Personal Review and Development Planning – A Guide for Managers
This is an official Northern Trust policy and should not be edited
in any way
Personal Review and
Development Planning A Guide For Managers
Reference Number:
NHSCT/11/441
Target audience:
Trust Managers
Sources of advice in relation to this document:
Caroline Donaldson, Senior Learning and Development Manager
Jacinta Melaugh, Director of Human Resources
Replaces (if appropriate):
NHSCT Personal Review and Development Planning – A Guide for Managers
(2008) – (Ref: NHSCT/08/32)
Type of Document:
Trust Wide
Approved by:
Policy Committee
Date Approved:
21 September 2011
Date Issued by Policy Unit:
22 September 2011
NHSCT Mission Statement
To provide for all, the quality of service we expect for our families, and ourselves.
To provide for all, the quality of service we expect for our families and ourselves
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Personal Review and Development Planning – A Guide for Managers
Personal Review and
Development Planning
A Guide For Managers
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Personal Review and Development Planning – A Guide for Managers
1.
INTRODUCTION
Management is about working with people to achieve results. Personal Review and
Development Planning is designed to enable individuals and organisations to work
more effectively. For the Trust, it is about making sure that we deliver excellent
services to patients and clients in a way that meets their needs. In implementing the
Personal Review and Development system, based on the Knowledge and Skills
Framework (KSF), the Trust recognises that people:
work better when they are clear about their role and how it contributes to the
organisation’s goals and achievements
are more motivated to achieve objectives that they themselves have helped to
establish
can improve their performance when they understand the processes for
planning, monitoring and measuring results for both the organisation, and for
themselves as individuals
develop when they are clear about the knowledge and skills requirements of the
post
The Knowledge and Skills Framework (KSF) is designed to support the
modernisation agenda and to:
• provide a framework of pay progression across the service, based on a single
agreed system
• specify the knowledge and skills that an individual needs to apply in their job as
described in the KSF post outline
• identify gaps between the knowledge and skills needed in the job and the current
knowledge and skills of the individual, through Personal Review and Development
(PRD)
• identify the learning and development that is needed to fill any gaps through the
development of a Personal Development Plan (PDP)
• assist the development of individuals throughout their careers
Personal Review and Development (PRD) is a vital link in the chain that enables the
Trust to implement its Corporate, Directorate and Service Plans. The Trust needs to
communicate its objectives and priorities clearly so that staff understand them in the
context of their own jobs and are kept up to date on the overall direction of the Trust
and their individual directorates, departments and teams. Figure 1 illustrates how the
Personal Review and Development cycle flows from the business cycle of the Trust.
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Personal Review and Development Planning – A Guide for Managers
THE PERSONAL REVIEW AND DEVELOPMENT CYCLE
Planning Framework
Programme Strategies
Corporate Plan
Approval
Level
Trust Delivery
Plan
Including PfA
Trust
Board
Communication
Plan
Directorate plans
Learning and
Development
Plan
Performance
management
SMT
Governance Plan
Director
Service Plans
including Quality Improvements
Line
Managers
Individual
Objectives
Individual
Staff
(Figure 1)
2.
BENEFITS OF THE PERSONAL REVIEW AND DEVELOPMENT SYSTEM
Individual, Team and the Trust’s objectives are integrated
Links with the Trust’s planning processes are fundamental to the system, and the
Personal Review and Development system provides a means of linking these plans
to the work of each directorate and to the work of individuals and teams in
directorates.
Improved communication between managers and staff
Regular means of communicating with staff are well established in the Trust.
Communication needs to be a two-way process and PRD allows staff to provide
feedback about issues, including decisions that affect their jobs, career, staff
development and the goals of the Trust. The PRD system therefore provides a
means of both top-down and bottom-up communication in the Trust.
Better structure for the provision of development and training
Personal Review and Development is a mechanism for identifying training and
development needs at the level of the individual. The provision of development or
training not only improves performance but also increases motivation and is a
mechanism for continuous improvement.
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Personal Review and Development Planning – A Guide for Managers
3.
