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An Introduction to the PDRs Workshop
(Reviewees)
The purpose of the Workshop
An overview of the PDRs in UL The process involved – from a Reviewee
perspective Reviewer Sessions – available
separately
The Purpose of the PDRs
Aligning University/College/Division/Department/Team/Individual Objectives
Promoting a culture of continuous Improvement
Understanding roles and expectations Supporting personal development Developing critical competencies –
Competency Framework now in place for Administrative Staff
The PDRs Review Cycle
UL Strategic Objectives
Faculty/Division Objectives
Team Objectives
Individual Objectives
Individual Objectives & Development
Plan
UL’s Mission
The mission of the University of Limerick is to be a distinctive, pioneering and connected university that shapes the future through educating and empowering people to meet the real challenges of tomorrow.
The University’s Vision
Our vision is to be internationally known as a distinctive, pioneering and connected institution that provides outstanding student experiences, actively engages in research and is globally and locally connected in terms of its contribution to economic, social and cultural life. Our vision is underpinned by a number of core values.
Four strategic goals have been identified to drive the implementation of our Strategic Plan 2011–15.
The goals focus on (i) the student experience; (ii) our research profile; (iii) our international focus;
and (iv) our contribution to the
development of the nation and the region.
Goal 1
To provide an outstanding and distinctive experience for every one of our students to enable them to become knowledgeable, skilled and confident graduates.
Objective – Increase retention rates to 95% - 1st year students
Increase taught post graduates students by 30% Student Population – Mature students 15% -
Students with disabilities 5% 7% Students form Socio-Economic
disadvantaged backgrounds
Goal 2
To further enhance our research profile and strengthen the impact of our research both nationally and internationally.
Objective – Increase the enrolment of doctoral students by 40%
Increase the number of publications in the ISI Web of Knowledge/number of books by prestigious publishers by 20%
Publication citations by 50%
Goal 3
Sharpen our international focus in all areas of activity.
Adopting the Business plan by March 2011 50% increase in the number of International
Students 30% increase in the number of students who
spend time abroad on their programme
Goal 4
To be renowned for the excellence of our contribution to the economic, educational, social and cultural life of Ireland in general and the Shannon Region in particular. Increase by 200% the number of students
participating in the President’s Volunteer Programme
Increase by 300% the volume of teaching and research collaborations with MI
Doubling by 2015 the number of staff who have completed the Irish Language Programme.
4 Enablers
People Resources Quality Communication
Purpose of the PDRs
Clarity on what the University can do/needs to do to support staff in achieving its goals.
Aid to performance Consistency in management practice
across the University both for Faculty and Staff.
People take accountability for their own performance.
The Purpose of the PDRs
Recognising staff achievements Promoting communications between
Managers/Supervisors and their staff Formalising what you do already within
a Performance Management Framework.
Good Management Practice.
3 STAGES IN THE PDRS PROCESS
• Pre-Review Stage – Planning & Documentation
• The Planning/Review Meeting• Post-Review Stage – The follow-
through and implementation
Two aspects of the review
Two key aspects to the review process Looking back
Review performance against targets in the previous year Review display of competencies required for the role
Looking forward Setting targets for the following year Discuss competencies required for the role Identifying any development needs and plans for
development interventions Agreeing the action plans for both
First Meeting – Planning Meeting
Objectives of the Review stage
Formally review performance of previous 12 months on targets and competencies.
Construct a narrative based on achievement of Targets and display of competencies
Agree targets for following 12 months.
Agree changes to competencies (if necessary)
Agree training and development plan for next cycle.
Provide a means by which individual contributions are recognised
Provide feedback on individual performance Assist staff to develop themselves to their full potential,
overcoming any problems in agreed ways which they themselves help to define.
Essential aid to monitoring performance during the probation period.
The 1-1 Review discussion is intended to
Benefits of effective review ? Exercise
What are the benefits of an effective review of performance to:
The Organisation The Manager/Head of Department The Job Holder
Benefits of an effective review of performance
The Organisation Improved performance of it’s people and as
a consequence, of the organisation itself. Links individual’s targets to the
organisation’s strategy and key corporate goals.
Fair and consistent processes in the management of people.
Greater internal flexibility Mechanism for obtaining feedback and new
ideas.
Benefits of an effective review of performance
Managers Improved communication with staff through
feedback Have a consistent approach for giving
feedback and encouragement Deal with problems more effectively,
proactively Allocated undisturbed time to each
employee Opportunity to invite feedback on your
management style.
