2The purpose of the Workshop An overview of the PDRs in ULThe process involved – from a Reviewee perspectiveReviewer Sessions – available separately
3The Purpose of the PDRsAligning University/College/Division/Department/Team/Individual ObjectivesPromoting a culture of continuous ImprovementUnderstanding roles and expectationsSupporting personal developmentDeveloping critical competencies – Competency Framework now in place for Administrative Staff
5UL’s MissionThe 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.
6The 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.
7Four 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.
8Goal 1To 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 studentsIncrease taught post graduates students by 30%Student Population – Mature students 15% - Students with disabilities 5%7% Students form Socio-Economic disadvantaged backgrounds
9Goal 2To 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%
10Goal 3 Sharpen our international focus in all areas of activity. Adopting the Business plan by March 201150% increase in the number of International Students30% increase in the number of students who spend time abroad on their programme
11Goal 4To 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 ProgrammeIncrease by 300% the volume of teaching and research collaborations with MIDoubling by 2015 the number of staff who have completed the Irish Language Programme.
13Purpose of the PDRsClarity on what the University can do/needs to do to support staff in achieving its goals.Aid to performanceConsistency in management practice across the University both for Faculty and Staff.People take accountability for their own performance.
14The Purpose of the PDRs Recognising staff achievements Promoting communications between Managers/Supervisors and their staffFormalising what you do already within a Performance Management Framework.Good Management Practice.
153 STAGES IN THE PDRS PROCESS Pre-Review Stage – Planning & DocumentationThe Planning/Review MeetingPost-Review Stage – The follow-through and implementation15
16Two aspects of the review Two key aspects to the review processLooking backReview performance against targets in the previous yearReview display of competencies required for the roleLooking forwardSetting targets for the following yearDiscuss competencies required for the roleIdentifying any development needs and plans for development interventionsAgreeing the action plans for bothFirst Meeting – Planning Meeting
17Objectives 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 competenciesAgree targets for following 12 months.Agree changes to competencies (if necessary)Agree training and development plan for next cycle.17
18The 1-1 Review discussion is intended to Provide a means by which individual contributions are recognisedProvide feedback on individual performanceAssist 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.
19Benefits of effective review ? Exercise What are the benefits of an effective review of performance to:The OrganisationThe Manager/Head of DepartmentThe Job Holder
20Benefits of an effective review of performance The OrganisationImproved 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 flexibilityMechanism for obtaining feedback and new ideas.
21Benefits of an effective review of performance ManagersImproved communication with staff through feedbackHave a consistent approach for giving feedback and encouragementDeal with problems more effectively, proactivelyAllocated undisturbed time to each employeeOpportunity to invite feedback on your management style.
22Benefits of an effective review of performance Jobholders:Know how they are doingKnow what is expected of themReceive recognition and praiseHeard and respectedReceive help and encouragementTake ownership for their performanceThey get accurate feedback based on performance against agreed objectives
23Exercise Advantages of a PDRs System Challenges of a PDRs to the Reviewee
24ADVANTAGES OF THE PDRs Communication Increased awareness Provides an overviewAligns personal and departmental objectivesHighlights problemsIdentifies training needsIncreases efficiencyImproves moraleImproves quality of servicesPermission to change culture24
25STRESS- of interview TIME Challenges in preparation for self assessment and Performance Management interviewin holding interviewsin following up on interviewincreases departmental work load25
27Challenges Concern that : Performance Management may encourage staff to over value themselvesPerformance Management may create unrealistic expectations among staff leading to decreased moralePerformance Management may create a situation in which "lobbying"for self interest might occur
28Challenges of PDRs Unrealistic expectations Documentation Poor unprofessional review
29PDRs at UL Who should be reviewed? - All categories and levels of Staff including staff on Probation- Exempt StaffWithin one year of retirement
30PDRs at UL Who will conduct the review? Deans or Head of Department Division Director, Department Manager/Supervisor – i.e. the person you report directly to.Other appropriate nominated reviewers
31How many meetings are required per year? 1 Formal Meeting per annumYear 1 - Planning Meeting – Looking ForwardYear 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.