PERSONAL REVIEW AND DEVELOPMENT USING KSF
Every job covered by the NHS Agenda for Change will have a NHS KSF Job Outline.
This will be made up of the six Core Dimensions plus a small number of the 24
Specific Dimensions. In practical terms PRD using KSF means a meeting between
the individual and their Line Manager in which both focus on the individual’s
knowledge and skills and match these to the KSF requirements for the job. Any gaps
are identified and agreement is reached about how to ‘fill’ these. This plan is the
Personal Development Plan (PDP). The PRD process is based on an on-going cycle
of learning and development with 4 main stages (Figure 2):
Stage 1
A planned review between the individual member of staff and their reviewer who is
normally their Line Manager.
Stage 2
The production of a PDP, which jointly identifies the individual learning and
development needs
Stage 3
The staff member undertakes the relevant learning and development supported by
their Line Manager.
Stage 4
The learning and development is evaluated to make sure that it has been
appropriate, that it is being applied by the individual in their work and establish what
benefits are being derived.
D e v e lo p m e n t r e v ie w p r o c e s s
J o in t r e v ie w o f in d iv id u a l’s
w o r k a g a in s t th e
K S F o u tlin e f o r th e p o s t
J o in t e v a lu a tio n
o f a p p lie d
le a r n in g a n d
d e v e lo p m e n t
J o in tly p r o d u c e P e r s o n a l
D e v e lo p m e n t P la n
- id e n tif y n e e d s
& a g r e e g o a ls
In d iv id u a ls u n d e r ta k e
s u p p o r te d
le a r n in g & d e v e lo p m e n t
(Figure 2)
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Personal Review and Development Planning – A Guide for Managers
4.
HOW DOES PERSONAL REVIEW AND DEVELOPMENT PLANNING WORK?
In line with the annual business cycle (Fig.1) managers and staff will arrange a time
to discuss:
•
•
•
•
•
•
•
•
The Job Description
The past year’s work
The individual staff member’s contribution
Achievements and constraints
Current and future challenges in the department/team’s work
The KSF outline for the post
Priorities and objectives for the individual
Personal Development Plans
Group approach to PRD
Where a group approach is being taken to the development of objectives, managers
can determine the most appropriate way of doing this. For example, regular team
meetings may be a useful forum for discussion of likely objectives. However it is
important to remember that the review against the KSF outline and the development
of a Personal Development Plan should still be provided on an individual basis. The
Organisation Development team can provide advice on this approach.
Links with Clinical/Professional Supervision
Personal Review and Development is not intended as a substitute for Clinical or
Professional Supervision or vice versa. The development needs arising from
Supervision and PRD may well overlap and this recognises the complementary
nature of professional and clinical roles and the development of the individual.
5. PRD AND KSF GATEWAYS
Under Agenda for Change most staff change to a common pay spine, where jobs are
allocated to specific pay bands covering a number of pay points. At two defined
points in a pay band, known as Gateways, decisions are made about pay
progression. The PRD process supports people through these Gateways. There are
two Gateways in each pay band:
The Foundation Gateway
The Foundation Gateway normally takes place no later than 12 months after an
individual is appointed to a pay band. The purpose of the Foundation Gateway is to
ensure that the individual can meet the basic demands of their post on that pay band
and is based on the KSF Subset or Foundation Outline. During the departmental
induction process the individual will be issued with the full KSF Outline and the
Subset/Foundation Outline for their post. A Personal Development Plan should be
agreed for the individual during the induction process. To facilitate the achievement
of the Foundation Gateway all individuals should have two formal PRD’s during their
first year in the post. These will normally be at 6 months to coincide with the
probationary period and ten months to fit in with completion of paperwork at the
Gateway date, should it be required. This date will then become the approximate
date of the annual PRD for the individual.
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Personal Review and Development Planning – A Guide for Managers
The PDP should be used and amended if necessary during the two reviews through
the first year of entering a pay band to ensure that the individual is on target to
achieve the knowledge and skills required.
The Second Gateway
The Second Gateway is set at a fixed point towards the top of a pay band. The
purpose of the Second Gateway is to confirm that the individuals are being provided
with appropriate development opportunities and are applying their knowledge and
skills to consistently meet the full demands of the post as set out in the full KSF
Outline.
