Reviewee Guidelines
Managing PDR Reviews and
Contribution Awards
Document control
Policy Reference:
These guidelines have been developed in regards to the following Human
Resources Policy and Procedure:
1)
Performance Development and Contribution Review
Change Control:
Date
Name
Description of Change
Contents
1.
Implementing PDR
4
2.
Preparation
5
3.
Performance Review
6
4.
Setting Objectives
8
5.
Agreeing Development Plans
10
6.
Completing the PDR Form
12
7.
Contribution Awards and Accelerated Progression.
12
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Tel: +44 (0)115 941 8418.
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What is a PDR?
What is a Performance Development Review?
The purpose of the Performance, Development and Contribution Review is to:
1. support managers and staff in agreeing clear individual objectives which
underpin the strategic and operational needs of the University,
2. review individual performance and contribution,
3. develop the skills and strengths which staff bring to their roles.
The outcome of the PDR meeting will also help inform managers when considering
rewarding a staff member for exceptional contribution, via the recommendation of
accelerated salary progression or a contribution award.
All University staff who have completed their probationary period and/or have more than
6 months service are expected to participate in the PDR process.
Support
A range of support is available to help colleagues participating in the process. Workshops
provided by the Centre for Professional Learning and Development (CPLD) are available
to assist staff in understanding the process and to provide guidance on preparing for the
meetings. To explore the options available to you please contact CPLD on 6552.
This guidance document contains basic, practical information that may inform or refresh
staff in the application of the PDR Policy and Procedure. A copy of the PDR Policy and
Procedure may be found on Staffnet.
Process
An alternative process has been developed specifically to address the particular needs of
staff on Grades A-C. Fundamentally the process is the same as the standard process
except there is a self assessment form to be completed by the Reviewee before the
review meeting takes place and the PDR form is slightly different. However, where the
role allows, staff on grades A-C may, following discussion with their manager, choose to
use the standard PDR process.
The information is this guidance document applies to both the standard and alternative
A-C PDR processes unless stated otherwise.
The PDR process has 4 key stages. These are:
1)
Preparation for the meeting
PDR Meeting:
2)
Performance Review
3)
Setting Objectives
4)
Agreeing a development plan
Each of these stages will be considered in turn.
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Preparation
PDR review meetings will normally take place during May to June for Professional
Support Staff and May to July for Lecturers and Research staff. Your Reviewer will
contact you to arrange a suitable date, time and location to conduct your PDR
meeting.
Your Reviewer will normally be your line manager. If a person other than your line
manager is going to be your Reviewer, your line manager will discuss this with you in
advance.
Standard PDR Process
Staff members should prepare for their PDR meeting in the following ways.
To prepare for the review of your performance over the current PDR review period:
Ensure you have a copy of your PDR form for the current review period showing the
agreed objectives that your review will consider.
Review your objectives and identify evidence or examples of where you have met
each objective.
If you are not able to evidence the achievement of an objective, consider the reasons
for this.
Review the learning you have undertaken over the review period and identify where
you have been able to apply this learning in your job.
You may also wish to consider:
• What has worked particularly well, and why?
• What do you believe to be your greatest achievements and biggest
disappointment within the review period?
• What are the key factors that have impacted upon / influenced your
performance?
• What have you learnt and would you do anything differently?
• How might others describe / view your contribution?
To prepare for agreeing your objectives and a personal development plan for the
forthcoming PDR review year:
Consider the objectives that you think would be appropriate to be included in your
agreed objectives for the next PDR review year–consider what your team may
need to achieve and how you can contribute. You may wish to refer to your
team’s business or operational plan, School Academic Plan or other relevant
documents to help you prepare.
Consider the development that you think may enhance your contribution during the
next PDR review year.
Consider the support you require from your Reviewer.
Alternative PDR process (Grades A-C)
Those staff members on Grades A-C should complete the Self Review Form (Grades
A-C) before their review meeting. Once you have completed the form pass it back to
your Reviewer. The form will ask you questions about your performance and
contribution in key aspects of your job (e.g. teamwork, attendance and timekeeping,
health and safety, customer service). It will also ask you to start thinking about a
number of questions which you will discuss with your reviewer during your review
meeting.
