Personal development review (PDR) policy

1 Introduction

The RDaSH personal development review (PDR) process plays a critical part in achieving the trust’s objectives and places our values and behaviours at the heart of everything we do.

The trust is committed to giving every colleague the opportunity to develop the knowledge, skills, capabilities and behaviours to do their job, to consistently put these into practice and be a part of a process to ensure that personal development needs, and talent management are identified and supported.

It is essential that all employees have:

a clear job description
a person specification
knowledge of mandatory and statutory requirements of the role
access to appropriate training and development opportunities and talent management opportunities
clear objectives linked to the objectives of the organisation
knowledge and understanding of the trusts’ values and behaviour framework (appendix D) and have the opportunity to demonstrate how they apply these within supervision and PDR activities

2 Purpose

The purpose of the personal development review (PDR) process is to look at the way in which the post holder is developing in relation to:

the duties, responsibilities of their post and their current agreed objectives
the application of knowledge, skills, capabilities, and behaviours within the workplace
the consequent development needs of the post holder
longer term career development aspirations
how the trust’s values positively influence how you work (appendix D)
the health and wellbeing of the post holder

The PDR is based on looking at how the post holder is applying their knowledge and skills and developing to meet the demands of the post as described in the job description and person specification. The PDR is a time when all of the discussions that have taken place throughout the year, within supervision arrangements, are brought together and jointly reflected on.

Objectives should relate to the key areas of responsibility in the job and identify the areas of improvement or change agreed for the next year. These objectives can be supported or underpinned by values and behaviours as identified in appendix D. Objectives help to provide focus for the post holder. Objectives are recorded on the PDR documentation and should be SMART objectives. Objectives are personal to your role and it is recommended that you should not exceed 10 objectives in any year.

Appendix B, personal development review, should be used for agenda for change bands 3 and above. Band 2 colleagues with career aspirations should be reviewed using the standard PDR form.

Appendix C, personal development review, short form, should be used for agenda for change band 2.

PDR is an opportunity to demonstrate that we value everyone’s contribution.

In line with the NHS people plan (opens in new window) RDaSH is introducing a more systematic and structured approach to succession planning and talent management which will complement the PDR process.

As part of our approach, it is recommended that line managers start to engage all staff in career conversations using the maximising potential conversation tool (opens in new window) and documenting conversations using appendix E, career conversation feedback summary.

3 Scope

This document applies to and is relevant to all colleagues of Rotherham, Doncaster and South Humber NHS Foundation Trust employed under the agenda for change national agreement, or any colleagues remaining on local terms and conditions.

4 Responsibilities, accountabilities and duties

The personal development review (PDR) is a trust mandatory requirement for all colleagues subject to agenda for change terms and conditions.

This policy applies to all colleagues of Rotherham, Doncaster and South Humber NHS Foundation Trust employed under the agenda for change national agreement. The policy excludes colleagues not covered by agenda for change, including board level directors, doctors and people not employed by the trust, for example, agency colleagues and contractors who have separate arrangements for personal development reviews.

4.1 Directors

On behalf of the executive team, the director of people and organisational development will provide assurance to the board that PDR is carried out in accordance with this policy.

4.2 Care Group Senior Leadership teams

The Care Group Senior Leadership teams have the responsibility to set the culture that supports the requirement for all colleagues to participate in PDR and to ensure that colleagues are given the time to fulfil their PDR responsibilities.

4.3 Line managers

Accountable for:

ensuring new starters have an informal meeting within three (3) months of completing their corporate and departmental induction with their line manager to discuss their objectives and annual PDR
ensuring equity in the allocation of resources or support provided to enable agreed learning and development needs to be met
ensuring all reviewers have received the necessary training and have the skills to fulfil their role as a reviewer
making arrangements for the PDR discussion to be incorporated into the post holder’s normal working hours or to use time off in lieu (TOIL) arrangements
maintaining up to date records of PDR’s by the reviewers for all post holders within the care group or directorate and the completion date is inputted locally onto the colleagues’ training records on electronic staff record (ESR)
incorporating preceptorship into PDR processes where relevant for registered colleagues and the care certificate for unregistered clinical colleagues