Further information on the operation of Gateways is contained in the Gateway
Guidance Policy.
6.
PREPARING FOR THE PRD
All staff should be given a copy of the Staff Information Leaflet (Appendix 1) to
provide basic guidance on the PRD scheme. Successful reviews are crucial if staff
and managers are to achieve all the benefits of the system. Managers involved
should seek to make it a positive, helpful experience and take the opportunity to let
staff have their views and ideas heard. Time needs to be spent in preparation by the
staff member and the manager to ensure that the review is carried out effectively and
efficiently. Although designed to assist the Reviewee, the PRD Preparation Sheet
(Appendix 2) is a useful guide for both managers and the staff member.
The Reviewer will normally be the individual’s Line Manager but the role can be
delegated to someone else. If it is delegated then the individual to whom it is
delegated must be competent in that role, be at least a band higher than that of the
Reviewee and also have sufficient authority to arrange learning and development
opportunities.
All Reviewers undertaking PRD meetings should have attended training to equip
them for this role.
Areas to think about before the discussion include:
Job Description
It is a useful starting point in a PRD to review the individual’s Job Description. What
are the main aspects of their job and has the focus of the job changed over the year?
The Year Past
• Achievements of the individual that gave the most satisfaction during the year
• Anything that has changed significantly within the job/work area in the last
year and the impact of this
• Any major problems that occurred and what could prevent these happening in
the future
• Progress against the dimensions of the KSF outline with examples
• Evaluation of the applied learning from any training and development
undertaken
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Personal Review and Development Planning – A Guide for Managers
The Year Ahead
• What are the implications of the Service Delivery/Directorate Plans for your
part of the service for the next year?
• How these will impact on work priorities and the responses they will demand
from staff?
• Personal skills that could be used more fully to make the job more satisfying
• Training or development to help staff meet their objectives more effectively
Practical Arrangements
Managers should ensure:
• Sufficient notice of time and place of the Personal Review and Development.
• Staff receive a copy of the Staff Personal Review and Development Guide and
the Preparation Form and the PRD Documentation (Appendix 1,2 and 3).
• Adequate time is set aside for the review: a minimum of 45 minutes will
probably be needed.
• An environment that provides for a conducive atmosphere, with privacy and no
interruptions.
Two way discussion
PRD is a two-way discussion between managers and staff within departments on an
equal basis. This provides an opportunity for both people involved to review and
discuss progress, establish priorities and the implications of these for the work. The
balance of talking/listening should be approximately 70/30 in favour of the Reviewee.
Identifies development needs
As well as providing an opportunity for discussing work-related objectives, staff will
have the opportunity to discuss with their manager any training or development
needs they have in relation to the attainment of their objectives and fulfilling the
requirements of the KSF outline.
Clear objectives
It is important for all staff to understand what they, as individuals, are expected to do
to contribute to the delivery of the Trust’s objectives each year. PRD is designed to
ensure that each member of staff has a clear set of objectives and can see that they
have a valuable role in meeting the Trust’s overall objectives.
Addresses problems- seeks solutions
The discussion allows staff and managers time to talk over any aspects of the work
that may be presenting difficulties and to discuss possible solutions, however it is not
the time for raising issues (See Section 9).
7. PRD DOCUMENTATION
The PRD form (Appendix 3) is designed to help managers and staff take a structured
approach to their discussions. It also provides a useful record of discussions from
year to year. There are a number of key points in relation to the PRD documentation:
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Personal Review and Development Planning – A Guide for Managers
Page 1
This should be completed as required, noting the Gateway Review dates and
outcome.
Page 2
Section 1
Review of Previous Year
It is important to spend some time on this section, as it will set the tone for the rest of
the PRD. However if the Preparation Form (Appendix 2) has been completed it
should be fairly straightforward. Discuss:
The Main Aspects of the Job
Taking time to consider the main aspects of the individual’s job will provide the
opportunity to clear up any misunderstandings about the nature of the job and
will identify if the focus of the job has altered significantly.
