Employee Professional

Development Review (PDR)

Name:

Manager:

Date:

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Employee Professional Development Review (PDR) Sept 2011
Introduction
There are four parts to the Professional Development Review.

1. Setting objectives and regular update on progress

This section sets out:

the agreement for objectives, agreeing what needs to be achieved by when
review sections for ongoing monitoring of progress against measures
sign off by appraisee and manager for objectives agreed.

Complete a new PDR for the year establishing objectives and measures and revisit regularly in 1.1s.
Record your progress after six months on the interim review.

2. End of year appraisal meeting

This section sets out:

specific progress and achievements against measures agreed
a summary of overall performance including how objectives were achieved
a final agreed rating for performance.

Complete this section by reviewing objectives from Section 1. Agree a Performance Rating.

3. Learning and development plan

This section sets out:

identify learning and development needs to invest in personal growth
agreed learning and development activity with timescales
exploring career and development aspirations Core Competency Profiling (optional).

When profiling, use the Core Competency definitions found in the Reference Guide to identify skills
and behaviours you demonstrate in your role and identify opportunities to inform your development
planning.

4. End of year summary comments

This section sets out:

an opportunity for the appraisee to make comments on what you see as the challenges and
achievements and raise any concerns or support required
an opportunity for the manager to summarise challenges and achievements and what support is
being put in place
managers manager to review and make comments.

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Employee Professional Development Review (PDR) Sept 2011
Part 1 - Objective setting

Use the departmental and University plans to set objectives under the S and 4Ps, ensuring they are appropriate and
achievable for your role. Typically there should be between two to six objectives set. Use only those sections
applicable to your role.

1. Students/Customers

Objectives Measures Interim progress review

What will be achieved/state comments
outcomes/deliverables Record evidence of
(target Performance Rating achievements/progress/any
-good) issues

2. Partners

Objectives Measures Interim progress review

What will be achieved/state comments
outcomes/deliverables Record evidence of
(target Performance Rating achievements/progress/any
-good) issues

3. People

Objectives Measures Interim progress review

What will be achieved/state comments
outcomes/deliverables Record evidence of
(target Performance Rating achievements/progress/any
-good) issues

4. Performance

Objectives Measures Interim progress review

What will be achieved/state comments
outcomes/deliverables Record evidence of
(target Performance Rating achievements/progress/any
-good) issues

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Employee Professional Development Review (PDR) Sept 2011
5. Physical Environment

Objectives Measures Interim progress review

What will be achieved/state comments
outcomes/deliverables Record evidence of
(target Performance Rating achievements/progress
-good)

6. Scholarship (Academic template only)

Objectives Measures Interim progress review

What will be achieved/state comments
outcomes/deliverables Record evidence of
(target Performance Rating achievements/progress
-good)

Sign off for objective setting

Task objectives sign off Mid-year record sign off

Date Date

Employees signature Employees signature

Managers signature Managers signature

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Employee Professional Development Review (PDR) Sept 2011
Part 2 - End of year appraisal meeting

Please detail below specific progress and achievements against measures agreed for delivering performance this
year. Indicate whether the objectives have been achieved, deferred or need to be ongoing.

Summary comments

Student/Customer objectives

Partner objectives

People objectives

Performance objectives

Physical environment objectives

Scholarship (Academic only)

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Employee Professional Development Review (PDR) Sept 2011
Summary comments for overall performance rating
In this section, consider details of any additional achievements or special circumstances not foreseen when objectives
were set, that have had a significant effect, either positive or negative, on the achievement of overall performance.

Main achievements:

Date Overall performance rating

Definitions to help select overall performance rating

Performance Description Indicators

Rating

7 Outstanding Outstanding performance in all areas

6 Excellent Exceeds requirements in most areas

5 High Consistently meets requirements in all areas

4 Good Meets requirements in most areas

3 Acceptable Shortfall in one or two areas

2 Progress Developing into role

1 Unacceptable Failure to achieve in most areas

0 Unable to assess When the individual has never been given the opportunity to carry
out this part of their role.

Further detailed descriptions can be found in the Guidance Notes.

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Employee Professional Development Review (PDR) Sept 2011
Part 3 Personal Development Plan/career discussion

Name:

Department: Date:

Continuing Professional Development (CPD) refers to the process where individuals seek to increase their level of
knowledge, refine or learn new skills, and apply these in the workplace. CPD provides an opportunity to reflect on your
work, identify areas for development and plan for lifelong learning.

Use the template below to discuss and agree your Learning & Development needs.
Consider:
technical/professional development: eg qualifications, conferences, technology skills, continuous
professional development
management /personal development: Use feedback from Core Competencies framework to identify
behavioural skills applicable to your current job/role or future positions and/or career aspirations.