4.4 Reviewers

Reviewers are responsible for:

ensuring that the review takes place at the appointed day and time, adequate notice (minimum of four weeks) should be provided to the post holder to undertake preparation for the PDR
managing the PDR process in their specified work areas ensuring post holders have an annual PDR
ensuring they have undertaken the necessary PDR reviewer training before conducting a PDR
ensuring that the post holder is aware of the PDR process and their role and responsibilities within it
being familiar with the post holder’s job performance and the requirements for their post
provision and completion of the PDR paperwork to comply with the documentation process route relating this to preceptorship or care certificate documentation where applicable
ensuring the post holder and reviewer retain a copy of the PDR documentation (appendix B or appendix C) and where applicable preceptorship or care certificate documentation
where significant changes to the job description have been discussed and agreed by the reviewer and post holder, seeking advice from the human resources department for its potential impact on the job evaluation of the post
ensuring HR are informed if a post holder scores ‘needs improvement’ as they will not receive their pay step progression

4.5 Employees

Employees are responsible for:

ensuring they are prepared to engage in the PDR on the appointed day and time and provision of their mandatory and statutory training matrix in order to review this during the PDR process
understanding the PDR process, for which there is PDR awareness sessions available
alerting their line manager if they have not had a PDR
engaging and working towards regulatory body registration or revalidation processes to remain a registered practitioner and fit to practice, the PDR process offers an ideal forum for reflective discussion, challenge, and evidence for colleagues around re-registration or revalidation and an opportunity to obtain practice related feedback
the employee should refer to supervision discussions that have taken place throughout the year to assist them in completing the PDR
engaging and completing, where applicable, preceptorship or care certificate programme

Employees should be aware that if they score ‘needs improvement’ they will not receive their pay step progression.

5 Procedure or implementation

5.1 The personal development review (PDR) process

The PDR process is compulsory and is to complement the regular ‘job progress’ and supervision discussions between managers and colleagues throughout the year.

A PDR must take place at least once a year.

5.1.1 Stages

The PDR process consists of four stages:

joint review of work against the demands of the post and any agreed objectives and targets
jointly produce personal development plan, identify learning and development needs, goals and how these will be met
learning and development by post holder supported by their line manager
joint evaluation of learning and development and its application

5.2 Stage One

Joint review of work, this takes place between the post holder and a reviewer who will normally be their line manager.

The role of reviewer will usually be delegated by a recruiting manager. For example, where the has too many direct reports and needs to share the accountability in order to have more effective and timely PDRs or where particular professional or technical input is required, or where there are significant contra-indicators to the line manager undertaking the PDR. In such cases, an alternative reviewer will be identified by the recruiting manager in consultation with the Post Holder with the intent of reaching a mutually acceptable alternative. It is a requirement that the designated person has attended the PDR reviewer training.

The basis for the PDR will be the reviewing and setting of objectives, accompanied with the reviewing of the knowledge, skills, capability and behaviour requirements of the post.

The PDR process will take place throughout the year and should be reviewed within your supervision discussions to ensure you are on track to meet your objectives.

The post holder should complete the PDR documentation (as identified in the guidelines) prior to the review to assist with the process.

The post holder will also consider the impact on their work of the learning and development undertaken since the last PDR. The individual’s mandatory and statutory training matrix will be reviewed to ensure the trusts’ training requirements are being met.

The outcome of the joint review is recorded on the PDR documentation (appendix B or appendix C) and where applicable is related to preceptorship and care certificate documentation. This will be a signed record of progress achieved and any learning and development needs will have been identified. A copy of the PDR documentation will be retained by the post holder and the reviewer and the post holder’s line manager if the line manager is not the reviewer.

5.3 Stage 2, joint personal development plan (PDP)

The review at stage 1 flows into the preparation of an agreed individualised plan, Section 3 of the PDR documentation.

This identifies the following:

talent, career planning and professional requirements
health and wellbeing
objectives for the year ahead
personal development planning

Section 3 will capture objective(s) discussed and agreed during the PDR and identify how the objectives will be achieved, support required and a proposed timeframe.

5.4 Stage 3, learning and development

This stage is crucial as it is through learning and development that the post holder develops their knowledge, skills, capabilities and behaviours to apply to their work and supports their personal development.

The training and development plan identifies and records the post holder’s learning and development requirements and requests. Timescales for achieving the listed requirements and requests should be specified and will normally be undertaken before the next PDR. The post holders’ learning and development requirements should be reviewed within supervision discussions.

