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Performance Development Review (PDR)
Contents
Policy Statement ......................................................................................................................... 2
Principles ..................................................................................................................................... 2
Responsibilities ............................................................................................................................ 3
PDR– Full Reviews ....................................................................................................................... 4
Performance Issues ..................................................................................................................... 6
Interim and Mid-Year Reviews .................................................................................................... 7
Pay Progression ........................................................................................................................... 8
Appeals ........................................................................................................................................ 8
Additional Information .............................................................................................................. 10
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Policy Statement
Summary
All officers and staff must take personal responsibility for maximising their
performance at work in order to provide a high level of service, West
Yorkshire Police (WYP) will support the development of officers and staff by
using the Performance Development Review (PDR) system to evaluate and
develop performance.
This policy will assist managers in ensuring that the PDR process:
• Is open, honest and transparent;
• Improves performance;
• Maintains the standards of professional behaviour expected of our
employees in line with the College of Policing’s Code of Ethics and the
Force’s purpose and values;
• Encourages employees to take ownership of their own development;
• Runs alongside the Assessment and Recognition of Competence (ARC)
process for police constables, who are approaching the end of their third
year of service; and
• Is used as part of the annual performance assessment process and
assessment for annual pay progression for officers up to and including the
rank of Chief Inspector.
• Performance issues for student officers will be managed as per the Student
Officer Managing Performance policy.
• Performance issues for police staff in probation will be managed as per the
Probationary Procedure for Police Staff policy.
Scope
This policy applies to all police officers and police staff (except student
officers and police staff in probation).
Principles
General
• An individual’s PDR is the property of West Yorkshire Police and all matters
relating to performance must be dealt with confidentially.
• Full PDR’s must be completed for police officers, each year, by the
anniversary date of joining or promotion, the force will monitor the PDR
completion rates for each District/Department.
• Full PDR’s must be completed for police staff, each year, by the anniversary
date of joining West Yorkshire Police.
• A PDR meeting must take place and PDR’s must be completed within the
90 day period, prior to the PDR due date, each year. PDR’s completed
outside of this timeframe will not count towards a Districts/Departments
annual completion rates.
• Mid-year reviews will be completed on an ongoing basis.
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• Any performance issues must be raised with the individual when they
occur and not left until the PDR meeting. The PDR interview is not to be
used as a one off management tool where an individual is told for the first
time about any development needs or issues of concern.
• Managers are expected to seek advice from HR teams, when appropriate.
• All officers and staff have a right of appeal under this process.
• PDRs may be disclosed as evidence in discipline proceedings or under court
procedures where it is appropriate to do so.
• An individual’s current PDR will be used to determine their eligibility to
apply for promotion or an advertised vacancy, for full details please refer
to the Recruitment and Selection policy.
• Where an individual is new to a role they must be assessed using the
ratings and evaluated according to the performance expected, given their
time in role.
Responsibilities
First Line
Supervisors/
Managers
First line supervisors/managers are responsible for:
• Ensuring that a full PDR is completed for each individual, at least annually
via the Performance Development Review computer system utilised by the
Force, and familiarising themselves with the PDR due dates for their staff.
• Ensuring that individuals, particularly new employees, are made familiar
with the core values and performance targets of the District or
Department and team;
• Setting clear objectives so that the individual can understand how they and
their team contribute in achieving group targets and outcomes;
• Observing and reviewing, on a continual basis, an individual’s skills and
abilities, recording specific examples of performance throughout the year,
• Utilising the Performance Examples Notebook (PEN) system when
appropriate and using examples of performance to determine an
appropriate rating within the PDR;
• Ensuring that the information provided in an individual’s PDR is reliable
and valid;
• Raising performance issues with an individual at the earliest opportunity,
in order that these can be addressed and actioned promptly and
appropriately; and
• Prioritising the importance and value of PDR interviews;
• Using the National Decision Model to reach objective justifiable decisions,
based on impartial performance monitoring.