Benefits of an effective review of performance
Jobholders: Know how they are doing Know what is expected of them Receive recognition and praise Heard and respected Receive help and encouragement Take ownership for their performance They get accurate feedback based on
performance against agreed objectives
Exercise
Advantages of a PDRs System Challenges of a PDRs to the Reviewee
Communication Increased awareness Provides an overview Aligns personal and departmental
objectives Highlights problems Identifies training needs Increases efficiency Improves morale Improves quality of services Permission to change culture
ADVANTAGES OF THE PDRs
Challenges
STRESS- of interview TIME
in preparation for self assessment and Performance Management interview
in holding interviews in following up on interview increases departmental work load
Challenges
FEAR OFExposure, criticism, conflict, unrealistic
expectations, prejudice, personality clash, coercion, disciplinary proceedings, unrealistic targets. Insensitivity, lack of confidentiality. (From reviewees)
Subjectivity, insufficient skills, conflict. (From reviewers)
Challenges
Concern that :Performance Management may encourage
staff to over value themselvesPerformance Management may create
unrealistic expectations among staff leading to decreased morale
Performance Management may create a situation in which "lobbying"for self interest might occur
Challenges of PDRs
Unrealistic expectationsDocumentationPoor unprofessional review
PDRs at UL
Who should be reviewed?- All categories and levels of Staff including staff on Probation
- Exempt Staff
Within one year of retirement
PDRs at UL
Who will conduct the review?Deans or Head of DepartmentDivision Director, Department Manager/Supervisor –
i.e. the person you report directly to.Other appropriate nominated reviewers
How many meetings are required per year?
1 Formal Meeting per annum Year 1 - Planning Meeting – Looking Forward Year 2 – Review of Performance against
agreed objectives and agreement on objectives for year ahead- Look back & forward.
Development Plan reviewed and new plan agreed. and then an annual review meeting.
The Role of the Reviewer
Appeal to the Head of Department or the next most senior member of staff i.e. The reviewer is your Manager’s Manager and may be involved in your 1-1 meeting if required.
Requested in place of the Manager where there is a specific problem. Reviewee has a concern about the nominated Reviewer
Reviewee and Reviewer cannot agree objectives- Reviewer can help the manager and jobholder reach agreement if necessary (i.e. act as a mediator)
Remain objective in the process
What is in the system for me, as an employee?
Work for a target driven organisation Have my performance validated against clearly
defined targets (evidence in writing – can be used for promotion purposes if desired)
Receive recognition for my contribution to organisational goals
Have clarity on what is expected of me, and what people think of my performance in those areas.
Fairer system Identify my training and development needs on an
ongoing basis Give me an opportunity to give feedback to my
managers and the organisation
Exercise
Identify what you feel are the responsibilities of the following people, to ensure the effective implementation and use of the PDRs process: Responsibilities of the JobholderResponsibilities of the Manager
Individual Roles
Jobholder Be positive about PDRs system Be actively involved in the process Be assertive but not aggressive Define your own job clearly Be clear on what is expected of you in your role Identify your own development requirements Review your own progress on an ongoing basis Show initiative Be flexible and open to change Communicate openly with colleagues & managers
Manager
Be positive about PDRs system Encourage an open supportive climate – promote two way
communication Be assertive Work with staff to develop the department/team work plan Clearly communicate the team objectives Complete and agree performance and development plans with
individuals Prepare an overall training and development plan for the section Monitor progress, coach and support their staff Maintain up to date documentation/records supporting the
process Involve team in agreeing Division/Department plans Negotiate time and budget for development of staff.
The System
Performance and Development Review System – Planning Process
Meet with Line Manager/Supervisor to discuss and agree on individual objectives – initial planning meeting.
Feedback & Coaching This is a two way communication process. This should
happen informally on an ongoing basis.Annual Review Meet with Line Manager/Supervisor to review
Achievements and challenges and mutually agree objectives of the year ahead.
Probation Process – New Employees
The form Reflect on the last 12 months Reflect on the next 12 months
PLANNING & PREPARATION
The Form
3 Sections Personal Details: Individual Objectives –
• Key areas of your job (what you must focus on)• Objectives - SMART• By When – deadlines – within a day of receipt of
application etc.• Progress/Achievement – at end of year – review
stage
Individual Objectives
Key areas of your job – • What are the key responsibilities of your job• Key performance areas (Column 1)• Objectives (Column 2) – What you need to
accomplish to deliver on your key performance area.
• (Column 3) By When – Deadlines e.g. process student applications – by when – in 1 day of receipt of application.
• (Column 4) Progress – How the objectives has or has not been met. Comments. Utilise form during progress meetings during the year.