Areas of Greatest and Least Satisfaction
It is important to recognize the successes of the past year and to make the
individual aware that you know what these are. They may be largely
departmental however it is important to pick out the contribution of the
individual to the achievement. Obviously where something had not been
satisfactory it is important to listen, discuss and accept the learning in it for the
individual and the department.
Review of Key Objectives
Have these been achieved, Yes or No? Comment on the successes and the
failures providing clear reasons for non-completion particularly where this has
been due to organisational problems and/or individual circumstances.
Review of Personal Development Plan
You must record a completed Yes or No in relation to identified development
needs. However it is also important to record the reasons for any failure to
complete and also have some discussion about the benefits of any personal
development undertaken for the individual’s job and the department.
Pages 3-5
Section 2
Development Review Decisions
Consider each Core and Specific dimension of the Subset or Full Outline, as
appropriate. The Reviewer and Reviewee should:
Insert the correct level of the Core Dimensions and the number, title and level
of the Specific Dimensions. It will save time if this can be done in advance
Discuss activities and evidence in relation to each dimension keeping the
sources of evidence as broad as possible
Agree if the staff member has achieved the knowledge and skill requirements
of the dimension, at the appropriate level
Tick the appropriate boxes for each dimension and briefly detail evidence for
discussion
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Personal Review and Development Planning – A Guide for Managers
Note down “Areas for Development” for each of the dimensions for inclusion in
the Personal Development Plan and add any comments if required
Page 6
Section 3
Key Work Objectives
Personal Review and Development Planning enables work objectives to be identified
for each member of staff. Good practice suggests that a person should have no more
than eight key objectives, which must be achievable for the individual concerned,
however they should also be challenging and stretching. They may include objectives
for what is to be done – for example developing services, meeting financial targets,
improving communication. They may also include objectives about how to do it – for
example about service quality, confidentiality, health and safety, time-scales for
response. It is vital to complete the Action Required and Timescales for Completion
columns.
These objectives may be based on:
• Corporate expectations, which derive from the organisation’s vision and
objectives.
•
Service expectations. It is important to consider the expectations of ‘users’ or
‘customers’ about the service that they need and want. Objectives for both
individuals and the team should include targets for improving service quality.
•
Staff expectations. Staff have needs and aspirations, both individually and
collectively as teams. Managers must understand and respond to these,
helping staff perform to the best of their ability in their current role, maintaining
their motivation and seeking to meet their future aspirations.
Professional expectations. Staff may have professional standards and
obligations that are governed by statute and the requirements of professional
bodies. Professional and organisational demands will need to be balanced.
Objectives set should be S.M.A.R.T:
•
Specific; objectives should be clearly defined and easily understood by all
involved.
•
Measurable; should be possible to measure whether or not the objective has
been achieved.
•
Attainable; the objectives should be achievable, but stretching. It is important
to set objectives which result in improvement or development.
•
Realistic; the objectives should be meaningful in terms of current priorities and
pressures.
•
Time bound; a target date for completion needs to be agreed.
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Personal Review and Development Planning – A Guide for Managers
Page 7
Section 4
Personal Development Plan
The manager along with the member of staff is required to develop a Personal
Development Plan (PDP). This should incorporate the learning and development
needs arising out of the work objectives, the KSF requirements for the post and also
takes into account Continuing Professional Development (CPD) and statutory
requirements if applicable. It is likely that there will be overlaps in these. The PDP
indicates how this will be supported by the organisation and should give dates for
completion.
Once the knowledge and skills of the full KSF Outline for an individual’s job have
been met the PDP can consider the development needs required for future career
development.
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Section 5
PRD Outcomes
Once the PRD is completed the Reviewer must indicate if a Gateway point is
applicable and if the individual has met the Gateway requirements. If the Gateway
requirements have not been met then the reason for deferment must be recorded
along with any necessary actions and planned timescales for completion.
The final section of the form is for signatures. Each PRD form should be signed by
both the Reviewer and the Reviewee to indicate that both parties agree with the
outcomes of the meeting and will be countersigned by the Senior Manager or Head
of Department. The manager and the member of staff retain a copy of the review
form, so each is aware of what was agreed and what they are responsible for
carrying out.