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New
Supervisors/
Managers
New supervisors/managers are responsible for:
• Familiarising themselves with the core values and performance targets of
the District or Department and team; and
• Ensuring they have been provided with information about the skills and
abilities of their team members prior to completing any PDR’s.
Individuals
Individuals are responsible for:
• Engaging with the Force in the operation of this policy, including attending
PDR interviews and working towards completing their objectives; and
• Providing evidence/examples of their performance to be used as part of
the PDR process.
PDR– Full Reviews
Process
• Managers must diarise a PDR interview providing their member of staff
with sufficient notice, in order that both parties can prepare examples, and
bring them to be discussed in the interview.
• Using examples of performance, managers must rate how the individual
has performed throughout the year, giving consideration to previous
objectives, development plans and any significant additional duties
undertaken.
• The PDR is completed face to face by the first line supervisor/manager and
the individual, as the PDR is a two way process and must consist of a two
way discussion. The individual’s second line manager is responsible for
validating the overall process.
• Individuals will be provided with an opportunity to both read their PDR and
make comments prior to signing it before final submission to the system.
When a PDR is signed by the individual they are not signing to say that they
agree with the content. The signature is required to show that the
individual has been provided with an opportunity to read its content.
• Where there is a disagreement about the ratings being given both parties
must be given opportunity to explain their reasons and provide examples
to support their case. If despite this a disagreement still exists the second
line manager will consider all the evidence and determine the rating they
feel appropriate.
• Where an individual disputes fully the content of the PDR they must be
advised of the PDR appeals process.
• If an individual refuses to sign the PDR it will be electronically signed by a
member of the Human Resources Department and will show that the
individual has refused to sign.
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Ratings
• The appropriate ratings that can be given for PDRs are as follows:
Rating
E - Exceptional
H – Highly Effective
S – Successful
Performer
N – Needs
Improvement
U - Unacceptable
NOTA – No
opportunity to
assess
Performance Development Review (PDR)
Individual’s Performance
• Consistently exceeding expectations in nearly all
role requirements, not only producing remarkable
results, but achieving all objectives. This is
including any significant additional duties
undertaken, through extraordinary delivery of
performance and competence, in line with the
force purpose and values.
• Seen as a clear role model and/or mentor,
exhibiting outstanding behaviours, competence,
skills, expertise and characteristics others want to
emulate.
• Frequently delivering and demonstrating a strong
level of performance, against all their objectives in
a competent manner and making significant
contributions by demonstrating a high level of
productivity and quality of work. Achieving and
frequently exceeding expectations.
• Generally demonstrating performance and
competence at levels exceeding expectations for
the position. Could be viewed as a role model
and/or mentor.
• A solid performer who demonstrates meeting all
their objectives in a competent manner.
• Consistently achieving goals and meeting their
development plans. Achieving performance and
demonstrating competence at a level consistent
with their position.
• May inconsistently demonstrate expected
competence. Needs further development and/or
guidance in order to meet the levels of required
competence.
• Regularly missing commitments required as part of
their role and who is regularly demonstrating
behaviours inconsistent with expected role
requirements. Lacking or failing to meet a
significant number of their objectives.
• This rating should only be used where an individual
is required to have a PDR undertaken but an
overall performance rating cannot be given, due to
there being no opportunity to assess performance
(e.g. following a period of maternity leave).
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Objective
Setting
• Objective setting is an essential part of the PDR process, it provides a
framework of measurable performance standards for employees to work
towards within an agreed timescale. They must be:
o SMARTS;
o Jointly agreed and prioritised by the manager and the individual;
o Set during the full PDR or as part of an interim review; and
o Reviewed regularly to ensure they remain relevant.
• It’s important that all personal objectives must link to the overall Force
objectives. This can be direct or through the District and Departmental
plans, as they are linked to the overall Force objectives.