5.5 Stage 4, joint evaluation of learning and development

The purpose of this stage is for the post holder to reflect on the effectiveness of their learning and development in increasing their knowledge and skills. The evaluation stage is not the end of learning and development, it should take the post holder and reviewer back round the cycle and inform the next PDR.

The trust provides PDR training for all colleagues who have the responsibility of reviewing others (reviewers) who have not previously been trained in this area. It is compulsory for colleagues taking on responsibility for reviewing others to attend this training programme. Training workshops will be delivered throughout the trust for all Reviewers.

The trust will provide a variety of educational, learning and development activities to assist the post holder’s learning needs identified in the PDP and training and development plan. Information is available to service managers, reviewers and post holders via the trust’s learning and development programme and on the trust’s intranet.

This policy assumes that sufficient time is built into the working arrangements of all colleagues to enable the PDR process and associated training to take place.

HR will be informed by the reviewer if a post holder scores ‘needs improvement’ as they will not receive their pay step progression.

5.6 Confidentiality

Post holders and reviewers must respect the confidentiality of the PDR process. The only people with access to a post holder’s PDR record will be the post holder, their reviewer (and, or designated reviewer if not their line manager) and their recruiting manager.

PDR documentation should be kept in a secure place in line with the trust’s policy on data protection.

The reviewer is responsible for ensuring that the PDR review date is recorded on the electronic service record (ESR). This information is a requirement of Department of Health for the monitoring of the PDR process.

5.7 Disagreements

In the event of disagreements and or disputes in connection with the PDR process, the following will apply,

The recruiting manager and the post holder may initially seek internal support in the form of an independent review from a mutually agreed third party. This third party may in turn seek further information from the parties involved in order to resolve the dispute. Where this approach is adopted the outcome of the independent review will be binding on both parties.

If the dispute concerns the post holder objecting to his or her line manager undertaking the review, then the recruiting manager will assess the reason(s) for the objection and determine whether an alternate reviewer will be identified.

If the dispute concerns the post holder not accepting the outcome of the review, then the grievance procedure may be initiated by the post holder. Colleagues are advised they can contact their union or professional organisation for advice or support and should refer to the grievance and dispute policy for further information.

6 Training implications

6.1 All colleagues

How often should this be undertaken: One off.
Length of training: Update provides an option to watch a video or podcast.
Delivery method: Update on policy provided via trust communications.
Training delivered by whom: Update provided by Learning and Development team.

6.2 Reviewees (new to trust)

How often should this be undertaken: One off.
Length of training: 1 hour.
Delivery method: MS teams.
Training delivered by whom: Learning and Development team.
Where are the records of attendance held: Electronic staff record (ESR).

6.3 Reviewers (new to trust)

How often should this be undertaken: One off.
Length of training: 1 hour (as above) plus 30 mins.
Delivery method: MS teams.
Training delivered by whom, Learning and Development team
Where are the records of attendance held: Electronic staff record (ESR).

As a trust policy, all colleagues need to be aware of the key points that the policy covers. Colleagues can be made aware through a variety of means such as,

all user emails for urgent messages
one to one meetings and supervision
continuous professional development sessions
posters
daily email (sent Monday to Friday)
practice development days
group supervision
special meetings
intranet
team meetings
local induction

7 Monitoring arrangements

7.1 All colleagues

How: Reportable by reviewer onto ESR, HR staff portal.
Who by: Reviewer.
Reported to: Directly to care groups.
Frequency: Annually.

7.2 All colleagues

How: Central monitoring of compliance, captured via care group dashboard.
Who by: Undertaken within the POD directorate.
Reported to: POD committee.
Frequency: Annually.

This policy will be reviewed in partnership by the trust and staff side organisations. An audit process will be devised to review the quality of PDR’s throughout the trust.

Care groups or directorate lead(s) will be required to monitor that PDR’s are occurring and that systematic follow-ups are in place to ensure reviews are completed for all staff groups.

The annual staff survey also provides data, which indicates the uptake of PDR’s for those colleagues that choose to participate in the survey.

8 Equality impact assessment screening

The completed equality impact assessment for this policy has been published on this policy’s webpage on the trust policy library or archive website. Link to overarching EIA.