8. REVIEW ARRANGEMENTS
Arrangements for review during the year:
•
Interim review dates should be agreed in advance as part of initial discussions
keeping in mind that staff approaching their Foundation Gateway must be
reviewed at the six-month point in the first year
•
The number of reviews should reflect the need to maintain a focus on
objectives, KSF outline and the type of work being done
•
One or two interim reviews should be sufficient to ensure a focus on objectives
and priorities
Objectives and development requirements may need to be revised depending
on the outcome of any review
9. OTHER ISSUES
Problems during the year
The PRD is not a forum for discussing or sorting out problems or issues that occur
throughout the year and is not a substitute for management action on disciplinary or
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Personal Review and Development Planning – A Guide for Managers
performance problems. Managers should deal with work issues, disciplinary or
performance problems as they arise according to the relevant procedures. However
problems or difficulties that have been dealt with throughout the year may need to be
referred to during PRD meetings as they may impact on the objectives and/or
Personal Development Plan for the year ahead. Similarly, if staff can see that
circumstances are such that objectives may not be met, or need to be amended, they
should bring this to their manager’s attention as soon as possible.
Disability
The requirements of a post may be altered to accommodate an individual with a
disability, which may in turn result in the modification of a KSF outline. In doing so,
assistance may be sought from the Occupational Health Department or the Human
Resources Department. Where the member of staff is not on track to meet his/her
KSF Outline, the Reviewer and member of staff should consider together if any other
modifications need to be made to the post. If the KSF outline is considered to be
appropriate and significant weaknesses in performance are unresolved despite
support being given to address the issue(s), then progression through a Gateway
should be deferred in the normal way.
Accelerated Progression on band 5
Accelerated increments are applicable to newly appointed entrants to HPSS at Band
5, who have commenced at the minimum point on the pay band.
This means they will automatically move up one pay point after six months, subject to
a satisfactory standard of practice. (This will coincide with the end of the probationary
period). HR will notify managers of all staff who are entitled to accelerated
increments after 6 months.
If a member of staff of is not performing satisfactorily the manager will need to
forward a notification of change form to HR to retain the person on the first
increment.(Managers will need to be mindful of salary closedown dates). The person
will be held on this point until the manager forwards a notification of change
confirming that the employee’s performance is satisfactory and, at that point, they will
be awarded the accelerated increment.
The review just before the twelve-month point will be a Foundation Gateway Review
and the person will move up a further incremental point when they show they are
applying the knowledge and skills for the post as outlined in the KSF Subset Outline.
The manager will be required to complete the form H/PERS/MISC/9a and forward to
Payroll to process this increment, as this is a gateway point.
CONCLUSION
Managers have a responsibility to implement KSF and PRD’s and a key role to play
to ensure that the Personal Review and Development system is used positively and
constructively and works effectively to benefit staff, managers and the Trust.
This document should be read in conjunction with the KSF Gateway Guidance.
Advice on any aspect of the implementation of the PRD system can be obtained from
the Organisation Development Team.
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Personal Review and Development Planning – A Guide for Managers
Equality, Human Rights and DDA
This policy has been drawn up and reviewed in the light of Section 75 of the Northern
Ireland Act (1998) which requires the Trust to have due regard to the need to
promote equality of opportunity. It has been screened to identify any adverse impact
on the 9 equality categories and no significant differential impacts were identified,
therefore, an Equality Impact Assessment is not required.
Alternative formats
This document can be made available on request on disc, larger font, Braille, audiocassette and in other minority languages to meet the needs of those who are not
fluent in English.
Sources of Advice in relation to this document
The Policy Author, responsible Assistant Director or Director as detailed on the policy
title page should be contacted with regard to any queries on the content of this policy.
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Personal Review and Development Planning – A Guide for Managers
Appendices
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Personal Review and Development Planning – A Guide for Managers
Appendix 1 Staff Personal Review & Development Guide
The NHS Knowledge & Skills
Framework (KSF)
Staff Information
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Personal Review and Development Planning – A Guide for Managers
What is the NHS Knowledge and Skills Framework
(KSF)?