Attendance
• Attendance details for the previous 12 month period, including the number
of occasions and total working days are automatically generated into the
PDR from the HR system.
• Any issues relating to attendance will be addressed in line with the
Attendance Management policy.
Performance Issues
Police Officers
• Police officers who are performing unsatisfactorily must be dealt with
under the:
o Police (Performance) Regulations 2012.
• The Home Office Guidance on Unsatisfactory Performance Procedures
(UPP) must be complied with when considering formal action against an
officer for unsatisfactory performance.
• The principles in the Unsatisfactory Performance Police Officers policy
must be also be adhered too.
• Where an officer has been rated as:
o Needs Improvement – Managers may give consideration to activating
the Police (Performance) Regulations 2012.
o Unacceptable – Managers may give consideration to activating the
Police (Performance) Regulations 2012 and incremental progression to
the next pay point may be denied in accordance with Police Regulations.
Police Staff
• Performance issues for police staff must be managed in accordance with
the Capability Procedure Performance policy. Any informal plans made
must be detailed within the individuals PDR.
• Informal plans must, where necessary, be discussed with the appropriate
operational HR teams before they are set, who will advise on both informal
and formal processes.
• Where a member of staff has been rated as:
o U – Unacceptable; or
o I – Needs Improvement
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in two successive PDR’s whilst in the same role, their performance must be
addressed in accordance with the Capability Procedure Performance policy.
Interim and Mid-Year Reviews
Interim Reviews
• Interim reviews will be completed in order to review objectives,
development plans and set new ones where the need arises.
• They also provide an opportunity for management to summarise an
individual’s performance prior to a change in supervision/line
management, ensuring that an individual’s performance over a period of
time is not lost because the previous line manager leaves. They also
provide an aide memoire for the new line manager.
• Interim reviews must like full PDRs, be completed on the Force’s electronic
PDR system.
Mid-Year
Reviews
• It is a mandatory requirement that at least one mid-year review is
conducted in a 12 month period about 6 months after the full PDR has
taken place.
• The electronic PDR form can also be used for the mid-year review but
completion is not mandatory. Completion is considered good practice and
is advised where a specific issue is being addressed.
• The intention of a mid-year review is that the supervisor/manager and
individual will discuss progress against the individual’s objectives,
development plan and overall performance.
• Mid-year reviews are particularly important during a constables third year
of service, when progression to pay point 4 of the Force salary scale is
dependent upon the completion of a satisfactory PDR and ARC
(Assessment and Recognition of Competence) assessment.
Change of
Supervisor/
Manager
• Prior to moving on and taking over another supervisor or managerial role
within or just before the 3 months prior to an individual’s PDR due date,
and if there is no other appropriate supervisor/manager remaining in
place, line managers must start a full PDR and complete the following
sections for all staff:
o Previous objectives;
o Previous development plan; and
o Performance
• The remaining sections of the PDR will then be completed by the incoming
supervisor/manager.
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Pay Progression
Police Officers
• Changes made to Police Regulations on 1st April 2015, determined that
incremental progression through the pay scale is dependent on
performance for federated ranks. The provisions applied to Sergeants,
Inspectors and Chief Inspectors. With effect from 01st April 2016 the
requirement was extended to Constables moving through the pay scale.
• Incremental progression through the pay scale will be dependent upon the
officer receiving a grade of ‘successful performer’ or above in their PDR;
relating to the preceding period of 12 months of their service from the
anniversary of their end of year assessment.
• Increments will not be paid until formal completion of the PDR process.
• Incremental progression will only be denied if the officer is graded as
‘Unacceptable’ in their PDR and is also subject to formal action within
Stage 1, 2 or 3 of Unsatisfactory Performance Procedures under the Police
(Performance) Regulations 2012 at the end of the 12 month period being
assessed.
• Where the officer meets the conditions above but only starts to be subject
to formal action in the period of 6 weeks immediately prior to the end of
the 12 month period being assessed, the Chief Constable has the discretion
to permit incremental progression if they are of the view that the last 6
weeks of the PDR is not representative of the preceding 12 months’
performance.