8.1 Privacy, dignity and respect

The NHS Constitution states that all patients should feel that their privacy and dignity are respected while they are in hospital. High Quality Care for All (2008), Lord Darzi’s review of the NHS, identifies the need to organise care around the individual, ‘not just clinically but in terms of dignity and respect’.

As a consequence the trust is required to articulate its intent to deliver care with privacy and dignity that treats all service users with respect. Therefore, all procedural documents will be considered, if relevant, to reflect the requirement to treat everyone with privacy, dignity and respect, (when appropriate this should also include how same sex accommodation is provided).

8.1.1 How this will be met

No issues have been identified in relation to this policy.

8.2 Mental Capacity Act 2005

Central to any aspect of care delivered to adults and young people aged 16 years or over will be the consideration of the individuals capacity to participate in the decision making process. Consequently, no intervention should be carried out without either the individual’s informed consent, or the powers included in a legal framework, or by order of the court.

Therefore, the trust is required to make sure that all staff working with individuals who use our service are familiar with the provisions within the Mental Capacity Act (2005). For this reason all procedural documents will be considered, if relevant to reflect the provisions of the Mental Capacity Act (2005)to ensure that the rights of individual are protected and they are supported to make their own decisions where possible and that any decisions made on their behalf when they lack capacity are made in their best interests and least restrictive of their rights and freedoms.

8.2.1 How this will be met

All individuals involved in the implementation of this policy should do so in accordance with the principles of the Mental Capacity Act 2005.

9 Links to any other associated documents

This policy should be read with reference to the following,

10 References

11 Appendices

11.1 Appendix A Definitions and explanation of terms used

Definitions
Term	Definition
Personal development review (PDR)	Personal development reviews, also known as a ’PDR review,’ are key to making sure that development is happening. Personal development reviews allow employees and managers to identify learning and development opportunities, review progress and plan for future development.
Personal development plan (PDP)	A PDP is: an individual plan to suit you a systematic way of identifying and addressing your educational and professional development needs a tool that can identify areas for further development and encourage lifelong learning, a PDP can identify goals for the forthcoming year and methods for achieving these goals
Reviewee and reviewer	In a workplace performance assessment, there is typically a reviewee, or someone whose performance is being assessed or reviewed (referred to in this policy as employee or post holder) and a reviewer, or someone who is reviewing or analysing the performance

11.2 Appendix B Personal development review

Appendix B Personal development review

11.3 Appendix C Personal development review short form

Appendix C Personal development review short form

11.4 Appendix D Values and behaviour framework

11.4.1 Passionate

We work hard to deliver a quality service.
We are determined to do what’s right for people.
We are positive in all that we do.
We endeavour to be our best through personal development.
We do our best to make a positive difference to people.

11.4.2 Reliable

We follow through on what we say we will do.
We take responsibility for things we can do something about.
We take ownership to know and follow best practice.
We are accessible whenever possible.
We turn up on time and complete tasks in the time agreed.

11.4.3 Caring and Safe

We promote equality, diversity and inclusion.
We take a person-centred approach.
We take time to listen with empathy and compassion.
We introduce ourselves.
We make sure we keep people safe and speak up when something is wrong.

11.4.4 Open

We include people in the decisions that affect them and keep them informed.
We give and receive purposeful feedback.
We acknowledge our own biases and learn from others perspectives.
We celebrate our successes and learn together from our mistakes.
We are honest and accountable taking responsibility for our actions.

11.4.5 Supportive

We encourage good physical and mental health including. promoting a healthy work life balance.
We appreciate and respect other people’s input and ideas.
We value our patients, their families, their carers and each other.
We work together as #onerdash team.
We help each other to do the best job we can.

11.4.6 Progressive

We work together for continuous improvement.
We seek out and share information, knowledge, and experiences.
We are adaptable and flexible- open to innovation and change.
We strive for excellence through identifying and testing new ways of working.
We take responsibility to share and learn from and about each other.

Appendix E Career conversation feedback summary

Appendix E Career conversation feedback summary

Document control

Version: 6.2.
Unique reference number: 310.
approved by: Corporate policy approval group.
Date approved: 25 January 2024.
Name of originator or author: Deputy manager and lead facilitator, learning and development.
Name of responsible individual: Director of people and organisational development.
Date issued: 25 January 2024.
Review date: 30 May 2026.
Target audience: All colleagues.

Page last reviewed: April 15, 2024
Next review due: April 15, 2025

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