Guidelines for the Performance Development Review (PDR)
meeting
1. Purpose
A central part of the Performance Development Scheme is the Performance Development Review (PDR)
meeting. This annual meeting is made up of two parts, each with a distinct focus, which can be discussed
over the course of one or two meetings. The PDR meeting ensures that each member of staff has at
least one structured meeting with their line manager during the year. Information about the training and
resources available to support members of staff who conduct PDR meetings and agree objectives can be
found at www.aston.ac.uk/staff/staffdev/pdr.
2. The meeting(s)
2.1. Part one – role and performance (review of previous period)
The purpose of this part of the PDR meeting is to review progress and achievement over the previous
period and will include:
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a discussion of the key achievements and challenges during the past year/period. This will
include a discussion about the role requirements in general and the factors that have assisted
and/or hindered the individual in terms of meeting their objectives
identification of progress against the previous review period’s objectives
notable contributions to the success of the team, School/Dept/University. This will include a
discussion about Citizenship1, contributions to Aston First objectives2 and embodiment of the
Aston Values.
The previous year’s objectives should be entered on the Record of Performance Development Review
meeting: Part one – role and performance (Appendix 1), and the remainder of the form completed
following discussion at the meeting.
2.2. Part two – role and development (forthcoming period)
The purpose of this part of the Review meeting is to determine the objectives for the coming period.
Individuals’ objectives will need to align with those of the Department or School, which in turn will have
been determined with reference to the strategic plan of the University; Forward 2020. In addition, it is
important that individuals’ objectives also align with the circumstances, current roles and
responsibilities and, wherever possible, the particular interests of the individual.
The discussion between the Reviewer and the Reviewee should:
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1
Identify the objectives for the forthcoming review period together with the resources needed to
achieve them. This will include identifying areas which will enable an individual to enhance their
contribution to the University, including contributions to Citizenship and Aston First objectives.
Citizenship is defined as ‘contributing proactively to the activities of the School, Department and/or University; getting
involved and taking responsibility, without being asked, for making the right things happen’ OR ‘working unselfishly and
effectively to the benefit of others and the University; getting actively involved and taking responsibility, without being asked,
for making the right things happen’.
2
Contributions to Aston First and Aston Values could include:
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engaging with others – listening, observing, communicating
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focusing on excellent customer service – finding solutions, saying ‘yes’
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being ambitious, for yourself, your team and the University
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Identify areas of development which will enable an individual to enhance their contribution to the
University. This should include identifying all training requirements for their role as well as
opportunities to gain the necessary skills and experience needed to progress and to meet their
career aspirations. Details of internal training courses can be found in the online course
directory, or staff can contact their HR Advisor, Staff & Graduate Development or CLIPP for
advice and support on bespoke or external provision.
Ensure that the individual has the opportunity to discuss any changes in their personal
circumstances that will have an impact in the coming year, e.g. requirements for reasonable
adjustments or flexible working arrangements.
2.3 Agreeing objectives
Objectives should contribute to the delivery of the University’s overall mission and goals. To deliver the
high performance culture that Aston needs to meet these goals it is important that objectives are
suitably stretching for the individual. Objectives which support a contribution to Citizenship, Aston First
and Aston Values should also be included.
A well formulated objective needs to be specific to enable evidence to be collected which can
demonstrate its achievement; if it cannot be evidenced this is usually because the objective is too
vague. Given that there are likely to be several objectives to be achieved throughout the year, each
objective should have a clearly defined date by which it will be achieved and, if necessary, any
milestones between the start and achievement date. It is also important to ensure that, taken as a
whole, the collection of objectives have a realistic chance of being achieved.
Finally, the needs of the Reviewee should be assessed in terms of essential resources required to
achieve objectives. Such resources may include time, the time of others, financial support, equipment,
skills, and access to training and development. With regard to training and development, consider
opportunities that are much broader than attending courses, e.g. coaching and mentoring, peer
support, involvement in projects, and involvement in institutional initiatives. Information from these
discussions will be put onto the Personal and professional development document (page 3 of Appendix
2) and used by the School or Department to develop training plans.
For more guidance on writing objectives, please see the booklet ‘How to write objectives that
work’, which is available from your School / Department or from Human Resources – Staff &
Graduate Development.
Agreed objectives, success criteria and milestones should be entered on the Record of Performance
Development Review meeting: Part two – role and development (Appendix 2). Comments relating to
the agreement of objectives, including any resources required to achieve objectives should also be
recorded on this form in the space provided.
