Human Resources Division
http://www.salford.ac.uk/hr
Performance and Development Review Scheme
Document Name:
Performance and Development Review Scheme
Version number:
0.3
Status:
Final document
Approved by:
Keith Watkinson, Executive Director of Human Resources
Effective from:
1 August 2010
Date for review:
September 2013
Author:
Lesley Peel, of the Human Resources Division
Owner:
Human Resources Division
Document control:
All printed versions of this document are classified as
uncontrolled. A controlled version of this document is available
upon request from the Human Resources Division (52121) or
on the ‘Policies & Forms’ page of the HR Website
(www.salford.ac.uk/hr)
Version History
Version number:
Date:
0.1
0.2
0.3
22.12.11
14.02.12
29.02.2012
Scope and purpose
of policy:
This policy and process outlines the University’s approach to
managing performance, maximising individual contribution,
supporting personal development and ensuring alignment to
the University’s vision and strategic objectives for all
employees.
Achieving the University’s vision, requires a clear
understanding of how we all contribute to its success and
regular, honest progress reviews to ensure we all deliver as
expected.
Policy start point:
Objective Setting
Policy end point:
End of Year Review
(Where appropriate, for those staff above Grade 10, reward
for performance is determined by the Remuneration
Committee, which normally meets in November)
Compliance:
PDR will support achievement of the University’s strategic
goals as well as helping to engage and develop employees.
Who this policy
applies to:

Owner: Human Resources
Version 0.3 February 2012
Nature of Change
(change/reasons for change/comments)
Draft for review
Incorporating above amendments
Finalise links
All employees. The University has 3 PDR processes to
meet the needs of different colleagues:-
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Human Resources Division
http://www.salford.ac.uk/hr

Policy users:
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Senior PDR This group consists of; the Executive, Pro
Vice Chancellors/Deans of College, Heads of School,
Executive Directors, Directors Associate Directors and
Heads of Services.
Professorial PDR for professors
General PDR – for the majority of UoS employees

Line Managers/PDR Reviewers/all employees
1. Detail of Policy
1.1. Purpose
The University has consolidated its approach to performance management from
end to end. The University of Salford recognises the contribution of its colleagues
in delivering its vision and strategic goals. Effective performance management
also provides a clear, consistent and cohesive process for managing employees
and setting expectations required, whilst supporting their personal development,
helping them to achieve their targets and ultimately driving employee satisfaction
and engagement.
The Performance Development Review policy and procedure has therefore been
adopted by the University to provide a framework for supporting employees and
Line Manager/PDR Reviewers with people management responsibility through
the process of performance management and development.
In addition it is recognised that members of senior management have the lead
role to play in setting and maintaining a performance culture at the University,
and in driving through the changes that will enable the University to achieve its
mission and strategic plan. Managing performance at the most senior levels in
the University sets the tone for the performance dialogue elsewhere in the
University.
1.2. Aims and Objectives
The aims and objectives of the PDR process are:
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To facilitate the process of setting SMART objectives, ensuring a link to the
University’s vision and strategic goals
To help motivate individuals by providing support, feedback and guidance in
respect of their contribution and personal development
To help to support ongoing, constructive and open dialogue between
employees and their line managers
To sustain a culture of continuous improvement
1.3. Guiding Principles
The following guiding principles underpin the UoS PDR process and should be
observed in order to maximise overall benefit for the University and its
employees:
 The process should be fair, transparent and consistent; providing sufficient
Owner: Human Resources
Version 0.3 February 2012
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Human Resources Division
http://www.salford.ac.uk/hr