• Where an officer appeals against their final grading of their PDR and this is
upheld, which means that the conditions to deny progression are no longer
met, pay will be reinstated at the higher rate, backdated to the date of the
due increment.
• With effect from 1st January 2017, in order for a police constable to
progress onto pay point 4 they will require a PDR rating of ‘successful
performer’ or above and must have also passed the Assessment and
Recognition of Competence (ARC) assessment. If a constable does not
complete both elements they are unable to progress and will not receive a
pay increase at this level.
• In the cases where incremental progression is denied pay section must be
notified at least five weeks in advance of the individual’s increment date.
• In the event that a PDR is not completed prior to an officer’s increment
date this will result in a breach of the police regulations and may result in
formal action being taken against the line manager, in accordance with the
relevant procedures.
Appeals
Principles
• Employees have the right to appeal against the content of their PDR. At
any stage in the appeal process individuals have the right to be
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accompanied by a Trade Union Representative, Police Federation
representative for support and may speak on their behalf, or a work
colleague for support.
• Individuals must raise issues with their supervisor/manager in the first
instance. If attempts at an informal resolution fail, they must give their
supervisor/manager formal notice of appeal.
• Any formal notice of appeal must be:
o Made in writing, within 7 calendar days of being notified that the
electronic PDR is ready to be signed off, indicating the grounds for the
appeal; and
o Dealt with by their most appropriate manager, usually their second line
manager, with advice from Human Resources, where appropriate. The
only exceptions to this are senior police officers and senior police staff,
who may appeal to the appropriate ACC/ACO.
• If the individual believes that as part of the PDR process that they have
been discriminated against due to protected characteristics outlined in the
Equality Act, they may pursue the Staff Resolution Policy.
• A response to the notice of appeal must be made and a date fixed for an
appeal meeting, within 2 weeks of receiving the notification of appeal.
• The individual’s second line manager, or an appropriate manager within
the District or Department of an appropriate rank/grade will determine the
decision of the appeal.
• At least 3 working days before the appeal meeting, the individual must
provide the ‘appeal’ manager with evidence to support their appeal.
• There isn’t a definitive list, but an appeal can be made on the grounds of:
o The employee seriously disputes the evidence presented;
o There is a lack of evidence to support the ratings given; or
o There is an extreme difference of opinion between the supervisor/first
and second line managers over the evidence presented or the rating
give.
• If the appeal is upheld, the PDR must be amended to reflect this, and all
relevant paperwork will be retained in the individual’s personal file.
• If following the appeal decision, the issue is not resolved, the individual
may appeal to their third line manager. The evidence will be examined and
a further meeting will be set within 14 calendar days from contacting their
third line manager.
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Additional Information
Compliance
This policy complies with the following legislation and policy:
• Attendance Management policy
• Capability Procedure – Performance policy
• Performance Example Notebook (PEN) system
• Probationary Procedure Police Staff policy
• Police (Performance) Regulations 2012
• Home Office Guidance on Unsatisfactory Performance Procedures (UPP)
• Unsatisfactory Performance Police Officers policy
• Unsatisfactory Attendance Procedure – Police Staff policy
Supporting
Information
The supporting information for this policy can be accessed via this link.
Further
Information
Further guidance in relation to this policy can be sought from:
• West Yorkshire Police Best Practice Guide to PDR which can be accessed
under the ‘Help’ tab in the PDR System.
Policy Database Administration
Item
Details
Performance Development Review (PDR)
Document title:
Human Resources
Owner:
Sam Smith
Author / Reviewer:
13/01/2017
Date of last review:
Date of next review:
13/01/2019
The Equality and Human Rights Assessment for this policy is held on Force
Registry which can be accessed via this link.
The table below details revision information relating to this document:
Topic title
Date
Performance Development Review (PDR)
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