every one counts
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Every one counts
Our key measures of success will be
satisfied patients and staff who feel
positive about their work
The values of the
NHS Constitution
underpin all that
we do
We work to improve the lives of individuals, local
communities and thepopulation as a whole
We work with patients, public and partners to get the
best outcomes
We tackle
inequalities, we are
open and
transparentPeople are at the
heart of everything
we do
NHS England Performance Development Review – BRIEFING PACK December 2013 “High quality care for all, now and for future generations”
PURPOSE OF THE BRIEFING PACK
• To provide an overview of the PDR Scheme, its key components and the process to follow
• To reinforce the message that PDR is about building upon what we already do in a way that supports our values and aspirations
• To encourage staff to think about how they can help to make the implementation of the PDR scheme successful
2"High quality care for all, now and for future generations."
AIMS AND AMBITION
To develop, design and implement a single Performance Development and Review (PDR) scheme for all staff across NHS England, which will help:
• reinforce our identity as a single organisation;• embed our core values and behaviours;• focus on delivering the best for patients;• motivate, challenge and support our people to develop their capabilities as
individuals and teams;• achieve sustainable high performance as an organisation.
Our aim is for our PDR scheme to help NHS England create a positive culture, where the principles and values of the NHS Constitution are evident in the work we do and, the manner in which we work with each other internally and with our external stakeholders and partners.
3"High quality care for all, now and for future generations."
DEVELOPMENT OF THE SCHEME
4"High quality care for all, now and for future generations."
OVERVIEW OF THE SCHEME
This is a single PDR scheme that applies to all staff in NHS England.
PDR is a core management process which all staff are expected to dedicate time to and do well. It is not a tick box exercise!
PDR is supported by an on line system which is designed to ensure that the process is:
• light on paper work;• simple to operate;• recorded in one place;• focused upon having good quality conversations that enable us to deliver great
outcomes, model our values and behaviours and develop our skills and capabilities to sustain high performance.
5"High quality care for all, now and for future generations."
THREE DIMENSIONS OF GREAT PERFORMANCE
In our discussions with people involved in developing the PDR scheme, and using the evidence about what works we have concluded that great performance occurs when there is a balance between three key dimensions – outcomes, values and behaviours and development.
6
Outcomes
Values & BehavioursDevelopment
Makes good progress towards challenging objectives
Develops themselves and others to drive sustained improvements
Exhibits our values and behaviours in their work
Great staff consistently perform well in all these areas
"High quality care for all, now and for future generations."
PDR PROCESS
Our PDR process comprises of four key stages:
7
2. Agreeing individual
objectives and a personal
development plan
3. Supporting individuals to
perform throughout the
year
4. Annual Review
1. Aligning team and
organisation objectives
Thinking about individual contribution to shared team and organisation objectives
• What went well?• What could be better?• What has been learned?• Look forward to next year
• Regular 1:1’s• Interim review• 360 degree feedback• Giving & receiving
feedback
• Stretching objectives• Development &
support needed to be successful
• How progress will be measured
"High quality care for all, now and for future generations."
ALIGNING OBJECTIVES
The PDR process is designed to help us think about and take action to ensure that our individual objectives contribute to team objectives and in turn help to deliver business plan objectives
We are all encouraged to propose our own objectives, and to do this having thought about:
• our own role and responsibilities;• the objectives of the team or teams we are members of;• the organisation’s business plan objectives.
The PDR timeline encourages time to be set aside early in the year for teams to discuss what their shared objectives are and to consider how these align to our business plan
8"High quality care for all, now and for future generations."
INDIVIDUAL OBJECTIVES
Having reviewed our team(s) objectives we should:• identify no more than 5 or 6 individual objectives per annum;• think about how we can deliver our objectives and measure our success in relation
to outcomes, values and behaviours and development;• consider how we will seek feedback, from whom and when;• identify the support we will need to help us achieve our objectives.
Our objectives should reflect the three dimensions of great performance referred to earlier and should:• be challenging and outcome focussed;• stretch and develop us;• be values based;• be achievable;• be aligned with but not necessarily identical to those of the teams to we belong;• reflect that how we deliver is as important as what we deliver.
9"High quality care for all, now and for future generations."
PERSONAL DEVELOPMENT PLANS
Investing in team and personal development is important to ensure we can be successful now and in the future. Identifying and addressing personal development needs is therefore a central part of our PDR process
Working with our Line Managers, we are encouraged to identify how we can:• gain experience;• learn and develop our skills and capabilities as we deliver our objectives;• undertake developmental assignments;• work with and learn from more experienced colleagues; • use volunteering time to undertake voluntary work in heath/social care
related charities/organisations and/or consider job shadowing frontline health care workers;
• learn from coaching and mentoring others.
Identifying and addressing our development needs should be integrated with, and support the achievement of our objectives, not be seen as a separate activity.
10"High quality care for all, now and for future generations."
SUPPORTING PERFORMANCE
PDR is a process that runs throughout the year. There should already be on-going conversation between staff and line managers, and with those we are working with on projects and programmes, so that we are constantly checking how we are doing.
Regular one to ones with our line managers, should help us to regularly reflect on:• how we are progressing with our objectives;• how we are living up to our values and behaviours in the work we do;• what we are learning;• how we are developing ourselves and others.