Individual Development Objectives
Development Objectives Development Action (s) By When Progress/Achievement
What needs to be in place before embarking on the Planning Phase:
A Faculty/Division Plan which has been translated into Section Plans
A commitment to the PDRs process by the management team and staff
An environment of participative consultative management
A thorough understanding of the PDRs process by all staff and management
Why Set Goals
To deliver organisation performance To stretch and challenge individuals To link an individual's performance to the
achievement of higher goals. To promote a means for measuring progress To focus behaviours To motivate and develop the individual
ACTION PLANS
Must be owned by reviewee: Setting objectives
Specific Measurable Attainable Relevant Time
Identify action strategies Assess action strategies Reviewee formulate plans with
support Reviewee implement plans with
support
Purpose of the Planning Phase
Set Objectives for the job for the year Establish competencies required to
achieve results and training and development required to address needs identified
Agreeing Objectives
Elements involved: Establish objectives of the job Identify key performance areas of the job Decide on key objectives in the key
performance areas for the year Establish factors that will influence
achievement of agreed objectives (enablers) Identify and agree competencies required Identify gaps in required competencies Agree a personal development plan
Individual Objectives
Development Objectives
JOB
What We Do: Key Areas of our Jobs
How We Do It: Core Competencies
Objective 1 Objective 2 Objective 3 Objective 4 Objective 5
Examples Leadership Focus on student
development Teamwork Focus on Results Continuous
Improvement
Figure 2: Performance and Development Review System - Planning
+
RESULTS
The PDRs Planning
Key Elements
Not about measuring the level of activity that you are undertaking in your role/section/college/division.
It about outcome of activities - what those outcomes mean in terms of accomplishments, and how they move the organisation nearer achieving its stated strategic outcomes.
Goals
Statement of general direction or intent Broad, timeless and unconcerned with
particular achievement within a specific time
Are aspirations.
Performance Measures
A performance measure is a gauge which tells you –
The degree to which a goal/objective has been achieved
orWhen a standard has been met, exceeded or missed.
Remember if a goal/objective cannot be measured, attainment can never be known. What gets measured gets done!
Exercise
What an effective PDRs Meeting should look like?
An effective PDRs Meeting
Good body language 2 way communication Honest & Truthful Private meeting place – adequate time & space Both parties prepared Neutral venue Structured Clarity no vagueness Conflict – dealt with honestly, openly & constructively Be prepared to take and give feedback.
What an effective PDRs meeting should look like
Have an agenda Set ground rules Draft documents circulated in advance Shouldn’t be negative Shouldn’t be personalised Focused – keep to the point Sincere – both sides Willing to engage
Exercise
Attitudes required by the Manager Job Holder
to ensure an effective review meeting.
Attitudes required for an effective review meeting
The Manager Honesty Listening Questioning Constructive Feedback Problem Solving Negotiating Suggesting Assertiveness Acknowledging
Attitudes required for an effective review meeting
The Job Holder Honesty Listening Staying open Constructive Feedback Looking for opportunities to learn Avoiding defensiveness Developing Assertiveness
An effective PDRs Meeting
• For the PDRs meeting to be effective both people must come to the meeting prepared.
• Prepared means:• Clarity on department’s goals are, and how they
relate to your job. • Team objectives clear and agreed in advance.
This will help you focus on your role and how your role contributes to the team’s objectives.
An effective PDRs Meeting
• Consider specific objectives that you would be seeking to achieve in your job to contribute to the department meeting those goals, and what you may need from your manager to enable you to meet these objectives.
Role of the Line Manager
To assess performance against agreed targets To identify potential for improvement both in
individual’s job performance and service delivery To give open and honest feedback Proper performance feedback will assist the
communication process and reinforcement of
standards to staff
OPENINGS
Openings
A bad opening can make it very difficult to have a useful discussion
How you say things can be just as important as what you say.
OPENINGS
Openings
An Opening is more likely to lead to a useful discussion if it
Displays respect. Empathy. Establishes rapport. Builds trust. Sets the tone. Outlines the purpose and structure.
What will make the PDRs Work
The most important aspect of the PDRs process is:
Time allocated to formal 1-1 annually to: review how work is going whether the accomplishments required by the job
are being met, and to acknowledge good work that is being done.
Timing of meetings – must be a mutually agreeable time.
On-going review meetings
1 formal meeting but it is vital that managers and jobholders meet informally throughout the year to discuss progress toward agreed objectives, both work objectives and development objectives.
Agree frequency of on-going meetings and when & where they will happen. be.
ACTION PLANNING
Action Planning is the process that the PDRS discussion builds to. The quality of the Action Plan will depend in large measure on the quality of the discussion
Objectives
Stated using: Action verbs such as :
To reduce To increase To demonstrate
Targets- Measures
Specific statements that describe results to be achieved
Quantifiable and/or observable achievements that can be measures.
Should be differentiated from activities or strategies employed to obtain them.
Are measured expectations.
Indicators/Measures
Once you know what you are required to achieve, you need to decide on what evidence/proof would be acceptable to show that you are delivering what is required.
Outline your key targets/objectives Decide on the indicators that will be
used to show that targets are met.