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3. PDR Meeting
General Principles
When attending a PDR meeting you should:
•
•
•
•
•
•
•
•
Make sure you have prepared.
Ensure that you have allocated sufficient time for the meeting away from
interruptions and distractions.
Advise your Reviewer if there is anything you would like to add to the agenda
for the meeting.
Openly discuss your contribution, including areas where you feel you have
succeeded and areas where you feel you would like to develop / make a
greater contribution.
Actively listen to what the Reviewer has to say.
Be open to the idea of improvement – everyone has the capacity for continual
improvement.
Seek to reach agreement or a common understanding.
Be honest – the PDR meeting is a safe environment where staff may openly
discuss their support and development needs.
The PDR meeting should;
•
•
•
•
Take place in an appropriate location – confidential and free from
interruptions.
Provide an opportunity for open questions and two way dialogues.
Be balanced – successes should be identified and celebrated and equally areas
for development or improvement should be discussed.
Provide two way feedback – it’s an opportunity for you to give feedback to
your Reviewer as well as them giving feedback to you.
The PDR meeting should not:
•
•
Introduce any surprises. Any significant concerns or issues that your Reviewer
has regarding your contribution should have been discussed with you at the
time the issue occurred and prior to the PDR review meeting taking place.
Simply be your Reviewer telling you how they think you have contributed.
Participating in the PDR Meeting
The PDR form will normally be used as the basis of the agenda for the review
meeting (each PDR form represents one PDR year).
The format will therefore normally be:
1. Review the achievement of objectives previously agreed for the current PDR
review period.
2. Review the learning and development activity that has been undertaken during
the current PDR review period.
3. Consider your overall contribution, including general performance against your
job description and your skills, competencies and behaviours.
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Once the review of your contribution during the current PDR review meeting has
been completed a new PDR Form will be provided. The agenda will continue to cover:
4. Discuss and agree objectives for the coming PDR review year.
5. Discuss and agree the development and support required to deliver those
objectives.
It is expected that you will make a significant contribution to the PDR discussion. It’s
a key opportunity for you to reflect on your contribution and your development over
the review period and to receive feedback from your Reviewer to help develop your
understanding of your contribution and development.
Please note recommendations for accelerated progression or contribution awards will
not be considered, discussed or decided during the PDR meeting. Whilst the outcome
of the PDR meeting may inform a Reviewers decision regarding the appropriateness
of a recommendation the process for managing accelerated progression /
contribution awards is outside of the PDR meeting process and will only start once
Reviewers have completed all PDRs for their staff members.
Feedback on Performance
The following are guidelines for receiving constructive feedback:
• Listen to what is being said (rather than prepare your response / defence).
• Ask for it to be repeated if you did not hear or understand clearly what is being
said.
• Assume that feedback is constructive and that the provider is being helpful until
proven otherwise.
• Pause and think before responding.
• Ask for clarification and examples if statements are unclear or unsupported.
• Consider if you accept the feedback - is it valid, is it something that you can use?
• If yes, accept it positively (for consideration) rather than dismissively (for selfprotection)
• Ask for suggestions of ways you might modify or change your behaviour.
• Respect and thank the person giving feedback.
Your Reviewer may ask you for feedback. When providing feedback to your Reviewer
you should consider doing the following:
• Introduce the issue that you want to feedback on and, if appropriate, say why you
want to raise it.
• Feedback should be helpful to the recipient – reassure the recipient of your
motives.
• Be specific and give examples – time, place and circumstances (feedback should
not be based on gossip).
• Describe the impact and consequences – highlight lost opportunities.
• Ask recipient for their response – did they understand the feedback that you
provided? How do they perceive the situation? Do they see any benefit in acting
differently?
• Summarise agreed actions.
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4. Setting Objectives
PDR objectives are not meant to cover all aspects of your job description but
aim to focus your performance and contribution around key aspects or activities
within
your role. You are expected to fulfil the duties of your job description. Setting
specific
objectives ensures that you have a clear set of agreed objectives to work towards in
a
given year.
It is normally considered appropriate to agree up to 6 performance objectives. Often
an individual objective will require a number of tasks or actions in order for it to be
achieved.
Objectives should be balanced and reflect the ethics and approach of the University–
e.g. an individual’s objectives should not solely focus on one or two areas (e.g.
finance or customers) but may cover:
• People aspects of your role - e.g. health and safety, relationships, team work.