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evidence for assessing, recognising and rewarding individual contributions
Line Managers/PDR Reviewers play a fundamental role in driving the PDR
process – this includes making the necessary time required to execute this
process and develop employees as part of a dedicated approach to career
succession planning.
The process provides the means to cascade the University’s strategic
objectives through the Executive and Leadership Group and further down
within the University.
Objectives should be in line with institutional and departmental strategies and
should therefore feed in to the planning process.
There will be at least three structured meetings annually between the
reviewer and reviewee; an initial meeting to agree SMART objectives, a midpoint review and an end of PDR review.
The end of year PDR review is the culmination of a continuous dialogue
surrounding the individual’s performance which has taken place throughout
the year.
Following the end of year PDR review, the manager /PDR reviewer will
provide a rating for the employee.
This process should support and develop those that have been identified as
not meeting agreed objectives.
Embedding PDR will enable the University to maximise performance,
positively impacting on employees’ careers and overall success of the
University.
1.4. Participation
Participants in this process will be all employees. This includes:
 All full and part time permanent employees of the University
 Employees on a full or part time fixed term contract
The scheme does not apply to contractors, agency workers, consultants or other
roles not employed by the University. However it is imperative to agree key
deliverables and manage performance/outputs of these groups.
1.5. The Performance Review Cycle
The Executive should set their objectives for the coming year in advance of the
start of the scheme year, to allow time for objectives to be cascaded to ensure all
other employees’ objectives are aligned and commence at the start of the
scheme year.
Our aim is for our colleagues to be willing partners who believe in the purpose
and values they are working towards. Therefore it is important that the line
manager/ PDR reviewer and reviewee maintain frequent and open dialogue.
This would include progress against agreed objectives, amendments to
objectives, the quality of outputs, any support requirements and opportunities for
development.
Owner: Human Resources
Version 0.3 February 2012
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Human Resources Division
http://www.salford.ac.uk/hr
1.6. PDR Meetings
Whilst the University encourages frequent dialogue and reviews between
reviewees and their Line Managers/PDR Reviewers, the following formal
meetings must take place as part of the PDR process. It is important that Line
Managers/PDR Reviewers should set aside appropriate time –allow 1-2 hours for these meetings.
1.7. Ensuring Consistency
The University recognises the need to ensure that the PDR policy and procedure
is operated and applied in a fair and consistent manner. In order to do this a
number of checks and balances are built into the process. These include:
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Driving the cascade of objectives from the Vice Chancellor down through the
University
Provision of some generic objectives where applicable
Training is available for all participants involved in the PDR process covering
skills and application.
Where required, a Human Resources representative will facilitate calibration
of individual end of year performance ratings.
1.8. New Starters and Role Changes
All new starters or individuals who change role should be set SMART objectives
in line with the PDR process within one month of commencing their new role,
even if this is part way through the PDR cycle.
In the event that an individual has been at the University for less than three
months at the End of PDR Review period they should not be given a rating until
the following year. Any performance concerns during the first year of service
should be managed in line with the Performance Improvement Policy and with
the involvement of Human Resources representative.
Internal appointments/reviewers/employee who change roles within the University
and who have in excess of three months service at the end of year review period
should receive a review and rating as normal. It is the responsibility of the
current Line Manager/PDR Reviewer to conduct a performance review meeting
before they leave their current role and for the new Line Manager/PDR Reviewer
to ensure the handover of previous PDR discussions and documentation.
1.9. Leave of Absence
In situations where the employee is planning to take a significant period of time
off work including maternity, adoption, long-term carer’s leave and career breaks
the Line Manager/PDR Reviewer should conduct a performance review prior to
the period of leave commencing. The Line Manager/PDR Reviewer should
determine a proposed rating, discuss this with their HR Business Partner and
then agree this with the employee accordingly. If it is less than three months into
the PDR cycle no rating should be attributed for this year provided that the
employee intends to be on leave for the remainder of this particular PDR cycle.
On returning from leave the Line Manager/PDR Reviewer should agree
objectives for the remainder of the PDR cycle or on commencement of a new
PDR cycle.
Owner: Human Resources
Version 0.3 February 2012
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Human Resources Division
http://www.salford.ac.uk/hr
In instances of long term sickness absence it is recommended that the Line
Manager/PDR Reviewer discusses the most suitable and appropriate options
with their HR Business Partner. This may include agreeing an adjusted/revised
set of objectives if they return within the same PDR cycle.
1.10. PDR Documentation
It is the responsibility of the Line Manager/PDR Reviewer to ensure that the
relevant PDR form is completed and that a record is kept of objectives set and
subsequent review meetings.
Both the Line Manager/PDR Reviewer and the reviewee should keep a copy of
the current version of the relevant PDR form. Following the End of PDR Review
the Line Manager/PDR Reviewer should retain the completed documentation to
assist in the calibration process.
Following completion of the calibration process the Line Manager/PDR Reviewer
and reviewee may wish to retain a copy of the PDR documentation for their
records. Please note, that there is no requirement for the Line Manager/PDR
Reviewer to forward the completed documentation to Human Resources
following the calibration session.
1.11. Confidentiality
Whilst objectives set at the start of the scheme year should be shared with
reporting staff to ensure objectives are cascaded and aligned, once the forms
start to be completed at mid and end of year reviews the forms will be confidential
to those that are involved directly in the review process or that have a role to play
in acting on the outcomes of the review – in which case their access to the form
will be restricted to that part which is relevant to the specific purpose. This will
include the reviewer, the second level reviewer, the reviewee and a Human
Resources Representative.
All forms should be retained securely in personal network drive folders or if hard
copy in a secure, lockable storage solution.
1.12. Monitoring and Reporting
A University Key Performance Indicator has been agreed that will report on the
numbers of PDRs set and reviewed and these details will be reported through to
Council and the Executive Committee on a monthly basis. It is the responsibility
of the Human Resources division to communicate with Line Managers the
process for collating this data. It is the responsibility for Line Managers/PDR
Reviewers to provide the data in a timely manner.
2. Links to Other Policies or Related Documentation
2.1. Related Documentation
Owner: Human Resources
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Human Resources Division
http://www.salford.ac.uk/hr
 Employee /General PDR Form
 Professorial PDR Form
 Senior PDR Form
2.2. Other Policies
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
Performance Improvement Policy
Performance Improvement Procedure
Owner: Human Resources
Version 0.3 February 2012
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