Performance and Development Reviews (PDR)
Performance and Development Reviews (PDRs or appraisals) are an important opportunity to reflect on achievements, understand objectives, make plans and identify opportunities for career development. Effective PDRs are based on ongoing career and development conversations throughout the year. These one-to-ones allow opportunities to be seized in a timely manner and progress reviewed in a meaningful way.
- Guide for reviewers to structuring an annual review meeting (.pdf)
- Guide for reviewees (.pdf)
- Example PDR template (.docx)
- Recording the annual meeting using People Manager (reviewers) and HR Organisers (reviewees)
Flexible PDR format
Recognising the varying roles across the organisation, there is no prescription on format for recording a PDR. There is also no expectation that records should be duplicated. Where approaches to performance and development already exist (such as pathway to permanency, research plans, preparing for promotion and peer review etc.) these can be considered as a PDR record. Where no such records are available an example PDR template (.docx) is available should you wish to use it.
In this context, it is recognised that in some cases (e.g. academic colleagues) reviewers may not always be line managers and could be peer mentors or senior members of the department.
Recording PDRs
To understand engagement with the process we are recording date and occurrence of the annual review in People Manager and HR Organiser. There is no requirement to log observations / outcomes of the process centrally, but a formal record should be shared and agreed between the reviewer and the reviewee.
Please ensure that you record the annual PDR meeting. This can be done in the Forms and Feedback section of People Manager (reviewers) and HR Organiser (reviewees).
Tips for reviewers
Hold regular one-to-one meetings
Regular one-to-ones are key to effective line management relationships. They enable timely discussions on how work is progressing against objectives, as well as opportunity to establish plans, gain feedback and support well-being. They also focus on development and progression, can be short and relatively informal.
There are resources in the Develop at Essex Exploration Tool to support your conversations.
Development conversations
Development conversations (.pdf) are about exploring skills, opportunities, and areas for growth with your team members. Remember that development is not always about promotion. Nor is development achieved by training alone.
Skills, knowledge and experience can be built through variations in current work, learning from peers, mentoring, self-reflection and involvement in the wider activities of the University.
Some considerations for a development conversation:
- be aware of the development aspirations of your team
- listen actively – listen to understand instead of listening to respond
- use open questions to explore goals – explore our Coaching Essentials for Managers Moodle resource for tips
- be open minded and allow for creativity – different goals can be achieved in different ways
- provide feedback – provide constructive and supportive feedback
- encourage a growth mindset – see our guidance on growth mindset
- set goals and objectives – many of these will relate to team and organisational objectives. However, there is also an opportunity to identify personal goals. You can use the S.M.A.R.T model (.pdf) to set effective goals
- discuss alternative opportunities for development – it's not all about training, eg. getting involved with University events and committees
- track progress – track, record and review progress. Problem solve any issues
- be flexible – goals and objectives can change to remain relevant to reality. Be flexible with goal setting. Celebrate success and acknowledge change
- download the development conversations graphic (.pdf) to support your conversation
Reflective practice
Reflecting on your own practice and encouraging others to do the same is key to effective PDR. A guide to reflective practice (.pdf) is available to support this.
Career stage conversations
Routine conversations at key career stages will continue. For example, conversations linked to induction, probation, and promotion will offer opportunities for managers to understand the strengths of colleagues and where additional support may be needed.
Managing poor performance
Any issues with performance should be identified and addressed appropriately as they arise in line with the University’s capability procedure (.pdf). The annual PDR meeting should not contain any surprises for you or your team member.
Tips for reviewees
Take part in regular one-to-one meetings
One-to-ones are routine contact with your line manager / reviewer, enabling timely discussions and feedback on how your work is progressing against objectives, as well as an opportunity to establish plans and support your well-being. They also focus on development and progression and can be short and relatively informal.
There are resources in in the Develop at Essex Exploration Tool to support you and to assist you with identifying opportunities to build your skills, knowledge and experience.
Development conversations
Development conversations (.pdf) are about exploring your skills, opportunities, and areas for growth. Remember that your development is not always about promotion. Nor is development achieved by training alone.
Skills, knowledge and experience can be built through variations in your current work, learning from peers, mentoring, self-reflection and involvement in the wider activities of the University.
Reflective practice
Reflecting on your own practice is key to an effective PDR. A guide to reflective practice (.pdf) is available to support you in developing this skill.
Mentoring
Peer mentoring is available, providing you with the opportunity to reflect on personal development, strengths, and opportunities with an experienced colleague.
Mentoring is not about formal conversations checking on progress, but an opportunity to discuss ideas, explore development routes and receive guidance.
Take a look at our mentoring page for more information. You could also engage with the peer mentoring database to identify somebody that could mentor you