Record the expected impact that satisfying these needs will have and please send a copy of this page to Learning
& Development, HR Directorate.

Learning and development needs Learning and development activities Benefits/

timescales
Specify the knowledge, skill, Specify type, eg courses, private study, organised
experience to be acquired activity, peer observation, job shadowing, conferences
or specific projects etc

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Employee Professional Development Review (PDR) Sept 2011
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Employee Professional Development Review (PDR) Sept 2011
Development and career aspirations (optional)

There should be an opportunity to discuss and explore career objectives and goals. This section is not essential to
complete as many ambitions do not stretch beyond the current role however, for those looking to develop in their
career, there is the opportunity to discuss and agree what support is required. It is also an opportunity to consider
strengths and how best to utilise and further develop strengths. Use the learning and development plan to jointly agree
any specific objectives for development and or career related goals.

Furthermore, the Core Competencies Framework (see guidelines appendix) can be used to support a career and
personal development discussion. It provides an objective and consistent way of assessing individual potential and
development needs by using feedback shared between appraisee and appraiser during the discussion.

Profiling

1. Review each definition

2. Determine the appropriate level used consistently and indicate this on the profiling form.
3. It may help to record examples of where you have had the opportunity to demonstrate this behaviour. You will find
an individual template for recording examples in the Guidelines for Completion.
4. When determining skill level, you will need to consider the frequency and consistency of your behaviour over time
and across different situations.
5. To meet the level description fully, you should consistently and regularly exhibit the behaviours at the rated skill
level.
6. Arrange a meeting with your manager to share findings and agree final ratings.
Remember, the skills levels are accumulated and so one must be fully operational consistently and regularly
before being able to consider the next level.

Individual results

1. Use the results to examine opportunities to improve skill levels and explore/discuss what training and
development or different objectives might provide learning and personal development.
2. Use your Development Plan to record development needs and actions agreed.

Career discussion

Research indicates that a large proportion of effective career discussions take place outside of any formal review
process. Many positive discussions take place as part of on-going informal or semi- formal opportunities which
involve colleagues, mentors, external advice as well as managers. This section gives the appraisee and
manager, an opportunity to explore what information would be useful, contacts, opportunities, pros and cons,
feedback and long term goals/plans.

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Employee Professional Development Review (PDR) Sept 2011
Profiling matrix for development

Personal Working Contributing Personal Working Contributing

Individual ratings Mastery across the Mastery across the
Manager ratings
with Others with Others
University University
Students/Customers Students/Customers
Agreeing and delivering Agreeing and delivering
expectations expectations
Creating and innovating Creating and innovating

Presenting and Presenting and

communicating communicating

Adapting and coping Adapting and coping

Teaching and learning Teaching and learning

Partners Partners
Influencing and Influencing and
networking networking

Analysing and Analysing and

researching researching

Reporting and/or Reporting and/or

publishing publishing

People People
Adhering to Bucks Adhering to Bucks values
Values

Leading and managing Leading and managing

Teamwork and Teamwork and motivation

motivation

Applying expertise Applying expertise and/

and/or scholarly activity or scholarly activity

Performance Performance
Planning and Planning and organising
organising

Achieving personal Achieving personal

objectives and objectives and
development development
Entrepreneurial and Entrepreneurial and
Commercial Thinking commercial thinking

Problem solving and Problem solving and

decision making decision making

Please note not all attributes will be relevant to everyone. Identify the 7-10 core attributes relevant to the role
in question.
1. Using the Core Competency descriptions, review the definitions and examples of behavioural indicators.
2. Determine the appropriate level and mark this on the matrix above.
3. Consider examples of where you have had the opportunity to demonstrate this behaviour.
4. When determining the appropriate level, please consider the frequency and consistency of your behaviour over time and
across different situations. You should consistently and regularly exhibit the behaviours that the rated skill level indicates.
5. If the individual rating is greater than the lower skill but not sufficient to justify the higher rating, indicate with a + sign.
6. Compare and discuss ratings with your manager and agree final ratings.
7. Agree areas for your professional/personal development.

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Employee Professional Development Review (PDR) Sept 2011
Part 4 - End of year summary comments

Individual

Comments

Signature Date

Manager/direct appraiser

Comments

Signature Date

Managers manager
Your role is to monitor the standard and ratings being applied within your area of responsibility. Please examine this
appraisal and others provided by your direct reports, looking for consistency of approach and ensuring the appraisal
process has been conducted free from bias.

Comments

Signature Date

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Employee Professional Development Review (PDR) Sept 2011