roles will not undertake PDR and will concentrate on 1-to-1s or Supervision instead.
The PDR processes
Are there different versions of PDR, and which should I use?
There are 3 different PDR versions.
As a general principle, colleagues who are on grade 14 and above (or equivalent) are deemed to be leaders within their profession irrespective of their occupation or whether they have line management responsibility. They will use the Senior Leader PDR App.
For other grades the following approaches will apply:
- Line managers will use the 'grade 13 and below line managers' template
- Non-line managers will use the 'non-line manager PDR users' template
So how will it work?
Our high-performance management framework is based around an annual cycle which involves:
- planning individual performance at the start of the year with a Performance Development Review (PDR) - discussing expectations and agreeing goals, career aspirations' development needs and (for senior and line managers) competencies
- regular everyday conversations to acknowledge contributions, provide support and offer feedback on business and behavioural goals
- embedding our values and behaviours into everyday life at work
- enabling and managing individual performance throughout the year - having regular 1-to-1s, providing coaching, and supporting performance and wellbeing
- updating on progress towards achieving goals halfway through the year using the check-in form and seeking timely feedback from stakeholders throughout the year
Ideally 1-to-1 meetings should be every 4 to 6 weeks or monthly, but the frequency will be agreed by individual departments
How can I start the PDR process for myself or my team if the Council Plan or service plan has not yet been finalised?
While, ideally the PDR process should cascade down the organisation, for practical reasons this can't always be achieved, such as if there's a delay in agreeing service plans.
In such circumstances the PDR process should still commence. It can be started by creating a goal or goals that focus on business-as-usual workstreams or else can be drafted to reflect priorities that are expected to arise. These goals can be re-visited and expanded or amended at an appropriate point. Career aspirations and Personal Development Plans should also be inputted.
What happens if we do our end of year review at a different time in the year?
The PDR process is designed to align to our department and service planning cycles. The defined timing for the annual performance cycle also supports the talent review process for Grade 14 and above leaders (see the following info). As such, the performance year / PDR cycle runs from 1 April to 31 March with end of year PDR reviews typically taking place in April each year. Therefore, if your timescales don't align with the annual PDR cycle you should make sure that your year-end review is scheduled for March or April so that subsequent performance cycles align to the cycles-defined timescales.
I'm new to the council - what do I need to do to prepare for the PDR meetings?
First, you're recommended to talk to your line manager and schedule an initial PDR meeting.
We have a number of resources available that'll help you to understand the PDR process and prepare for your meeting.
These resources include a PDR Hub SharePoint site and our apprenticeship information which both contain guidance notes, links to forms / app, workshops / recordings etc as well eLearning modules and webinars which can be accessed via Derbyshire Learning Online (DLO).
New managers can use DLO to enrol onto an induction webinar called 'performance development review (PDR managers webinar)'. This webinar can be found in DLO by searching for 'leadership and management development'.
I have a new joiner in my team – do they need a PDR?
If your colleague has joined in the last 6 months, it's at your discretion whether to hold an end of year PDR meeting.
However, it would still be good practice to have a discussion for all new joiners going forward, and goals should be discussed in line with the PDR process. If they've been with us for less than a few months, they'll not be included as part of the talent review.
Who should complete the PDR template / app?
Ideally, the PDR templates should be completed by the individual with line manager input, however there may be occasions where it's more practical for the manager to take the lead on completing and saving the templates.
Using the PDR app, creating the first PDR for each PDR cycle must be completed by the individual. The line manager may view and amend, as appropriate, once the initial PDR is set up at the beginning of the cycle, however, due to the way the PDR app works, they can't create the initial PDR for another person.
Can we use team goals?
The intention of the PDR is to focus on the individual and therefore goals should be specific to that person.
However it may be appropriate to agree or include some ‘team goals' according to the service needs. Team goals should not be agreed to the exclusion of the individual / personal ones.
