The New National Performance Development Review PDR Process

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The New National Performance Development Review
(PDR) Process
ACPOS People Strategy
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INTRODUCTION
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Timetable

• Introduction
• Knowledge Check
• Performance Management Overview
• Objectives
• Break
• Behaviours
• Evidence Gathering
• Lunch
• Personal Learning Development Plan
• PDR Discussion
• Quality Checking
• Break
• PDR System Demo
• Summary/Close

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Aims

• To provide the knowledge and skills to
  effectively manage the performance and
  development of your staff
• To enhance your staffs' contribution and assist
  them to achieve their potential.

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Learning OutcomesAt the end of the training,
you will be able to

• Understand how individual performance impacts on
  team and Force performance
• Discuss and agree objectives with your staff
• Gather and assess evidence for your staff
• Review achievement of objectives and assess
  behaviours

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Learning Outcomes(cont)

• Identify and address development needs
• Complete a Performance and Development Review
• Carry out effective performance review
  discussions with your staff

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KNOWLEDGE CHECK
Complete the knowledge check/quiz, based on what
you have learned from the Video/CBT (Computer
Based Training) package
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PERFORMANCE MANAGEMENTOVERVIEW
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PERFORMANCE MANAGEMENT
Inputs
Objectives for forthcoming period
Personal Learning Development Plan (PLDP)
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What should be assessed in a Performance and
Development Review (PDR) ?

• Personality ?
• Achievements ?
• Attitude ?
• Knowledge ?
• Competence in current job ?
• Skills ?
• Behaviours ?
• Performance in current job ?
• Ambition ?

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PDR ROLES
Senior Manager (Managers Supervisor)
These are generic roles, independent of rank or
grade
Manager (Reviewers Supervisor)
Reviewer (First Line Supervisor)
Reviewee (Person whose performance is being
reviewed)
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OBJECTIVES
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Setting Objectives

• Focus on Platform for Success
• Aim is that everyone knows how they contribute to
  the overall Force objectives
• 3-5 objectives recommended

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Setting Objectives

• Objectives can either be
• - Role specific
• Developmental
• SMART objectives
• Quantitative (targets)
• Qualitative (standards)

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How to make them SMART

• SPECIFIC be clear about what you want to
  achieve, define the result or outcome.

• MEASURABLE by a quantifiable or qualitative
• performance measure e.g. how many?, to what
  standard?,
• by when?, how often?, saving, increase
  in... decrease in...,
• of...number achieved/processed, number of
  complaints. Also
• be clear how/where the measure is captured
  could be
• in a staff survey, a database, etc.

• ACHIEVABLE consider the individual, their
  experience,
• what should be expected of them? Consider
  also any constraints
• or external influences.

• RELEVANT - to their current role and should be
  easily linked
• to local department / Force goals. Shared
  objectives may be relevant
• to team situations but try to personalise
  them.

• TIME LIMITED this can relate to an actual
  completion
• date or cover the entire review period.

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Exercise

• You will be given a sheet giving examples of what
  we have now (these are real examples taken from
  recent appraisal reports)
• In groups, discuss whether they are SMART and
  re-draft them where necessary
• Work in 3s (15 mins)

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Exercise

• Choose one of the following Supervisory roles
  and
• consider what you would take
• into account when setting and
• agreeing objectives for individuals
• in your team
• set one objective for each team
• member
• Work individually (5mins) then discuss in groups
  (10mins)

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Support Staff Supervisor
Support staff 20 yrs service
Constable 4 yrs service
What would you take into account...?
2 staff on job share
Support staff 7 yrs service
Service Centre
Operational Policing
Sergeant
2 Constables 10 yrs service
Support staff 15 yrs service
Set one objective for each team member
Constable back from SPC last year
Part-time worker 3 days/wk
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Assessing Objectives

• Consider objectives
• SMART easily measured
• Consider circumstances outwith control

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Behaviours
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Behaviours
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Behaviour mapping PDR ---gt PABS
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Behaviours

• 11 Behaviours
• Between 8 and 11 Behaviours allocated depending
  on role and supervisory responsibility three
  predefined levels Essential, Supervisory and
  Managerial
• Allocation is not prescriptive e.g. Partnership
  Working, it can be added to the PDR record by the
  Reviewer.

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Allocation of Behaviours
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Assessing Behaviours
Title and Descriptor
Buttons show Exceeding (E) Competent (C)
Development (D) Indicators
Add Evidence of performance here
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Effective Communication Indicator Examples

• Indicators
• Examples of behaviour at three performance
  levels.
• Exceeding (E)
• Competent (C)
• Development (D)

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Buttons show Exceeding (E), Competent (C)
Development (D) Indicators
Assessing Behaviours
Title and Descriptor
D
C
E
Add Evidence of performance here

• You will need to
• Assess each behaviour against the descriptor
• Consider relevant evidence
• Review behaviour indicators to help decide on the
  appropriate rating
• Allocate a rating for each behaviour. Evidence
  must be added where the rating is HIGHER or LOWER
  than competent

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Exercise
Review the behaviour examples. Give a rating
for each one and indicate the evidence used for
this rating
Work individually (15 mins)
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EVIDENCE GATHERING
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Evidence Gathering

• What is Evidence?
• Evidence ...proof...verification...testimony...su
  bstantiation
• A comment about someones performance
• An objective achieved
• An observation of behaviour
• Comment on someones performance
• - dealing with an incident
• - delivering a piece of work
• Either positive or negative
• Should be verified/substantiated

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Evidence Gathering

• EVERYONE can gather evidence of their own
  performance
• POLICE OFFICERS can add evidence for any lower
  ranked officer
• SUPPORT STAFF - the immediate supervisor
  /managers can record evidence relative to their
  staff
• Anyone can report evidence to the reviewees line
  manager
• Individuals have the opportunity to acknowledge
  evidence received
• Use behaviour descriptors/indicators as a guide

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OVERALL SUMMARY RATING
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OVERALL SUMMARY
Achievement of Objectives Assessment of
Behaviours PERFORMANCE REVIEW


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OVERALL SUMMARY
Achievement of objectives
Assessment of behaviours
Sections 5 and 6 should balance the achievement
of objectives and the assessment of behaviours
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What should the summary include ?