• Financial / commercial aspects of your role – e.g. efficient use of resources /
funding requirements / innovation and development.
• Customer service elements of your role – e.g. how customer needs and
satisfaction are identified and measured.
• Corporate and social responsibility aspects of your role – e.g. equality,
community, environment.
• Quality aspects of your role – teaching, research, professional standards.
Objectives should always be SMART:
Specific -
Objectives need to state what specifically needs to be achieved. They need to state
not only the actions that you are required to undertake, but the purpose of the
actions or what you are ultimately aiming to achieve. Keeping objectives simple helps
to ensure that they are clear and specific.
Measurable –
It should be clear how you will know if an objective has been achieved.
Although it may not be readily apparent, every objective can be measured. Some
objectives can be measured quantitatively; others must be measured qualitatively.
Consideration should be given to what information is needed to provide feedback on
your progress.
Accountable –
Accountability for performance objectives must be clear. A clear definition of what
you are
specifically accountable for will help reduce confusion.
Realistic -
For an objective to be meaningful, it must be realistic and reasonable. Objectives
should be challenging and encourage continuous improvement, but should not be
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unrealistic or unattainable. It should also be reasonably within your influence or
control.
Time bound –
An achievable time frame must be set for reaching the objective's goals.
An example of a SMART objective is as follows:
Strategic
Objective
Personal Objective
(The individual’s objective)
(This may be at a
University, College,
School or department
level)
To have an
accurate
understanding of
the Unit's T&D
needs.
You will undertake a
feasibility study and
produce a short paper with
recommendations.
Output Measure(s)
(How you will know if the
objective has been
achieved?)
The recommendations will
accurately inform the Unit's
Personal Development
Plans into a coherent form.
Completion
Date
(Deadline)
By the end of
December
(year)
Where practicable, objectives should also include an outline of the competencies that
are required to achieve each objective. Managers should refer to the University
competency framework for further information.
Having agreed objectives the next step is to agree the support / learning and
development that you require in order to meet those objectives.
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5. Agreeing Development Plans
The University is committed to the learning and development of all staff and places
responsibility on both staff members and Reviewer’s in meeting identified
development needs.
It’s easy for the development plan to become a wish list, this should be prevented by
taking a structured approach to identifying and agreeing development needs.
Learning and development needs should be prioritised by considering:
•
•
•
•
Any statutory and regulatory requirements that must be met.
Any gaps in the competencies required for you to meet your performance
objectives.
Any gaps in competence levels and areas of specialism across the team.
Longer term organisational objectives (this may include succession planning).
It’s important that your development plan is both relevant and realistic and you and
your Reviewer should be confident that it is reasonable to expect that the agreed
development needs can be met within the PDR year.
When considering suitable available learning and development opportunities to
address an agreed need, you and your Reviewer should consider:
•
•
•
Your preferred way of learning and developing.
Available opportunities and how to access them.
Practical issues such as release from work to attend learning events or for
study leave.
During the PDR meeting you and your Reviewer may not be able to commit to
exactly how a development need will be addressed as you/they may need to consult
with the training budget holder and/or the Centre for Continued Professional Learning
and Development (CPLD). Arrangements should be finalised as soon as possible.
Development needs documented on Personal Development Plans may be referenced
by
CPLD in order to identify corporate and departmental learning needs.
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6. Disputes - PDR Reviews
It is anticipated that most differences in opinion will be resolved during the PDR
review meeting. Where a fundamental disagreement remains in respect of either the
fairness of the performance review or the appropriateness of objectives, you may
request a meeting with the Reviewer’s line manager (or another appropriate manager
at the same level).
Requests should be made directly to the Reviewer’s line manager within 10 days of
the PDR review meeting having taken place. This course of action is only available
after your PDR meeting with your Reviewer has taken place.
The meeting with your Reviewer’s line manager will be treated as informal action
under the Grievance Procedure and will be managed in accordance with this
Procedure. If, following the meeting you remain aggrieved, you may raise a formal
grievance. Please refer to the Grievance Policy and Procedure for further information.
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7.
Contribution
Progression.