How do we make sure career aspirations are applicable to the whole of the workforce, for example, retirement, volunteering?
In some instances, colleagues may be in a position where their career aspirations may not focus on progression but instead are focused on developing in their role. This can be supported in a number of ways including through any relevant skills programmes which may be available and also by agreeing goals that provide stretch as this will provide the opportunity for development.
For colleagues who are considering retirement, the career aspirations' element could be used to consider options, such as flexible retirement and undertaking planning ahead for retirement training.
It could also be used to consider how the skills and knowledge of the individual could be captured, transferred and retained within the team thereby ‘creating a legacy’ for the individual, perhaps by developing others.
From whom should I seek feedback and when?
Feedback should be part of everyday conversations within all teams.
As you undertake various projects or work with different stakeholders throughout the year you should discuss with the colleague the request for feedback (referencing the 'what' and 'how' you engaged in specific projects, meetings etc).
Feedback can be communicated via a short email to be copied into your digital PDR form at any point in the year. This will help to avoid colleagues being inundated with requests for feedback at year end. Please remember that you can provide as well as receive feedback, a simple thank-you email can be captured as feedback by the recipient.
I have a member of my team who is on maternity/paternity/adoption/parental leave – when do I carry out their PDR?
It'll depend on personal circumstances, how much of the performance year has been completed at the commencement of the leave, and whether this would have been sufficient time to achieve some or all the agreed goals to rate performance.
You should provide options so that they are not disadvantaged by being on a period of leave, such as having the conversation about career aspirations and potential.
I have a member of my team who is on long term sickness absence – when do I carry out their PDR?
It'll depend on individual circumstances, how much of the performance year has been completed at the commencement of the leave and whether this would have been sufficient time to achieve some or all the agreed goals to rate performance.
You should provide options so that they're not disadvantaged by being on a period of leave, such as having the conversation about career aspirations and potential.
A member of my team has changed roles during this PDR year, how do I account for this in their PDR?
You should have details passed to you from their previous manager summarising the colleague’s performance prior to joining your team.
If a colleague is leaving your team to join another team, you should pass over details of their performance to date to their new line manager.
A member of my team reports to more than one manager, how do I approach their PDR?
The primary manager (not the dotted line manager if this is the case) should conduct the PDR meeting, although feedback should be gained from a dotted line manager.
In circumstances where a colleague is employed in 2 different roles it might be appropriate to agree goals and review performance for each role together. Please seek guidance from your HR Business Partner in the first instance.
A member of my team is on a fixed term contract of employment – do I have to hold a PDR with them?
Employees on fixed term contracts are entitled to the same benefits as employees in comparable roles on permanent contracts.
You should review their performance and potential as normal but take account of the outstanding duration of their contract of employment when setting goals for the next PDR year.
How do I access the PDR templates?
There are a number of ways to access the PDR templates.
You can either find them by searching the relevant sections of the PDR Hub or the Performance Development Review pages.
Once you've completed your initial annual PDR meeting you should save a copy. You'll then be able to access this throughout the current annual cycle to review progress, make amendments etc.
Please note that a new PDR template should be completed and saved at the start of each annual PDR cycle.
Can we modify or design our own PDR forms?
For the time being colleagues are asked not to.
We need to be able to apply a consistent approach so that it can be fully evaluated and improved on going forward.
If you have any ideas about how the forms or PDR App could be more effective such as around the format or layout, then please email cst.odteam@derbyshire.gov.uk so that these can be considered and implemented where practicable.
Where do I save the information from the PDR meeting?
For PDR App users (Grade 14 and above), you will use the PDR app to create a new record at the start of each PDR cycle. This can then be reviewed and amended throughout the PDR cycle.
For PDR template users, you should create a new PDR record at the start of each PDR cycle using the template. You should then save a copy of your new record into your EDRM file. This can be accessed and amended throughout the PR cycle. You can find guidance on saving and accessing your record in the HR Files (EDRM).
Where do I store the completed 1-to-1 form?