The NHS KSF defines and describes the knowledge and skills which staff (covered
by Agenda for Change -AfC) need to apply in their work in order to deliver a quality
service. It is a knowledge and skills framework and therefore, it is essentially a
development tool. However, the KSF will also contribute to decisions about pay
progression, this will be explained later in this document.
The KSF was developed and implemented in partnership between management and
staff side.
How is the NHS KSF Structured?
The KSF is comprised of dimensions, levels, indicators and examples of application.
There are 30 dimensions – distinct broad categories of knowledge and skills. Six
dimensions are CORE i.e. required for all posts and 24 dimensions are SPECIFIC, of
which only some (up to a maximum of 7) will be relevant to a particular post.
The Specific Dimensions are divided into four categories as detailed in the table.
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CORE DIMENSIONS
(applicable to
all posts)
1. Communication
2. Personal and
people
development
3. Health, safety
and security
4. Service
Improvement
5. Quality
6. Equality and
diversity
Specific Dimensions
(Minimum1 –
Maximum 8)
Specific Dimensions
(Minimum1 – Maximum 8)
Health and Well-being
Estates and Facilities
HWB1 – Promotion of
health and well-being…
HWB2 – Assessment &
care planning…
HWB3 – Protection of
health and well-being…
HWB4 – Enablement to
address health and
well-being needs…
HWB5 – Provision of
care….
HWB6 - Assessment &
treatment planning
HWB7 – Interventions
and treatments
HWB8 – Biomedical
investigation and
intervention
HWB9 – Equipment and
devices to meet health
and well-being needs
HWB10 – Products to
meet health and wellbeing needs
EF1 – Systems, vehicles and
equipment
EF2 – Environments and
buildings
EF3 - Transport and logistics
Information & Knowledge
IK1 – Information processing
IK2 – Information, collection and
analysis
IK3 – Knowledge and
information resources
General
G1 – Learning and development
G2 – Development and
innovation
G3 – Procurement and
commissioning
G4 – Financial management
G5 – Services and project
management
G6 – People management
G7 – Capacity and capability
G8 – Public relations and
marketing
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Personal Review and Development Planning – A Guide for Managers
Each of the 30 dimensions has four levels, from the basic level (1) to the complex level
(4). For example, take Communication, the four levels are:
1. Communicate with a limited range of people on day-to-day matters;
2. Communicate with a range of people on a range of matters;
3. Develop and maintain communication with people about difficult matters and/or in
difficult situations;
4. Develop and maintain communication with people on complex matters, issues and
ideas and/or in complex situations.
To be at a particular level the post must be able to meet a series of indicators. These
indicators will then be ‘tailored’ for that particular post by providing clear examples of how
it is applied on a day-to-day basis.
Each post will have a KSF outline produced in partnership by management and staff
representatives. The KSF outline will detail the dimensions which management and staff
representatives decide are relevant to the post, the level they should be able to work at,
the indicators appropriate to that level and clear examples of application.
The end result is, that each post will have a clearly defined set of knowledge and skills,
explained in clear language, so that the post holder knows what is expected of them in
their job role.
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Personal Review and Development Planning – A Guide for Managers
The Personal Review & Development Planning Process
(PRD)
The post-holder (or Reviewee) and the Reviewer will assess the Reviewee against the
KSF outline annually, this process helps to ensure there is a clear understanding of the
job. Areas of achievement will be identified and a Personal Development Plan (PDP)
produced. With support, the Reviewee will then undertake agreed learning and
development activities.
Joint review of individual’s
work against objectives and
KSF Outline
Jointly produce Personal
Development Plan – identify
needs & agree goals
On-going joint
evaluation of applied
learning and development and
progress regarding objectives
Individuals undertake
supported learning &
development activities
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Personal Review and Development Planning – A Guide for Managers
Learning and development is not just about courses!