Awards
and
Accelerated
The University wishes to recognise and reward staff for exceptional work
performance. Staff members who are able to evidence exceptional contribution may
be eligible for accelerated progression up the graded incremental pay scale or to a
contribution award if a staff member is already at the top of their pay grade.
The National Framework Agreement (NFA) states “The purpose of contributionrelated pay is to reward individuals whose contribution, on a sustained basis, exceeds
that normally expected in their role in terms of high levels of outcomes and of
competence”.
Please refer to the following links for further information.
https://www.ntu.ac.uk/intranet/policies/national_framework/61529.pdf
https://www.ntu.ac.uk/intranet/policies/national_framework/61530.doc
By its own definition ‘exceptional’ indicates that only a small number of staff will be
able to evidence a level of contribution that not only meets all expectations and
demonstrating full competency (which is the expected level of contribution) but
exceeds all expectations and competency requirements.
Having completed PDR reviews for their staff members it is the Reviewer’s
responsibility to determine if any of their Reviewees have evidenced exceptional
contribution and warrant recommendation for accelerated progression or a
contribution award.
When considering the level of a staff member’s contribution, the outcome of the PDR
meeting is a key, but not the sole, source of information.
The next section outlines the definition and reference sources a Reviewer will use
when determining if a staff member has evidenced exceptional contribution. It should
also be used by you if you are considering making an individual application (referred
to as a second round application in the NFA) or you are appealing against a decision
that your recommendation / application has been unsuccessful.
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8. Definition of Exceptional Contribution
Exceptional contribution is identified by an individual having:
1)
Exceeded all aspects of their Job Description (Reviewers should refer to the staff
member’s job description).
2) Exceeded all agreed objectives (Reviewers should refer to the staff member’s PDR
for the relevant year)
3) Exceeded the competency levels required for their job (Reviewers should refer to
the University’s Competency Framework)
Exceptional contribution is therefore not only about what an individual delivers but
how they actually do it.
Exceptional contribution can be understood by considering it in a number of different
ways. The table below shows the difference between the three levels of contribution
in regards to the achievement of performance objectives and the achievement of
competencies.
Objectives
Competencies
Exceptional
All round outstanding
Higher than expected
contribution
achievement by significantly
performance levels in the core
exceeding all agreed job
competencies for the role.
objectives.
Expected
Meets all job objectives and
Meets the required
contribution
standards required and agreed
performance levels in the core
for the role.
competencies for the role.
Development Meets some job objectives but
Does not meet some of the
required
not all that are expected in the
core competencies to the
role.
required level for the role.
The levels of performance must be evidenced and sustained.
High
Competency,
skills
There is another way to view exceptional contribution. There is a clear distinction
between
expected good performance (the norm) and the exceptional nature of any individual’s
contribution. See chart 1 below which illustrates this.
E
N
D
Outputs
Low
High
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Most staff will have performed within the normal range (N). They will have fulfilled
their job description, will have met their objectives and can demonstrate that they
have the
competencies required to effectively undertake their role.
A small number of individuals may have need of significant development (D) – either
because they are new into their role or they need to improve their performance in
order to demonstrate that they can fulfil their job description, meet their objectives
and meet the competency requirements.
Equally a small number of individuals may be able to demonstrate that they have
performed exceptionally (E) – they complete all of their job description and more,
they have achieved all of their objectives and more and they can evidence
competencies above those required to be effective in their role.
Exceptional contribution cannot be recommended on the basis of:
• Effort;
• Doing the job well;
• Achievement of what was expected;
• Achievement of individually determined, non-agreed objectives;
• Achievement of a one-off project or initiative.
Managers should remember that by its own definition exceptional means:
• Uncommon.
• Well above average; extraordinary
• Deviating widely from a norm
This suggests that the number of individuals meeting this criteria will be few.
Evidencing Exceptional Contribution
Having understood what is meant by ‘sustained exceptional contribution’, for an
application for an award to be successful, sufficient supporting evidence must be
provided.
A summary of the types of achievements that could be considered as evidence of
exceptional
contribution
are
summarised
at
https://www.ntu.ac.uk/intranet/policies/national_framework/61529.pdf Appendix 2
for
academic
staff
and
https://www.ntu.ac.uk/intranet/policies/national_framework/61530.doc at Appendix
2 for support, professional staff.
