Performance and Development Review - SupportPerformance and Development Review - Support StaffStaff

Version 1.0Date: March 2014 (G24)

SummarySummary

Performance and development review (PDR) is an entitlement for support staff employed under local government conditions. PDR forms an essential part of the performance management process for schools and the determination of progression through the salary scales. This guidance note describes the process and timing of PDR and the expected outcomes.

ContentsContents

1. Suffolk County Council’s Arrangements 1.1 General Requirements1.2 Performance Management Policy1.3 The Timing of the PDR Cycle1.4 New Starters1.5 PDR and Pay Progression1.6 Performance Review and

Disciplinary/Capability Procedures

2. The Performance Review and Development Process

2.12.2

The PDR ProcessComplaints about the Process

2.3 Further Support and Advice

1.1. Suffolk County Council’s ArrangementsSuffolk County Council’s Arrangements

1.11.1 General requirementsGeneral requirements

Suffolk County Council has agreed arrangements for performance and development review (PDR), which is an entitlement for staff employed on local government terms and conditions and a requirement to enable them to progress through their grade, unless the employee’s contract is for a fixed term (not renewed) of twelve months or less or s/he is employed as a “casual” or carries out other occasional work only. Headteachers are recommended to include a report on performance review arrangements for support staff in the annual report to governors required under school teachers’ appraisal regulations.

1.21.2 Performance Management policyPerformance Management policy

Schools should draw up and adopt a policy for the conduct of PDR for support staff (see model ‘Support Staff Performance Management Policy on the pages about Managing Performance). Alternatively schools may wish to integrate support staff

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PDR into their pay and appraisal policies for school teachers, bearing in mind that the differences between the two processes may mean that the policy must be reviewed regularly.

1.31.3 The timing of the PDR cycleThe timing of the PDR cycle

PDR follows an annual cycle, which should be such as to enable the school’s governing body to make determinations in respect of incremental progression in good time before the due date for increments for support staff (currently 1 April each year). Support staff reviews do not have to take place at the same time as teachers’ reviews and schools may find it advantageous to timetable them for a different time in the school year.

1.41.4 New startersNew starters

The PDR process should start as soon as possible after a new employee starts. New starters should have suitable objectives set from the outset of employment to enable a PDR review to take place after six months. This enables the new starter to qualify for incremental progression without undue delay. (This is independent of the formal probationary period for employees new to local government service, although this paperwork forms a useful framework for all new starters).

1.51.5 PDR and pay progressionPDR and pay progression

Successful PDR is a requirement before incremental progression can take place – there is no automatic progression through the pay spine according to length of service. Reviewers may recommend that there should be:

no incremental progression, where performance has been unsatisfactory, or

progression by a single salary point, where performance has been satisfactory, or

progression by two points where performance has been exceptional.

Progression by full increments will normally be consolidated into the employee’s salary.

a “non-consolidated” award (of the value of a half increment).

Reviewers should seek advice on suitable criteria for awarding exceptional progression or a non-consolidated payment.

1.61.6 Performance review and disciplinary/capability proceduresPerformance review and disciplinary/capability procedures

PDR does not form part of any formal process of conduct or capability, although information emerging from written statements within the PDR process may prompt the start of other formal procedures. If such procedures are in progress, it will not be appropriate to carry out or continue with the PDR process until such time as any dissatisfaction with conduct or performance is resolved through the appropriate procedure. If an employee is subject to the capability procedure, a recommendation for incremental progression will not be appropriate.

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2.2. The Performance Review and Development processThe Performance Review and Development process

2.12.1 The PDR ProcessThe PDR Process

The PDR process consists of three stages: Planning; Monitoring Progress; Reviewing Performance.

Planning: the employee discusses and agrees objectives with his/her reviewer and records these in an individual plan – a pro forma is available on the Managing Performance home page. Objectives should be challenging but realistic and related to the school’s own development planning process. (Suggestions for objectives and targets are also available on HR pages of Schoolsurf, under Managing Performance).

Monitoring: progress with work objectives should be monitored as part of the normal management processes of the school and reviewed half way though the review period to ensure that performance is on track. If any new objectives are needed, e.g. due to new legislation or changing school needs, or if any objectives are no longer relevant, the paperwork should be amended to reflect the new requirements

Reviewing: the annual review meeting should use the objectives agreed at the beginning of the review period to discuss achievements, identify development needs, and agree objectives for the next review period.

Within ten working days of the review meeting a written review statement should be prepared recording the main points discussed and the conclusions reached, including any development needs. This should be done by the employee where possible, but may in practice be prepared jointly with the reviewer. The employee may add comments to the review statement within ten working days of receiving it.

Following the review meeting the reviewer (where s/he is not the headteacher) will recommend to the headteacher whether the employee should progress through his/her grade (where the individual is not already at the top of the grade or at a mid-point bar) or whether to recommend that there should be no incremental progression. Schools should have arrangements for ensuring that all recommendations for pay progression are “moderated” i.e. the headteacher should be sure that both the process and pay recommendations emerging from it are consistent (where appropriate) between different parts of the school and different types and grades of support staff.

2.22.2 Complaints about the processComplaints about the process

Within ten days of receiving the written statement and/or the plan of objectives and targets the employee may record his/her disagreement on the written statement. The reviewer should attempt to resolve any differences or disagreement through further discussion with the employee. If no resolution is possible the matter may be referred to the appropriate “review officer”. This may be the headteacher or, where s/he is the reviewer, the chair of governors or another appointed governor. The “review officer” will investigate the complaint and take account of any comments made by the employee. The review should be conducted within 20 working days of the complaint

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being received. The “review officer” may decide (if the reviewer agrees) to amend the objectives and targets set out in the original plan. Alternatively s/he may uphold the reviewer’s plan or order the review or part of the review to be repeated – either with the original reviewer or with a different reviewer. Any new review (or part review) should be conducted within 20 working days of the decision to order this.

2.32.3 Further support and adviceFurther support and advice

Further support and advice is available from the Duty HR Caseworker on 01473 265440.

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