Measure
Measures are the products or services (the results) of employee and work unit activities and are generally described using nouns. The examples of outputs
files that are orderly and complete a software program that works accurate guidance to customers a report that is complete and accurate
Are these goals or objectives:
To improve the quality of customer service By April 2007, 90% or more of the
management staff will demonstrate understanding of the PDRs
To promote more co-operative attitudes among the staff in the Department
To reduce waste paper in the print shop by 5% over the next 3 months.
Outcomes
Outcomes are the final results of an organisation’s products and services (and other outside factors that may affect performance). Examples of outcomes could include:• increased number of students signed up on
particular courses• Increased availability of research resources
available for student use during term time.• Reduction in the level of absenteeism in a
particular area
Exercise Pg 39 & 40
Using the information gathered in the previous step, write 1 objective that you need to accomplish in your role setting out the:• Strategic Goal it links to • the Department Goal• the measurable outcome and • the target date to be completed.
Writing Individual Goals/Objectives & Measures
Linked to the Organisations/Departments Objectives
Challenging but realistic Prioritised Measurable.
Section 2 – Individual Development Objectives
1. Development Objective – reflect on the level of competence of the job holder in relation to the key competencies of the role – identify any gaps – Competency Framework.
2. Development Actions (pg 69 -71)3. By When4. Progress Achievement
Checklist
Job Holder Set time aside in advance of the review meeting. Complete a self review and draft form setting
out progress made on targets Where satisfactory progress has not been made,
honestly review the reasons for lack of progress. Review whether you have displayed the
competencies required for the job. Identify what you want to achieve professionally
and personally for the next 12 months.
The Competency Framework
A common definition is that competencies are: Clusters of behaviours, skills and knowledge which
are needed to undertake a job effectively. Competencies are a signal from the organisation to
the individual of the expected important areas and levels of performance.
They provide the individual with a map or indication of the behaviours that will be valued
Provides a transparent process where differences between grades are transparent.
How the Framework works:
12 Behavioural Competencies have been identified
Each Competency is divided into 5 levels. Each of these levels reflects a job
family/constituency i.e. Level 5 reflects the level of competence required for people at SAO1 whereas Level 1 reflects the level of competence required for people at Administrator level.
Common Learning Strategies
On the job Training Examining precedents Lunchtime presentations Press cuttings Website Library One to one coaching Additional Assignments/ Project work Rotational Assignments Shadowing another performer Further study.
Three important things to remember
It is not a sign of weakness to ask for feedback – means you are eager to learn
Ask for feedback from people with who you find it easy to communicate and whose views you value.
Use your interpersonal skills to gain as much useful information as you from those giving feedback.
RECEIVING FEEDBACK
Be open: to learning and change;
If unclear, ask for explanations & examples;
Summarise briefly to check understanding;
Check validity with personal assessment;
Check with other sources if needed;
Be assertive, not defensive or aggressive.
Checklist for preparing for the Planning Meeting (Job Holder/Reviewee)
Be clear on the Division/Faculty objectives Be clear on own objectives to be achieved this
year Identify the competencies required for your
job Identify your own areas of strength and areas
for development in relation to competencies.
Checklist for preparing for the Planning Meeting (Job Holder/Reviewee)
Think about how these developments can be met e.g. special projects, assignments, delegation of work etc.
Look at any obstacles that might exist Prepare a draft form and give it to your
manager in advance.
During the Planning Meeting (Job Holder/Reviewee)
• Be prepared• Be open to feedback• Use active listening skills• State your views in a positive, assertive
manner but not aggressively• Be clear about the opportunities you
wish to get from the process
After the Meeting
If unhappy with the process be proactive in addressing it.
Book development plans items into your diary and book agreed formal training programmes.
Review your objectives and develop plans as to how you will go about attaining these objectives
Follow through on any commitment given during the planning meeting.
What happens the information.
• Review Forms held jointly by the job holder & Manager.
• Summary reports produced by Managers on key themes arising for each Department – forwarded to LD&EO Section
• Development needs will inform the Corporate Training & Development Agenda.
Phase 2
Review Meeting – consider if objectives have been achieved – key competencies been developed & displayed; Development issues been addressed.
Complete draft form in advance of the meeting updating your progress on last years objectives.
Review progress on development issues Review if the system is working as it is meant to Give and receive feedback. Agree targets and development needs for the coming
year.
Impact of a successful Impact of a successful PDRS systemPDRS systemImpact of a successful Impact of a successful PDRS systemPDRS system
Link between individual,
Team, College/Division objectives and overall
University goals Promotes a culture of
continuous improvement
Working to a common aim
Managing performance on a day-to-day basis
Improved motivation by Improving role clarity
Increased level ofaccountability
Remember
You are entitled to this time for a 1-1 meeting with your manager
You are entitled to expect open and honest feedback
Your meeting should be conducted in a professional and appropriate manner
Issues – refer to Dean/HOD or HR. Information http: www.ul.ie/hr - Learning
Development & Equal Opportunities
Any QuestionsThank You