Sustained is not quantified in regards to a particular period of time however
exceptional performance should be evidenced for a sufficient period to justify being
rewarded with a permanent increase to your base salary (an incremental increase).
Making a Recommendation and Self Nomination
Your reviewer will advise you by a given date if you have been recommended for an
award. If you are not advised that you have been recommended for an award but
you believe that you can evidence sustained exceptional contribution within the
review period, you may make an individual (or second round) application. Please
refer to appendix B for information on what you need to do to make an individual
application.
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9.
Disputes – Accelerated
Contribution Awards
Progression
&
If you disagree with the Reviewer’s decision not to recommend you for an award, you
may choose to make your own individual application (referred to as a second round
application in the NFA).
If your application or your Reviewer’s recommendation is unsuccessful when
considered by the Head of College / Head of Professional Service or at the stage that
the Director of HR undertakes a consistence review, you have a right of appeal.
To exercise this right, within 5 working days of being notified of the unsuccessful
decision you must submitted your appeal in writing, setting out the grounds, to the
Director of HR.
The Director of HR will arrange for the Reviewee’s application to be considered by a
senior manager who has not previously been involved in considering the application.
The decision of this senior manager will be final.
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he
Appendix A - Completing the PDR Form
PDR Forms can be obtained from Staffnet. Each PDR Form represents one complete
PDR year (if moving onto this system it may be necessary to review the current
years performance on the previously used PDR form and use the new form for setting
objectives for the forthcoming PDR year).
An alternative PDR Form has been developed for staff on Grades A-C to address the
particular requirements of this group. However, where the role allows, staff on
grades A-C may, following discussion with their manager, chose to use the standard
PDR process and form.
For notes on completing PDR forms please refer to the following sections.
Standard PDR Form
PART 1: PERSONAL OBJECTIVES AND COMPETENCIES
The format of Part 1 will support you and your Reviewer in agreeing SMART
objectives.
Each objective set should link to a strategic goal – either from the NTU Strategic Plan
or from your College / School/ Professional Service Plan.
Your objectives should be relevant and achievable in your role, however they should
also be stretching and challenging. You will not normally have more than 6
objectives. Objectives should cover key tasks, responsibilities and initiatives. It is
not necessary to have objectives covering every element of your job description.
The output measures are how the achievement of objectives will be reviewed and
measured. What will happen / what would you expect to see as a result (performance
indicators) of you achieving that objective?
Agree a clear deadline by when you are expected to have achieved the objective.
Make sure that the objectives set are spread out appropriately over the review
period.
Consider the competencies that are required to support the achievement of each
objective (this introduces the element of behaviours and attitudes – i.e. it’s not just
about what you do but also how you do it). Further information on competencies can
be found within NTU’s Competency Framework.
The final column allows notes to be documented regarding the achievement of each
objective.
PART 2: PERSONAL DEVELOPMENT PLAN
During the PDR review meeting you should agree with your Reviewer the
development you require in order to meet the knowledge, skills and competency
requirements of your role.
An example of a development need accurately captured is:
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Development Need
(What the person
needs to learn)
How to use mail
merge in Microsoft
Word.
Required Outcome
(What the person
needs to be able to
do)
Effectively create and
use mail merge
documents.
Action
(How the need to
going to be
addressed)
Attend Intermediate
Microsoft Word
Training
Who
(Responsible
person)
Reviewer
name.
PART 3: CONCLUSIONS
You should agree with your Reviewer at the beginning of the meeting who is going to
input the performance review information into the PDR Form for the current PDR year
and who is going to document into a new PDR form, the objectives and development
plan agreed for the forthcoming PDR review year.
When the performance review information has been documented on the form for the
current PDR year, it should be given to the Reviewer so they may add their
concluding comments and sign the form. The form should then be passed back to
you so that you may add your comments and sign the form. It is optional to add
comments however all forms should be signed.
If there are parts of the content of the form that you do not agree with you should
note these in the comments section.
Electronic signatures may be used where electronic copies of forms are in use.
Once the forms have been signed by you and your Reviewer you should each retain a
copy. It is the Reviewers responsibility to send a copy of the completed PDR form to
the relevant HR Team.