1-to-1 forms do not need to be saved centrally, but records should be kept for reference and stored securely and confidentially and the use of HR Files (EDRM) is recommended.
Competencies
What is a competency framework?
A competency framework describes which behaviours are required, valued, and recognised within an organisation.
It ensures colleagues have a common understanding of our expectations around evidencing and demonstrating effective workplace behaviours.
We currently have 2 versions of our competency framework - Senior Leaders: Grade 14 and above, and Leaders: Grade 13 and below (Leaders who line manage others).
Competencies are currently only applied to those in Senior Leader and Leader roles.
My role already requires me to work to an external professional competency framework, where does this sit in the new process?
Some roles and professions require evidence of reaching a required level of technical competency – this applies to social workers for example, folding in requirements for professional supervision.
It also applies to some roles where we must demonstrate colleagues have reached or maintained a level of competence and have kept abreast of new requirements, for example some roles in highways management.
Professional competency frameworks are about demonstrating technical competence, whereas the competency framework launched in the new performance management process is about behavioural competencies which are required in all roles, aligned to our People Strategy and agreed values and behaviours.
Why are there ratings on the competency framework?
The descriptions on the competency framework are not designed to rate levels of competence.
The descriptions provide an indication of the typical behaviours that might be 'below expectations', 'meeting expectations', or 'above expectations', but the framework is a tool to support developmental conversations – you might see a behavioural example you identify with in any of the boxes – it doesn't mean your competency is at that level overall (unless you identify with all the examples in a particular box).
The examples should be used to identify areas where you can improve, regardless of which box the example sits in.
The intention is to support colleagues to enhance performance year on year, and it's performance that is rated, in other words, the 'what' and 'how' contributing to results and outcomes.
Why do senior leaders (Grade 14 and above) use ratings in their PDR?
Ratings have been introduced for senior leaders (Grade 14 and above) only and are used to inform the talent review process.
These help us have developmental conversations and the descriptors of behaviours in the competency framework will also support discussions to enhance performance.
At the end of the performance year validating managers will meet to calibrate line managers’ proposed ratings and to discuss individual potential as part of a talent review to inform workforce planning.
Calibration will make sure ratings and potential are identified consistently and fairly. This is all about enhancing performance, identifying learning needs, and identifying the skills and development we need to focus on to meet future demand.
Talent review
What are talent reviews ?
Talent reviews are a structured annual process where a group of senior leaders come together as a collective to calibrate individuals’ performance and potential ratings established during the Performance and Development Review (PDR).
It provides a mechanism to ensure a consistent approach to PDR ratings across divisions and departments for our Grade 14 + colleagues.
It results in the identification of our high potential employees, and a succession plan for business critical leadership roles.
Why are talent reviews important?
The talent review process helps prepare us for the future by supporting the identification and development of a talent pipeline for business-critical roles. It grows our current and future senior leaders by developing capability and nurturing emerging talent for future success.
The talent review also helps identify organisation skill and succession gaps to enable a proactive approach to address these.
What is the purpose of a talent review?
The purpose of the talent review process is to support leaders in applying the appropriate level of rigour, fairness, and objectivity in relation to the observations they have made about the individuals they manage.
This should in turn assist in the process of making well informed decisions and fair evaluation of the levels of performance and potential that individuals are displaying at a given point in time.
What if my PDR ratings don’t meet my expectations?
Throughout the year there should be ongoing discussions about the progress towards achieving task and behavioural goals through regular conversations during 1-to-1 meetings and the mid-year review.
There should be no surprises by the time it comes to the end of year review meeting and regular conversations during the year will be about identifying any issues at an early stage in order that appropriate support can be discussed.
Schools and Learning Service specific FAQs
When should PDRs take place?
The academic year runs from September to August which is different from the PDR cycle of April to March.
PDRs should start in April which is aligned to the council plan and service planning cycle.
