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is a review of your progress - what you have done well and not so well,
how far you have achieved your objectives, what challenges you have faced and
how you have overcome them, what you have learned from your experiences and how
you can build on this for the future.
are work-related and developmental (personal, professional and career) and are
aligned with faculty or directorate objectives.
consists of an annual PDR meeting with a reviewer (between April and July each
year) and is normally supported by regular 1:1 meetings throughout the year.
PDR form supports the annual PDR review. Part 1 is a section for you to reflect
your progress during the past year and propose your priorities and objectives
for the coming year. Part 2 is completed by your reviewer after your annual PDR
meeting to give their comments, identify other issues discussed and agree your
work-related and developmental objectives for the coming year.
Research active staff are asked to reference your Personal Research Plan (PRP) in your
annual PDR and attach a copy to your PDR form.
PDR has always involved discussing both performance and development. We have
introduced 'performance' into the title to make it clear that discussing
performance is just as important as development.
The positive reasons why we are strengthening the performance element of
the PDR scheme are to:
is no prescribed number of staff for each line manager/reviewer. It will depend
on the nature of staff roles, the level of support they require and what other
responsibilities the line manager/reviewer has.
it is recommended that a line manager/reviewer has no more than 10 to 12 direct
Normally, the best person to conduct your review is
a line manager.
The role of the reviewer is to facilitate the
reviewee's reflections and planning via a supportive discussion using a
coaching style. To help reviewers to carry out this role, essential coaching
skills are now part of PDR reviewer training. This means that reviewers don't
necessarily need to have an in-depth understanding of everything that the
reviewee has been doing during the year because they draw on the reviewee's
experience of their own work to coach them.
It is important that all reviewers know what the
faculty or directorate priorities are and that they are aware of any issues
that need to addressed (e.g. from NSS results or module evaluations).
In the small number of cases where a staff member is underperforming, their line manager will meet with the individual concerned at a 1:1 meeting to present details of the perceived underperformance. This will then be discussed and if, there are still concerns about the individual’s performance, the line manager will propose a programme of action for improvement. Further details of the informal and formal stages of the Capability procedure are available.
The annual PDR meeting is not the appropriate place to raise underperformance for the first time.