Alternative PDR Form (Grades A-C)
PART 1: KNOWLEDGE AND SKILLS
You and your Reviewer should ensure that you know and understand what you are
responsible for and what is expected of you. Your Reviewer should at the beginning
of each PDR year ensure that you understand your job description and the key
aspects of your role against which you are going to be reviewed (e.g. understanding
and complying with H&S rules and regulations, effective and efficient use of
equipment, appearance, time and attendance).
During the PDR review meeting the key areas of the job description that you have
achieved to the required standard should be noted along with, where appropriate, an
example of where you showed your knowledge or skill in that area.
The areas of the job description that you have not achieved should also be clearly
noted and an example given regarding what your Reviewer would expect to see you
doing in the future to show your knowledge and skill.
PART 2: COMPETENCIES
Your Reviewer in consultation with you should at the beginning of the PDR year
identify which competences set out in the NTU Competency Framework are most
relevant to your role (typically they will choose up to 4 competencies). They will also
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identify the level at which these competencies should be demonstrated for you to be
considered fully effective in your role.
When reviewing your performance your reviewer may ask you to demonstrate how
you have shown the required competencies at the required level in the performance
of your job. Examples should be documented and a conclusion reached whether the
examples provided show that the required competency level has been achieved,
exceeded or whether further improvement is needed.
PART 3: PERSONAL DEVELOPMENT PLAN
During the PDR review meeting you and your Reviewer should agree the
development you require in order to meet the knowledge, skills and competency
requirements of your role.
An example of a development need accurately captured is:
Development Need Required Outcome
Action
(What the person
(What the person
(How the need is
needs to learn)
needs to be able to
going to be
do)
addressed)
How to use mail
Effectively create
Attend Intermediate
merge in Microsoft
and use mail merge
Microsoft Word
Word.
documents.
Training
Who
(Responsible
person)
Reviewer
name.
PART 4: CONCLUSIONS
You should agree with your Reviewer at the beginning of the meeting who is going to
input the performance review information into the PDR Form for the current PDR year
and who is going to document into a new PDR form, the objectives and development
plan agreed for the forthcoming PDR review year.
When the performance review information has been documented on the form for the
current PDR year, it should be given to the Reviewer so they may add their
concluding comments and sign the form. The form should then be passed back to
you so that you may add your comments and sign the form. It is optional to add
comments however all forms should be signed.
If there are parts of the content of the form that you do not agree with you should
note these in the comments section.
Electronic signatures may be used where electronic copies of forms are in use.
Once the forms have been signed by you and your Reviewer you should each retain a
copy. It is the Reviewers responsibility to send a copy of the completed PDR form to
the relevant HR Team.
Appendix B - Completing the Accelerated
Progression / Contribution Award
Recommendation Form
If you are not informed by the given date that your Reviewer has made a
recommendation in respect of your contribution, you may submit an individual
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application by completing the Contribution Award / Accelerated Progression
Application Form.
The following guidance will assist in the completion of the form.
1) State if it is a request for a Contribution Award or Accelerated Progression (where
this is known).
2) State the name of the person making the recommendation - as this would be an
individual application, you should put your own name here.
3) Record the details of the individual for whom the recommendation is being made
– i.e. your own details.
4) Strong contribution across all aspects of the role – with reference to your job
description, evidence how you have made a strong contribution across all key
responsibilities and accountabilities within the role.
5) Outputs and achievements beyond those expected or agreed within the role –
with reference to your completed PDR Form, which should be attached, clearly
evidence where you have exceeded the objectives set and have contributed to the
strategic aims of the University (expand the form as required).
6) Exceeding the competencies required for the role – with reference to the
competency framework clearly state the level of competency required for your role
and evidence where you have exceeded those levels.
7) Sustained exceptional contribution over a period of time – make reference to the
time span over which the exceptional contribution can be evidenced.
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Tel: +44 (0)115 941 8418.
19
Appendix C - Process Flowchart________________________________________
Outcomes
Review of Past Performance
Future Development Needs Agreed
Future Objectives Agreed
Reviewer (line manager) Recommendation:
Reached
threshold
Normal
Progression
Contribution Award /
Accelerated Progression
Development
needs collated by
CPLD
Reviewed by Dean / Head of
Prof. Services
‘Second Round
Application’ - Individual
completes the AP/CA
Form.
Reviewer decides to
make a first round
recommendation?
Reviewing manager
completes the AP/CA
Form and adds their
comments.