For all colleagues PDRs are ‘live’ records that can be amended or added to throughout the annual cycle to reflect new goals or changing priorities.
Services that plan on an academic year cycle, can start to populate the PDR documentation in April, with any revisions/updates/expansions added as required in the Autumn term.
For the Schools and Learning Service this could potentially include creating additional goals that are specifically aligned with the delivery of academic year plans.
PDRs are subject to a 6-month review as a minimum. While considering how the PDR may be doing or performing, the review could also provide a timely opportunity to expand goals to reflect the academic year priorities.
Throughout the PDR cycle, individuals and their line managers should undertake regular 1-to-1s. These provide the opportunity to reflect upon PDR goals, development needs and so on.
PDR Reviews and regular 1-to-1s make sure that the end of cycle review meeting is positive and productive as it will contain 'no surprises'.
Using an annual cycle commencing in April will also make sure that grade 14+ colleagues benefit from inclusion in the annual talent review process. This will include senior leaders in Soulbury roles.
Are teachers part of the new PDR process? We already have our own performance management approach.
Teachers remain on existing performance management process and are not part of new PDR process.
Teachers remain entitled to an appraisal in accordance with the School Teachers Pay and Conditions document, and the Appraisal Policy for Centrally Employed Teachers
Are those employees on Soulbury pay (and Derbyshire package) part of the new PDR process and if so, how do the Soulbury grades fit with the new PDR process?
Yes, employees on Soulbury pay (and the Derbyshire package) are included.
The version of the PDR process the employee uses will depend on whether their responsibilities / leadership accountabilities are considered to equate to Single Status Grade 14 or above.
As a general principle, colleagues who are on grade 14 and above (or equivalent) are deemed to be leaders within their profession irrespective of their occupation or whether they have line management responsibility or not.
The Soulbury roles have been reviewed to confirm the roles which are most aligned to grade 14+ and should be part of the PDR process for senior leaders including using the PDR app.
Some senior Soulbury roles, will be included in the Grade 14 PDR App approach. The other Soulbury roles, including all other education psychologists, will use the writable PDR template documents as follows:
- Line managers will use the 'grade 13 and below line managers' template
- Non-line managers will use the 'non line manager PDR users' template
For Schools and Learning, which approach should each role use?
AAIS:
- PDR App: Deputy PEP
- PDR Line Manager: Senior Education Psychologists
- PDR: 'Non Line Manager PDR Users,' Education Psychologists
ACRE:
- PDR App: Strategic Lead for ACRE
- Single status terms and conditions: Will use the appropriate online PDR template according to grade and line management responsibility
- Teachers not included
Catering:
- PDR App: Head of Service
- Single status terms and conditions: Will use the appropriate online PDR template according to grade and line management responsibility
DACES:
- PDR App: Head of Service
- Single status terms and conditions: Will use the appropriate online PDR template according to grade and line management responsibility
- Tutors: utilise DELTA approach
Development Team:
- PDR App: Head of Service
- Single Status terms and conditions: Will use the appropriate online PDR template according to grade and line management responsibility
EIS:
- PDR App: Assistant Director, senior advisors, lead officer EYSEN
- PDR: 'Non line manager PDR Users,' Soulbury paid teaching and learning consultants / school project workers
ISS:
- PDR App: Strategic lead for ISS, service leads in ISS, lead officers in ISS
- Single Status terms and conditions: Will use the appropriate online PDR template according to grade and line management responsibility
- Teachers not included
SEND:
- PDR App: Strategic lead for SEND
- PDR Line manager, team managers
- Single status terms and conditions: Will use the appropriate online PDR template according to grade and line management responsibility
SORE:
- PDR App: Head of SORE, Assistant Head of Service, physical education and sports consultant
- Single status terms and conditions: Will use the appropriate online PDR template according to grade and line management responsibility
Virtual School:
- PDR App: Head of virtual school
- Single status terms and conditions: Will use the appropriate online PDR template according to grade and line management responsibility
- Teachers not included