Preparing
The key to a constructive and productive P&DR process is appropriate preparation on the part of both the reviewer and the reviewee.
Preparing the reviewers
Where reviewers have not carried out a Performance and Development Review in the past they should:
- familiarise themselves with the process (this reference guide is a good start but also refer to your faculty/department P&DR scheme)
- familiarise themselves with the specific P&DR scheme, including documentation, for their department (although all P&DR documentation has the same elements, the specifics differ across categories of staff and departments / faculties)
- take some time before the first annual review to explain the process and the documents required
Preparing for the annual formal review
The reviewer should allow plenty of time to plan for the annual formal review session and allow sufficient time for the session (one – two hours though this will vary across categories of staff and type of job).
Prior to the review meeting:
- preparation with reviewee
- confirm date / time / (private) venue
- confirm preparation required of reviewee (e.g. self assessment form)
- provide up to date information about department / faculty strategic objectives and operational plans as appropriate
- confirm methods for gathering information and feedback
- invite and address concerns about the process
- confirm planned structure of discussion
- confirm what each party wants to get from the process
- gathering information that may be required
- reviewee’s job description (which includes knowledge, skills, qualifications and experience required for the job)
- any previous review discussion notes and documents (including interim informal reviews)
- department / faculty strategic objectives and operational plans
- any relevant performance discussion notes, work samples
- any other relevant notes prepared through the year
- other preparation
- careful review of the reviewee’s self assessment form (in those departments / faculties where it is provided in advance of the annual formal review) and where they may potentially be areas of agreement and / or disagreement (so that any potentially negative areas can be dealt with in the most constructive and diplomatic manner possible)
- consider opportunities for contribution (potential performance objectives) and opportunities for learning (development objectives)
- as this is a two-way process, be prepared for the reviewee to have their own ideas and thoughts about the above
- Sources of information for the annual formal review include:
- reviewee’s job description
- copy of last year’s summary review in regard to objectives set and areas identified as needing improvement
- copy of last year’s personal development plan
- copy of the reviewee’s self assessment for this year’s annual formal review
- notes from interim informal reviews, particularly if amendments have been made to objectives
- relevant notes and documents accumulated during the year e.g. documents showing reviewee’s achievements etc
- department / faculty strategic objectives and operational plans
- any known key or emerging issues for the department / faculty
- any known information about financial and other resources available (e.g. budgets, staffing plans etc)
- Other sources of feedback include:
- where it is appropriate, gather feedback from multiple / other sources (e.g. clients / customers or supervisors who may have day to day responsibility for supervising the reviewee but not for carrying out the P&DRs) ; reviewees should be advised well in advance and the process explained
- ensure all sources of feedback are transparent, fair and non-biased
Preparing for the interim informal reviews
The reviewer should clarify with the reviewee the frequency, timing and structure of informal interim reviews in the department / faculty.
There are no formal documents required for the informal interim reviews; however, it is suggested notes are taken during the meeting as they can be helpful in preparing for the annual formal review.
The interim informal reviews are an opportunity to review how progress is being made towards performance and development objectives and performance standards.
Prior to the review meeting:
- preparation with reviewee
- confirm date / time / (private) venue
- confirm planned structure of discussion
- confirm what each party wants to get from the process
- gathering information that may be required
- the documentation from the annual review and any subsequent interim informal review
- any changes to department / faculty strategic objectives
- any changes to planned resources / activities of the department which may impact the reviewee’s performance or development objectives
- any relevant performance discussion notes, work samples, feedback from others (e.g. clients / customer; supervisors with day to day responsibility for supervising the reviewee but not for carrying out the P&DRs)
- any relevant information about the reviewee’s progress towards their development goals
Preparing the reviewees
Where reviewees have not participated in a Performance and Development Review in the past they should:
- familiarise themselves with the process (this reference guide is a good start but also refer to your faculty/department P&DR scheme)
- ask their reviewer to go over the process and explain any required documentation
Preparing for the annual formal review
The reviewee should expect to receive reasonable notice of the planned annual review and how long it is expected to take.
Prior to the review meeting
- preparation with reviewer
- confirm date / time / (private) venue
- confirm preparation required of reviewee (e.g. self assessment form)
- ask for (if not provided) up to date information about department / faculty strategic objectives and operational plans
- confirm methods for gathering information and feedback
- express any concerns about the process
- confirm planned structure of discussion
- gathering information that may be required
- job description (which includes knowledge, skills, qualifications and experience required for the job)
- any previous review discussion notes and documents (including interim informal reviews, previous summary review forms that are available)
- any relevant performance discussion notes, work samples, feedback from others (including clients / customers or supervisors who may have day to day responsibility for supervising the reviewee but not for carrying out the P&DRs)
Sources of information for the annual formal review include:
- job description
- copy of last year’s summary review with regard to objectives set and areas identified as needing improvement
- copy of last year’s personal development plan
- copy of your self assessment for this year’s annual formal review
- notes from interim reviews, particularly if amendments made to objectives
- relevant notes and documents accumulated during the year e.g. feedback from clients / customers or other supervisors who may have day to day responsibility for supervising the employee but not for carrying out the P&DRs, documents showing your achievements
- samples of work
Preparing for the interim informal reviews
The reviewee should confirm with the reviewer the frequency, timing and structure of interim informal reviews in the department / faculty.
There are no formal documents required for the informal interim reviews; however, it is suggested notes are taken during the meeting as they can be helpful in preparing for the annual formal review.
Interim informal reviews are an opportunity to review how progress is being made towards performance and development objectives / performance standards.
Prior to the review meeting
- preparation with reviewer
- confirm date / time / (private) venue
- confirm planned structure of discussion
- confirm what each party wants to get from the process
- gathering information that may be required
- the documentation from the annual formal review and any previous interim informal reviews since the last annual formal review
- the impact any changes to department / faculty strategic objectives have made on ability to achieve objectives
- the impact any changes to planned resources / activities of the department have made to ability to achieve objectives
- note of any other mitigating circumstances (e.g. unexpected staff shortages)
- any relevant performance discussion notes, work samples, feedback from others (including clients / customer and supervisors who may have day to day responsibility for supervising the review but not for conducting the P&DR)
- any relevant information about progress towards learning and development objectives