The PDR process also provides for a more structured and formal interim review at the mid- point of the year to:
• review progress against each objective;• reflect on feedback received and identify additional feedback needed;• celebrate success; • check how development is going;• review any performance improvement plans;• agree further support that may be needed; • look forward to the next period and agree any revised objectives or plans; • record progress.
These conversations are two way so we need to not only ask for feedback about what we are doing well, and what we could do better or differently , but also provide feedback to our line managers and colleagues about how they are doing and what they could do differently and better to help us perform as well as possible 11"High quality care for all, now and for future generations."
360 DEGREE FEEDBACK
360 degree feedback provides a more rounded overview of performance and a greater awareness of strengths and areas for future focus.
It collects views from a range of people that come into contact with us, (Line Managers, Peers, Staff, partners etc) and who can therefore provide valuable all round insights and information regarding our performance.
Feedback will be used in conjunction with personal self-reflection.
The PDR process (and system) contains a lightweight, transparent and user-friendly, 360 degree tool which asks for feedback on three key questions.
• What an individual has done well; (strengths, achievements)• The values and behaviours displayed by the individual in their work (prioritising patients,
listening and learning, using evidence…)• What the individual could do differently or better in the future (development needs).
This tool can also be used throughout the year on an ad hoc basis, for example if a certain phase of a project is coming to a close, or an objective has been achieved.
12"High quality care for all, now and for future generations."
THE PDR YEAR
Our PDR process is an on-going annual cycle, which begins with we and the team(s) we work in, contributing to the development of our Business plan objectives then considering what our shared team(s) objectives should be to help deliver the business plan.
Key dates in the calendar• March /April – Agreeing team objectives (Stage 1)• By the end of June – Agreeing individual objectives and personal development
plans (Stage 2)• November/December – The interim review (Stage 3)• By the end of May – 360 degree feedback processes complete (Stage 3)• By the end of June – Annual review (Stage 4)
13"High quality care for all, now and for future generations."
THE PDR YEAR
14"High quality care for all, now and for future generations."
PROJECT WORKSTREAMS & PHASES
Programme Workstream and Phases:
Workstream (1) Focuses on the Design and development of the PDR scheme key components , guidelines, policy and toolkit.
Workstream (2) Focuses on the procurement and implementation of a fit for purpose PDR IT System.
PHASE 1 PHASE 2 PHASE 3
Feb 2013 to March 2013:• completion of 11
stakeholder interviews; research into industry best practice and engagement of three potential vendors for an off the shelf on-line PDR solution.
April 2013 to July 2013• 5 staff engagement
workshops; 3 Regional Directorate team meetings that shared, tested & developed the PDR strawman; development of the PDR systems specification for procurement.
PHASE 3(a): August 2013 to June 2015• Procurement of the PDR IT
system; development & refinement of the PDR scheme guidelines & tool kit; build, test, pilot and full implementation roll-out of the PDR system.
PHASE 3(b): April 2014 to Dec 2015• Integration of the PDR
scheme with the and our talent strategy.
15"High quality care for all, now and for future generations."
KNOWLEDGE & UNDERSTANDING OF HOW THE PDR SCHEME WORKS
OBJECTIVE SETTING AT TEAM &
INDIVIDUAL LEVEL
GIVING & RECEIVING FEEDBACK
CONDUCTING QUALITY PDR
CONVERSATIONS
PDR IT SYSTEM
• Socialisation of the PDR Scheme through group briefings, podcast and webinars
• E-learning module
• PDR IT System through Webex
• HR Updates
• PDR Scheme & Guide available for review on the intranet
• E-Learning module
• ‘How to Guide’: top hints and tips on how to set objectives at individual and team level
• Link to NHS England’s business planning process to ensure alignment of individual objectives with corporate & team objectives
• E-learning module
• Skills development module
• ‘How to Guide’: top hints and tips on: how to give & receive constructive feedback;
how to recognise positive contribution; how to manage/ deliver difficult conversations
• Skills input at Leadership Forum & Heads of Conference
• E-Learning Module
• Skills development module/training day to ensure managers have the skills to conduct meaningful coaching conversations
• ‘How to Guide’: top hints and tips on: preparing for and delivering quality PDR conversations
• 1 X 1 Day PDR System Walkthrough (max 10 delegates)
• 1 x 1 Day UAT tester enablement
• 2 x 1 Day OD/HR Admin Training – Modules to cover: Core PDR, 360 and Training and Development (max 8 delegates)
• 1 x 2 Day Super User Training (max 6 delegates)
PDR SKILLS & CAPABILITY DEVELOPMENT CORE ELEMENTS
"High quality care for all, now and for future generations." 16
PDR IT SYSTEM
• The system has been designed by Lumesse and is web based• The modules include HR Core, Performance Management , Training &
Development and 360 Feedback • PDR records will be held on the system• We are hoping to have a single sign on• Training and development on the system will be provided
The system is intended to aid the recording and review of information related to individual PDR. It is not the focus of the PDR scheme; the focus of a good PDR process is the quality of conversations between staff and managers.
17"High quality care for all, now and for future generations."
QUESTIONS
Please take a moment to consider:
• How do you see the PDR process working in your Directorate / team?
• What support do you need?
• What opportunities does this bring?
• Any other issues?
Questions should be fed back to your Head of People and Organisation Development or england.odhelpdesk@nhs.net.
Responses will be provided via the FAQ’s on the PDR pages of the intranet.
18"High quality care for all, now and for future generations."
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