YES
Reviewing manager adds
comments to AP/AC
form
NO
Dean / Head of Prof.
Services reviews
application /
recommendation and
adds their comments
Accept
Decision
YES
Process complete
Process complete
Successful letter issued /
payroll notified.
Head of College / SMT
Member reviews
recommendations and
decide if successful.
NO
Unsuccessful letter issued
by the relevant manager
Consistency
YES
review by
YES
Director of HR.
Award Granted
YES
YES
NO
Staff member
appeals?
YES
Senior Manager (no
previous involvement)
reviews appeal.
Successful?
YES
NO
NO
Process complete
Appendix D – Frequently Asked Questions
The FAQ section of this document will be developed in response to additional
questions that are raised in the use of the Performance, Development and
Contribution Review Policy and this Management Guidelines document.
Nottingham Trent University, Burton Street, Nottingham, NG1 4BU
Tel: +44 (0)115 941 8418.
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Q1 – I am on Maternity Leave / Sick Leave, when will I get a PDR?
It will depend upon your personal circumstances and preferences. If you are able and
wish to participate in a PDR whilst on leave, you may discuss this will your manager
who, if appropriate, will make suitable arrangements. Alternatively your manager will
arrange a PDR for you on your return to work.
Please note that any incremental increase and pay review which you are entitled to will
be actioned whilst you are on leave however you will not be entitled to make an
application for accelerated progression / a contribution award until you have participated
in a PDR review.
Q2 – I do not have agreed objectives for the current PDR review year – how
will my performance be reviewed?
The level of review will be limited however your manager will review your performance
against standards that it is reasonable to believe you are aware of and understand. Your
Reviewer may refer to your job description and person specification. They may also ask
you to write down what you think have been your key objectives over the review period.
It’s very important that you agree clear objectives for the following PDR review year.
Q4 – I have changed roles during this PDR review year – how will this be
accounted for in my PDR review meeting?
Your Reviewer may use the feedback form at Appendix E to obtain feedback from your
previous line manager. Your review will however focus on evidence of your performance
in your new role and your continuing development in this role.
Q5 – My Reviewer has not discussed with me the competencies that are
required for my role – what will happen?
You should check your job description and person specification as this may contain
information regarding the competencies that are required. In the absence of clear,
agreed competency requirements your manager may have a general discussion with you
around key behaviours for example: communication, teamwork, relationships. Ask your
Reviewer for a further meeting to agree competency requirements using the university
competency framework.
Q6 – I report to more than one manager, how will this be accounted for in my
PDR?
You will probably have one manager who you report directly to and another manager to
whom you have a ‘dotted’ reporting line. Your PDR should be conducted by the primary
manager (solid line rather than dotted line) however your primary manager will probably
request feedback from the other manager.
Q8 –My salary has been pink / red circled so I need a contribution award to
help my situation. How do I get one?
Contribution awards are not a legitimate means of addressing issues regarding Pink or
Red circling. Contribution awards will only be granted where there is clear evidence of
sustained, exceptional contribution.
Appendix E – Manager PDR Feedback Form
This form may be used to request feedback regarding a staff member who has
undertaken a previous role in the PDR review period or a staff member who has a dotted
line report to another manager.
From (Reviewers
(Reviewers Job
Nottingham Trent University, Burton Street, Nottingham, NG1 4BU
Tel: +44 (0)115 941 8418.
21
Name)
To (Managers Name)
Title)
(Managers Job Title)
Please provide feedback in respect of :
(Reviewees Name)
Key Achievements:
Areas for Development:
Summary Comments / Feedback:
Suggestions for future objectives and personal development:
Managers Signature
Date
Appendix F - Feedback Form
Please provide your feedback on this document, it’s content, layout, or your experience
of using it, to the Policy Development Manager, Corporate HR Team. Your comments will
be taken into account at the next scheduled review.
Name of document the feedback is in reference
to___________________________________________
Nottingham Trent University, Burton Street, Nottingham, NG1 4BU
Tel: +44 (0)115 941 8418.
22
Name of sender: ___________________________________ Date:
___________________
Location & Telephone Number:
_________________________________________________
Nottingham Trent University, Burton Street, Nottingham, NG1 4BU
Tel: +44 (0)115 941 8418.
23