It is important that the appropriate method to acquire the
relevant knowledge and skills identified is chosen. Here are just
some:
Reading journals and research papers
Learning from an experienced colleague
Carrying out a literature search
Appropriate job rotation/opportunities in own work setting
Attending relevant meetings
Giving lectures/updates
Attending relevant in-service lectures/presentations
Membership of a Special Interest Group
Membership of relevant Professional Groups/Body
Participation in relevant multi-professional work group
Participation in approved audit/projects
Self directed study/open learning
Reflection on day to day practice with colleagues
Visits to centres of excellence
Secondment within/outside Trust
Work Shadowing
Mentoring
Business in Community Initiatives
Action learning
Conferences
Courses
What are Gateways?
There are two defined points in each pay band, known as gateways. They are:
•
The foundation gateway takes place no later than 12 months after an individual
is appointed to a post. This gateway is based on a subset of the KSF outline i.e. staff
are not expected to know everything in their first year. Instead they are expected to
work towards a reduced KSF outline and acquire and demonstrate the knowledge
and skills it requires to pass through the gateway. After this staff will move onto the
incremental pay points until they reach the second gateway.
•
The second gateway is at a fixed point towards the top of each payband. When
individuals arrive at the second gateway they need to demonstrate the full set of
knowledge and skills required by their KSF post outline to pass through the gateway
onto the remaining incremental pay points (until they reach the top of their payband).
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Personal Review and Development Planning – A Guide for Managers
The decisions about pay progression are made at the Personal Review &
Development Planning. It is expected that the PRD and the PDP will equip staff to
meet the competency requirements of the KSF outline for their post.
How Can I Contribute to my Personal Review &
Development Planning?
You will benefit most from PRD by:
• making sure you prepare for the discussion, noting issues
you wish to raise with your manager
• contributing to its success by helping it to be a positive,
constructive meeting, and
• actively reviewing with your manager your KSF Outline, the
progress towards achieving your objectives and
development plans during the year.
What’s the Benefit for Me in Review?
We hope you will benefit in a number of ways, particularly by:
understanding your job role better
receiving recognition of your personal contribution to the
delivery of service to service users, or to supporting services
knowing the objectives which the Trust and your service
must achieve
knowing what is expected of you in your job, and how this
relates to the rest of the team, and
discussing and agreeing your development needs with your
manager.
How Does the Trust Benefit?
NHSCT expects to benefit from PRD by:
making sure that individual, team, and the Trust’s Corporate
Plan objectives are integrated
improving communication between managers and staff
•
focusing development activity on assisting staff to
perform to the very best of their ability, so that the
services we deliver to patients and clients are the very
best we can achieve
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Appendix 2
PERSONAL REVIEW & DEVELOPMENT PREPARATION FORM (PRD)
PREPARATION FOR THE REVIEWEE (Part 1)
Please complete this form, (parts 1 & 2), prior to your joint review meeting. This is for your use; it is not compulsory to give this to
your reviewer. For Part 1 you will need to consider your departmental objectives and previous work objectives and for Part 2 you
will need the KSF Outline for your post.
1. What have been your achievements and what has given you greatest satisfaction in your job in the past twelve months?
How can you build on this?
________________________________________________________________________________________________________
2. What has given you least satisfaction in the last twelve months? What could prevent this happening in the future?
(Areas to consider might include problems, difficulties, significant changes etc.)
________________________________________________________________________________________________________
________________________________________________________________________________________________________
3. What do you see as the challenges and priorities in your job in the next 12 months?
4. What development or training do you feel would assist you in your work?
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Personal Review and Development Planning – A Guide for Managers
PREPARATION FOR THE REVIEWEE (Part 2). Boxes can be increased in size for use prior to meeting
You will also need to include those dimensions that are specific to your KSF Outline in the spaces provided.
DIMENSION
WHAT PROGRESS HAVE YOU MADE TOWARDS ACHIEVEMENT OF KSF OUTLINE
DIMENSIONS? GIVE EXAMPLES.
Core Dimensions
1. Communication
2. Personal and people
development
3. Health, safety and security
4. Service Improvement
5. Quality
6. Equality, diversity and rights
Specific Dimensions
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Personal Review and Development Planning – A Guide for Managers
Appendix 3 PERSONAL REVIEW & DEVELOPMENT PLANNING FORM
Confidential
PERSONAL REVIEW & DEVELOPMENT PLANNING
Person being reviewed
(Name in caps.)