2.4 Issues to consider before the meeting(s)
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The reviewer has accessed relevant training (www.aston.ac.uk/staff/staffdev/pdr) before
conducting a PDR meeting, and discussed any concerns or issues with their HR Advisor.
The Department or School PDR arrangements are known to all staff. This should include
clarification of the indicators that will be used to consider the Performance Ratings; fails to meet
expectations, meets expectations, exceeds expectations (see appendices of Performance
Development and Reward scheme policy).
The pairing of Reviewer and Reviewee is known in advance of the meeting.
Feedback from the Reviewee’s key stakeholders is sought by the Reviewer (if appropriate) to
inform discussions at the meeting.
In order to help focus discussions at the meeting, the following documentation should be made
available to both parties:
o ‘Questions and considerations for PDR meetings’ (Appendix 3) – applicable to all
members of staff
o ‘Learning and Teaching – considerations for discussion during PDR meetings’ (appendix
4) – applicable to members of academic and learning support staff
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The documentation which will be used to record the outcomes of the meeting is made available
to both parties. This standard documentation is to be used in all Schools and Departments.
The Reviewee and Reviewer should use the above documentation to help make preparatory
notes which should be exchanged prior to the meeting and will form the basis of discussion.
Both parties should also consider ideas for possible objectives in advance to discuss and agree
at the meeting.
The meeting has been arranged to be in a venue which ensures privacy and lack of distraction
or interruption, with an appropriate amount of time being set aside for the meeting.
3. Record keeping
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The Reviewee should ensure that the record forms (Appendix 1 and 2) are completed promptly,
and within two weeks of the meeting if possible.
Joint signing of the document(s) will signal that both parties agree with the record.
All Reviews undertaken by any individual Reviewer should be sent to the Reviewer’s Line
Manager, who will confirm and sign the record to ensure consistency and fairness.
A Reviewee who feels unable to sign the record should append a note to this effect, and should
sign the record to say that this is what they have done. The record, with any attachments,
should then be sent to the Head of Department or Executive Dean (or their nominated
representatives) within a further two weeks. The Head of Department or Executive Dean will
decide if any further action needs to be taken with regard to resolving any inability to agree the
record; their decision on this will be final and there will be, if necessary, a confirmation of the
objectives that have been set.
The record of the meeting will be kept on a secure personal file in the School or Department.
Arrangements for this will be agreed in each area.
If the line manager of the Reviewer does not have easy access to this personal file, they may
also keep a copy of the record in a secure location.
The Reviewee will retain copies of the record.
3.1 Training and development records
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Personal and professional development needs (page 3 of Appendix 2) will be collated by the
Department or School into an overarching training and development plan to assist in
determining training and development priorities. A copy of this document should be sent to
Peter Lakeland, Staff & Graduate Development Manager.
Because of the time it will take to compile Department or School-level training plans, the
Reviewee and their line manager should be proactive in booking onto existing, relevant courses,
and pursuing other development activities and opportunities to meet the training and
development needs of the Reviewee.
Details of development opportunities available through Human Resources – Staff & Graduate
Development are available at http://www.aston.ac.uk/staff/staffdev. Alternatively, staff can
contact their HR Advisor, Staff & Graduate Development or CLIPP to discuss opportunities in
more detail.
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PDR MEETING
PREPARATION
(to be completed at least one week before the PDR
meeting)
Performance Development Review (PDR) process
Reviewer identifies Reviewee(s)
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Reviewer identifies when PDRs are to take place, agrees dates with Reviewee(s) and
arranges a meeting venue
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Reviewer briefs Reviewee(s) on:
 the purpose of PDRs
 Reviewer’s role in the process
 Reviewee’s role in the process
documentation to be used (indicating the issues Reviewees should consider)
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If appropriate, Reviewer seeks feedback from key stakeholders who have regular contact
with Reviewee
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Reviewer and Reviewee prepare notes for PDR meeting and exchange with each other
prior to meeting
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Reviewer and Reviewee discuss performance during previous year and PDR rating (Part
one – Appendix 1)
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Reviewer and Reviewee discuss and agree SMART objectives for forthcoming period and
any future needs (Part two – Appendix 2)
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Reviewer helps Reviewee identify development needs and agrees how these will be met
ADMINISTRATION
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Reviewee completes documentation as soon as possible after the meeting
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Reviewer and Reviewee sign documentation and keep copies
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Reviewer passes copy of documentation to line manager and development plan forwarded
to School / Departmental administrator
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