• Achievement of objectives
• Assessment of behaviours
• Something that personalises the performance
• Conclude with a positive comment

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OVERALL RATING
A competent rating is achieving objectives AND
displaying behaviours at competent level
What if someone achieved all their objectives
but upset all their staff on the way?
What if someone displayed competent behaviour
but actually did not achieve any objectives?
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Avoiding bias or discrimination

• Stereotyping
• Perception
• Comparisons
• Halo or horns
• Similar to us

The more conscious we are of our own biases,
the more likely we will be able to form an
objective and balanced view of others
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Exercise

• Review the Overall Summary examples
• Mark as ? or x to indicate whether you consider
  them to be good or poor summaries. Give reasons.
• Work in pairs (10 minutes)

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PERSONAL LEARNING AND DEVELOPMENT PLAN
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PLDP Identifying needs
YOUR ROLE

• Help staff to see it as a chance to improve
  rather than a criticism
• Guard against it becoming a wish-list
• Actively think of (different) ways to meet the
  needs
• Your Manager will prioritise and authorise (to a
  training waiting list)

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Exercise

• Choose a behaviour consider the development
  indicator examples
• List different ways of meeting the development
  need

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PLDP Meeting needs
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Taking control....self development

• Strive to improve current performance
• Seek out opportunities for learning
• Assess own needs
• Assess own progress
• Experiment, try new or different things
• Learn from chance situations
• Reach conclusions about experiences
• Implement what has been learned

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PDR DISCUSSION
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PDR Discussion
PURPOSE

• Clarifying and agreeing objectives
• Monitoring performance
• Assessing performance
• Giving feedback
• Identifying development needs

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PDR Discussion key features

• Genuine 2-way discussion
• Unhindered by rank or grade
• Upbeat and forward looking
• Constructive, not destructive
• Good questioning
• Active listening

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PDR Discussion key features

• Honest
• Specific
• Acknowledge extra effort
• Regular best practise
• Always finish on a positive

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Feedback skills
... some facts ...

• Basic need for feedback
• Essential for good performance
• Positive feedback more beneficial effect than
  negative
• If given regularly and constructively, staff
  accept necessary negative feedback more readily

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Feedback skills
This is an area where we all have development
needs
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FEEDBACK

• Be genuine
• Be specific
• Acknowledge extra effort
• Give immediately

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Exercise

• Practise giving and receiving
• feedback (use situations from
• scenario cards)
• Work in 3s one giving feedback, one receiving
• feedback and one observing

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QUALITY CHECKING AND SIGN OFF
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QUALITY CHECKLIST

• Is the PDR balanced and effectively completed
• Are the behaviour ratings balanced and
  appropriate evidence given?
• Is there any over use of the competent rating?
• Do the summary of overall performance (Section 5)
  and the overall rating (Section 6) reflect both
  objectives and behaviours?

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QUALITY CHECKLIST

• Are the work objectives (Section 7) SMART and
  clearly linked to the overall Force objectives?
• Have development needs been reflected in the PLDP
  (Section 8)
• Is the PDR balanced and consistent with others in
  the team /across other supervisors ?
• Does the PDR indicate any outstanding
  issues or need further discussion?

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Exercise

• Review these completed PDRs and check them for
  quality
• Would you sign off these PDRs ?
• Work in 3s (15 mins)

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PDR SYSTEM DEMO
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PDR IN GRAMPIAN
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The Pilot

• ACPOS sponsored Project
• Pilot on behalf of all Scottish Forces
• Evaluation

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The PilotFirst year of operation

• Objectives taken from either
• Role Requirement
• PDP
• Job description
• Objectives derived from
• Platform for Success
• Behaviours similar to those in PABS
• Minimal evidence gathered
• Both appraisal formats (PABS and PDR) will be
  accepted for future selection processes or
  promotion boards

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The Pilot Special arrangements

• Special arrangements are required for
• Staff who do not have access to a computer
• Staff who are seconded out of Force

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CONCLUSIONS
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Learning OutcomesAt the end of the training,
are you able to

• Understand how individual performance impacts on
  team and Force performance
• Discuss and agree objectives with your staff
• Gather and assess evidence for your staff
• Review achievement of objectives and assess
  behaviours

63
Learning Outcomes(cont)

• Identify and address development needs
• Complete a Performance and Development Review
• Carry out effective performance review
  discussions with your staff

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SUPPORT

• Force Intranet site with link to Project Team
• Guidance notes
• Q/As
• Helpline to local support and to project team at
  SPC
• E-mail to a PDR focal point, reply within 2
  working days
• Request for assistance 1-1 coaching
• Range of videos, CD-ROMs and books that can be
  borrowed

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COURSE EVALUATION
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Timetable

• Introduction
• Knowledge Check
• Performance Management Overview
• Objectives
• Break
• Behaviours
• Evidence Gathering
• Lunch
• Personal Learning Development Plan
• PDR Discussion
• Quality Checking
• Break
• PDR System Demo
• Summary/Close