32The 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 ReviewerReviewee 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
33What is in the system for me, as an employee? Work for a target driven organisationHave 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 goalsHave clarity on what is expected of me, and what people think of my performance in those areas.Fairer systemIdentify my training and development needs on an ongoing basisGive me an opportunity to give feedback to my managers and the organisation
34ExerciseIdentify 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
35Individual Roles Jobholder Be positive about PDRs system Be actively involved in the processBe assertive but not aggressiveDefine your own job clearlyBe clear on what is expected of you in your roleIdentify your own development requirementsReview your own progress on an ongoing basisShow initiativeBe flexible and open to changeCommunicate openly with colleagues & managers
36Manager Be positive about PDRs system Encourage an open supportive climate – promote two way communicationBe assertiveWork with staff to develop the department/team work planClearly communicate the team objectivesComplete and agree performance and development plans with individualsPrepare an overall training and development plan for the sectionMonitor progress, coach and support their staffMaintain up to date documentation/records supporting the processInvolve team in agreeing Division/Department plansNegotiate time and budget for development of staff.
37The System Probation Process – New Employees Performance and Development Review System – Planning ProcessMeet with Line Manager/Supervisor to discuss and agree on individual objectives – initial planning meeting.Feedback & CoachingThis is a two way communication process. This should happen informally on an ongoing basis.Annual ReviewMeet with Line Manager/Supervisor to review Achievements and challenges and mutually agree objectives of the year ahead.Probation Process – New Employees
38PLANNING & PREPARATION The formReflect on the last 12 monthsReflect on the next 12 months
39The Form 3 Sections Personal Details: Individual Objectives – Key areas of your job (what you must focus on)Objectives - SMARTBy When – deadlines – within a day of receipt of application etc.Progress/Achievement – at end of year – review stage
40Individual Objectives Key areas of your job –What are the key responsibilities of your jobKey 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.
41Individual Development Objectives Development Action (s)By WhenProgress/Achievement
42What needs to be in place before embarking on the Planning Phase: A Faculty/Division Plan which has been translated into Section PlansA commitment to the PDRs process by the management team and staffAn environment of participative consultative managementA thorough understanding of the PDRs process by all staff and management
43Why Set Goals To deliver organisation performance To stretch and challenge individualsTo link an individual's performance to the achievement of higher goals.To promote a means for measuring progressTo focus behavioursTo motivate and develop the individual
44ACTION PLANS Must be owned by reviewee: Setting objectives Specific Measurable Attainable Relevant TimeIdentify action strategiesAssess action strategiesReviewee formulate plans with supportReviewee implement plans with support
45Purpose of the Planning Phase Set Objectives for the job for the yearEstablish competencies required to achieve results and training and development required to address needs identified
46Agreeing Objectives Elements involved: Establish objectives of the job Identify key performance areas of the jobDecide on key objectives in the key performance areas for the yearEstablish factors that will influence achievement of agreed objectives (enablers)Identify and agree competencies requiredIdentify gaps in required competenciesAgree a personal development plan
48Key ElementsNot 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.
49Goals Statement of general direction or intent Broad, timeless and unconcerned with particular achievement within a specific timeAre aspirations.
50Performance MeasuresA performance measure is a gauge which tells you –The degree to which a goal/objective has been achievedorWhen 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!
51ExerciseWhat an effective PDRs Meeting should look like?
52An effective PDRs Meeting Good body language2 way communicationHonest & TruthfulPrivate meeting place – adequate time & spaceBoth parties preparedNeutral venueStructuredClarity no vaguenessConflict – dealt with honestly, openly & constructivelyBe prepared to take and give feedback.
53What an effective PDRs meeting should look like Have an agendaSet ground rulesDraft documents circulated in advanceShouldn’t be negativeShouldn’t be personalisedFocused – keep to the pointSincere – both sidesWilling to engage
54Exercise Attitudes required by the ManagerJob Holderto ensure an effective review meeting.
55Attitudes required for an effective review meeting The ManagerHonestyListeningQuestioningConstructive FeedbackProblem SolvingNegotiatingSuggestingAssertivenessAcknowledging
56Attitudes required for an effective review meeting The Job HolderHonestyListeningStaying openConstructive FeedbackLooking for opportunities to learnAvoiding defensivenessDevelopingAssertiveness
57An 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.
