The performance of every member of staff contributes to the overall success of the College, so it is important that everyone is encouraged to work to the highest standards and perform to the best of their ability.
If we are clear about required behaviours and clear about objectives we will perform better.
Performance development reviews are an effective way of motivating us by recognising and praising achievements, setting our role in the context of the College’s business plan and by addressing issues which prevent us from performing to the best of our ability.
PERFORMANCE REVIEWS AIM TO:
  • Review past performance so colleagues are clear about their performance and contribution to the organisation;
  • Ensure colleagues are clear about their objectives for the coming year and how they will achieve them;
  • Give colleagues an understanding of how their work fits into the objectives of their team and the College as a whole;
  • Provide an opportunity to recognise achievements, discuss areas of concern and identify solutions;
  • Give colleagues a chance to talk about issues and ask for support;
  • Encourage colleagues to take responsibility for their own development.

EMPLOYEE DETAILS
Name / School/Directorate
Job Title / Department
Grade / Line Manager
Employee Number / Line Manager Job Title
Review Period / Line Manager employee number
Please sign below to confirm that a both parties have attended a PDR discussion.
EMPLOYEE SIGNATURE / DATE
LINE MANAGERS SIGNATURE / DATE
YEAR END PERFORMANCE RATING AGAINST OBJECTIVES
IT VALUES AND BEHAVIOURAL COMPETENCE EVALUATION
The competence evaluation should be completed first by you, and then submitted to you line manager for them to complete at least three days prior to your Performance Development Discussion (PDD).
The competence evaluation has been designed as a tool to allow the employee and their manager to compare their assessments of the employee’s competence. It should be used as a tool to generate targeted discussions around development and the setting of objectives.
Self-Assessment / Managers Assessment
IT Value Criteria / 5 - Exceptional
4 - Highly Effective
3 - Proficient
2 - Inconsistent
1 - Unsatisfactory
0 - New/not Applicable / 5 - Exceptional
4 - Highly Effective
3 - Proficient
2 - Inconsistent
1 - Unsatisfactory
0 - New/not Applicable
A / One IT Team
A1 / Think and act holistically (e.g. Displays fairness towards all, considers college wide and long-term view. Promotes equality and diversity)
A2 / Support each other – communicate a consistent message
A3 / Take shared responsibility for the success of every team you work in and every issue that arises
A4 / Challenge, give and receive feedback openly (e.g. Identifies performance expectations, gives timely feedback and conducts formal performance appraisals. Takes timely and appropriate corrective/disciplinary action with employees)
B / Efficiently delivering quality at speed
B1 / Deliver value for money
(e.g. analyses facts, solves problems, makes good decisions and demonstrates good judgment)
B2 / Support each other – Deliver at speed to a consistently high standard (e.g. works proactively and individually or as part of a team, whether leading or following)
B3 / Be responsive – make time every day to respond to people
B4 / Only make commitments you can keep. Then keep them.
(e.g. Takes initiative, skill at planning, organizing and prioritizing own and others’ workload)
C / Focused on achieving our customers’ objectives
C1 / Embrace change – plan for the future (including staff development)
C2 / Focus on delivering benefit for students, academics, partners and professional staff
C3 / Delight our customers
C4 / Passionate for excellence every day (e.g. Continually improve services and the way we work)
C5 / Celebrate our achievements
PLANNING FOR THE NEXT YEAR
This part of the meeting is to agree key work objectives for coming year. Objectives:
  • Must be linked to the College strategic plan for the forthcoming year;
  • Must be appropriate for each individual;
  • Each member of staff should have a minimum of 3 objectives and a maximum of 9, all objectives should be linked to the King’s IT values. An objective may support one or more IT values.
  • Objectives can be short, medium or longer term but must be able to be measured clearly at the end of the year;
  • Each objective shall have a clear title (how it will be referred to in brief, e.g. “EUC POC”) followed by description as required (What the EUC Proof of Concept looks like as an objective)
  • Both manager and employee must have considered the objectives for next year prior to the meeting. The employee should be involved in the setting of objectives with the manager ensuring that objectives are achievable, challenging and not too limiting.

MAKE IT MEASURABLE
Objectives shall be SMART: Specific, Measurable, Agreed, Realistic, Time-bound.
KEY TO PDR RATINGS
  • 5 - Outstanding, met and exceeded stretch target by a significant margin
  • 4 - Exceeded, met the stretch target.
  • 3 – Achieved, met target
  • 2 – Partially achieved, met the threshold but did not meet target
  • 1 – Failed to achieve, failed to meet the threshold performance.
Key to Weightings
Each objective should be assigned a weighting by the manager depending on its relative importance in relation to the other objectives. The weighting should be a percentage, with the higher the number representing the higher the importance.
The total of all the weightings assigned to objectives must add up to 100%.
To calculate the overall performance rating,the ratings for each objectives should be multiplied by their respective weightings and then added together e.g.