Post Title:
Reviewer
(Name in caps.)
Post Title:
Staff Category:
Directorate:
Department:
Work Address
Directorate:
Department:
Work Address:
Review Period (past year)
From:
Sections below only to be completed at Gateway Reviews
Foundation Gateway Review Date
Review Period
To:
Pass or defer
If deferred – review date
Second Gateway Review Date
Pass or defer
If deferred – review date
Where there is deferral at a Gateway, the reviewer must ensure that a Gateway Deferral Form is completed and forwarded to Payroll and
Human Resources (Pay, Terms & Conditions) Departments 6 weeks prior to incremental date.
Gateway Deferral Form forwarded to Payroll & HR( Pay, Terms &
Conditions)
This form will be completed by the line manager, who will hold one copy. The jobholder will hold the other copy.
The review form will not be copied or made available for any other purposes apart from Personal Review and Development Planning.
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Personal Review and Development Planning – A Guide for Managers
1
REVIEW OF PREVIOUS YEAR
Discuss with the individual the achievements and areas of greatest and/or least satisfaction over the past six/twelve months.
Review of key objectives agreed for the last period
Review of Personal Development Plan
Objectives
achieved
Yes/No
Comments
(Achievement above requirements/reasons for non-achievement etc.)
Completed
Yes/No
Comment on how learning has been applied to your work
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2
DEVELOPMENT REVIEW DECISIONS Delete as appropriate: Foundation/Full KSF Outline
CORE KSF
Achieved
Areas for development
Evidence for decision
Yes/No
dimensions
(Evidence can include verbal
and their level
feedback, written work, electronic
work, records of work and
(Insert level)individual’s CPD portfolio)
1 Communication:
LEVEL
2 Personal and people
development:
LEVEL
3 Health, safety and
security: LEVEL
4 Service
improvement:
LEVEL
5 Quality: LEVEL
6 Equality & Diversity
LEVEL
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Comments
Personal Review and Development Planning – A Guide for Managers
SPECIFIC KSF dimensions Achieved
Yes/No
and their level Insert those agreed for post
below
Evidence for decision
(Evidence can include verbal
feedback, written work, electronic
work, records of work and
individual’s CPD portfolio)
Areas for development
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Comments
Personal Review and Development Planning – A Guide for Managers
(Continued)
SPECIFIC KSF dimensions Achieved
Yes/No
and their level Add those agreed for post
below
Evidence for decision
(Evidence can include verbal
feedback, written work, electronic
work, records of work and
individual’s CPD portfolio)
Areas for development
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Comments
Personal Review and Development Planning – A Guide for Managers
3. KEY WORK OBJECTIVES
Agree objectives for the next review period ( year ahead) From :
Objective
No
Key objectives for the Period
To:
Action to be taken
.
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By Whom
Completion
Date
Personal Review and Development Planning – A Guide for Managers
4
PERSONAL DEVELOPMENT PLAN
The Personal Development Plan should include all development needs which may arise from the key objectives for the post, the
knowledge and skills framework and (as appropriate) other continuing professional development requirements for the year ahead.
From:
To:
What is the development
Relevant KSF
Means of development and (if appropriate)
Target
need?
Dimension/Area of Work
resources or support required
dates for
review and
completion
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Personal Review and Development Planning – A Guide for Managers
5
DEVELOPMENT REVIEW OUTCOMES
If a pay progression gateway is applicable, has the individual met the gateway requirements?
Yes/No/ Not Applicable
If ‘NO’ progression through the gateway must be deferred until the full range of KSF requirements for the post are met, please
support the decision with details outlined in the space below.
Reason for Deferment
Action to be taken
Timescale for Achievement
This form is confidential and access to it after completion is limited to the Reviewer/Reviewee and the Countersigning
Officer
Reviewee
(Signature below)
Reviewer
(Signature below)
Date:
Date:
Countersigning Officer
(Signature below)
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