58An 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.
59Role of the Line Manager To assess performance against agreed targetsTo identify potential for improvement both in individual’s job performance and service deliveryTo give open and honest feedbackProper performance feedback will assist the communication process and reinforcement of standards to staff
63OpeningsAn Opening is more likely to lead to a useful discussion if itDisplays respect.Empathy.Establishes rapport.Builds trust.Sets the tone.Outlines the purpose and structure.
64What 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 goingwhether the accomplishments required by the job are being met, andto acknowledge good work that is being done.Timing of meetings – must be a mutually agreeable time.
65On-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.
66ACTION PLANNINGAction 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 discussion66
67Objectives Stated using: Action verbs such as : To reduce To increase To demonstrate
68Targets- MeasuresSpecific statements that describe results to be achievedQuantifiable and/or observable achievements that can be measures.Should be differentiated from activities or strategies employed to obtain them.Are measured expectations.
69Indicators/MeasuresOnce 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/objectivesDecide on the indicators that will be used to show that targets are met.
70MeasureMeasures are the products or services (the results) of employee and work unit activities and are generally described using nouns. The examples of outputsfiles that are orderly and completea software program that worksaccurate guidance to customersa report that is complete and accurate
71Are these goals or objectives: To improve the quality of customer serviceBy April 2007, 90% or more of the management staff will demonstrate understanding of the PDRsTo promote more co-operative attitudes among the staff in the DepartmentTo reduce waste paper in the print shop by 5% over the next 3 months.
72OutcomesOutcomes 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 coursesIncreased availability of research resources available for student use during term time.Reduction in the level of absenteeism in a particular area
73Exercise Pg 39 & 40Using 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 tothe Department Goalthe measurable outcome andthe target date to be completed.
74Writing Individual Goals/Objectives & Measures Linked to the Organisations/Departments ObjectivesChallenging but realisticPrioritisedMeasurable.
75Section 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 )3. By When4. Progress Achievement
76Checklist Job Holder Set time aside in advance of the review meeting. Complete a self review and draft form setting out progress made on targetsWhere 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.
78The 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 valuedProvides a transparent process where differences between grades are transparent.
79How the Framework works: 12 Behavioural Competencies have been identifiedEach 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.
80Common Learning Strategies On the job TrainingExamining precedentsLunchtime presentationsPress cuttingsWebsiteLibraryOne to one coachingAdditional Assignments/ Project workRotational AssignmentsShadowing another performerFurther study.
81Three important things to remember It is not a sign of weakness to ask for feedback – means you are eager to learnAsk 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.
82RECEIVING 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.
83Checklist for preparing for the Planning Meeting (Job Holder/Reviewee) Be clear on the Division/Faculty objectivesBe clear on own objectives to be achieved this yearIdentify the competencies required for your jobIdentify your own areas of strength and areas for development in relation to competencies.
84Checklist 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 existPrepare a draft form and give it to your manager in advance.
85During the Planning Meeting (Job Holder/Reviewee) Be preparedBe open to feedbackUse active listening skillsState your views in a positive, assertive manner but not aggressivelyBe clear about the opportunities you wish to get from the process
86After the MeetingIf 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 objectivesFollow through on any commitment given during the planning meeting.
87What 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 SectionDevelopment needs will inform the Corporate Training & Development Agenda.
88Phase 2Review 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 issuesReview if the system is working as it is meant toGive and receive feedback.Agree targets and development needs for the coming year.
89Impact of a successful PDRS system Link betweenindividual,Team, College/Divisionobjectives and overallUniversitygoalsManaging performanceon a day-to-day basisPromotes a culture ofcontinuous improvementIncreased level ofaccountabilityWorking to acommon aimImproved motivation byImproving role clarity
90RememberYou are entitled to this time for a 1-1 meeting with your managerYou are entitled to expect open and honest feedbackYour meeting should be conducted in a professional and appropriate mannerIssues – refer to Dean/HOD or HR.Information http: - Learning Development & Equal Opportunities