(Rating 1 x Weighting 1) + (Rating 2 x Weighting 2) + …… + (Rating 9 x Weighting 9) = Overall Rating
Objective No: / IT Value(s):
Weighting
Final Rating
Threshold: / Target: / Stretch:
Quarterly review 1 comments (August – October) / Date:
Quarterly review 2 comments (November – January) / Date:
Quarterly review 3 comments (February - April) / Date:
Year-end review comments (May – July and whole year) / Date:
Objective No: / IT Value(s):
Weighting
Final Rating
Threshold: / Target: / Stretch:
Quarterly review 1 comments (August – October) / Date:
Quarterly review 2 comments (November – January) / Date:
Quarterly review 3 comments (February – April) / Date:
Year-end review comments (May – July and whole year) / Date:
Objective No: / IT Value(s):
Weighting
Final Rating
Threshold: / Target: / Stretch:
Quarterly review 1 comments (August – October) / Date:
Quarterly review 2 comments (November – January) / Date:
Quarterly review 3 comments (February – April) / Date:
Year-end review comments (May – July and whole year) / Date:
Objective No: / IT Value(s):
Weighting
Final Rating
Threshold: / Target: / Stretch:
Quarterly review 1 comments (August – October) / Date:
Quarterly review 2 comments (November – January) / Date:
Quarterly review 3 comments (February – April) / Date:
Year-end review comments (May – July and whole year) / Date:
Objective No: / IT Value(s):
Weighting
Final Rating
Threshold: / Target: / Stretch:
Quarterly review 1 comments (August – October) / Date:
Quarterly review 2 comments (November – January) / Date:
Quarterly review 3 comments (February – April) / Date:
Year-end review comments (May – July and whole year) / Date:
Objective No: / IT Value(s):
Weighting
Final Rating
Threshold: / Target: / Stretch:
Quarterly review 1 comments (August – October) / Date:
Quarterly review 2 comments (November – January) / Date:
Quarterly review 3 comments (February – April) / Date:
Year-end review comments (May – July and whole year) / Date:
Objective No: / IT Value(s):
Weighting
Final Rating
Threshold: / Target: / Stretch:
Quarterly review 1 comments (August – October) / Date:
Quarterly review 2 comments (November – January) / Date:
Quarterly review 3 comments (February – April) / Date:
Year-end review comments (May – July and whole year) / Date:
Objective No: / IT Value(s):
Weighting
Final Rating
Threshold: / Target: / Stretch:
Quarterly review 1 comments (August – October) / Date:
Quarterly review 2 comments (November – January) / Date:
Quarterly review 3 comments (February – April) / Date:
Year-end review comments (May – July and whole year) / Date:
Objective No: / IT Value(s):
Weighting
Final Rating
Threshold: / Target: / Stretch:
Quarterly review 1 comments (August – October) / Date:
Quarterly review 2 comments (November – January) / Date:
Quarterly review 3 comments (February – April) / Date:
Year-end review comments (May – July and whole year) / Date:
LEARNING AND DEVELOPMENT
Identification of learning and development needs
Use this part of the meeting to agree learning and development needs identified as a result of your discussion. You may have identified some development needs when discussing performance over the past year, or you may have recognised that in order to achieve next year’s objectives some development may be needed.
These needs may also cover areas where you have specific responsibilities e.g. training related to our policies and procedures, or development for compliance, commercial or financial competence.
Remember that training courses are only one way of meeting a development need. There may be other, more effective, methods in different situations such as job shadowing, project work, or coaching.
Learning/Development Objective
Action Plan
Detail each step required to achieve this objective / Support
Detail from whom support will be required to achieve this objective / Timescale
By when will this objective be achieved / Measure of Success
Detail how successful achievement of this objective will be recognised / Status
Notes should be recorded here on the progress achieving the objective
Learning/Development Objective
Action Plan
Detail each step required to achieve this objective / Support
Detail from whom support will be required to achieve this objective / Timescale
By when will this objective be achieved / Measure of Success
Detail how successful achievement of this objective will be recognised / Status
Notes should be recorded here on the progress achieving the objective
Learning/Development Objective
Action Plan
Detail each step required to achieve this objective / Support
Detail from whom support will be required to achieve this objective / Timescale
By when will this objective be achieved / Measure of Success
Detail how successful achievement of this objective will be recognised / Status
Notes should be recorded here on the progress achieving the objective
EMPLOYEE CAREER PATHWAY
Careers rarely move forward by themselves. While your manager may take an active interest in developing your skills and knowledge, it is ultimately your responsibility to achieve your long-term career goals. Everyone has different career ambitions. A discussion about your career goals with your line manager as part of the PDD can help you workout the best ways of bringing development opportunities into your current role.
You will need to be clear in your own mind what it is you want to achieve and present some suggestions or options. You should work in partnership with your manager to discover solutions that are mutually beneficial. Be realistic and open to feedback and advice.
EMPLOYEE CAREER ASPIRATION
EMPLOYEE COMMENTS
MANAGERS’ COMMENTS
I wish to appeal the objectives I have been set / Y/N
CONFIRMATION OF AGREEMENT
Both parties should sign below to confirm that the content of this Performance Development Record is a true and accurate representation of the discussions which have been held, and that both parties have agreed the objectives detailed above.
If agreement cannot be reached, the employee should tick the box above stating that they wish to appeal their objectives and/or the outcome of the Performance Development Discussion, and attach a signed and dated written statement to this PDR document detailing their rational for their objections, as per the College PDR process guidance documentation.
LINE MANAGERS’SIGNATURE / DATE
EMPLOYEE SIGNATURE / DATE