Performance Development and Review

Introduction

We are just beginning to emerge from one of the most difficult and complex changes that the NHS has ever experienced, and understandably staff are feeling the affects of in some cases a prolonged period of uncertainty. We all recognise the challenges in setting up and working in a new environment, with new colleagues, and that building on the successes of the past, and developing a new way of working needs support. This paper is about a critical element of our organisations development, which will be a central process for mobilising and supporting our people,- the design and implementation of a Performance Development and Review Scheme (PDR).  It summarises what is happening now, and what is coming in relation to PDR.

We recognise that we have a rich mix of professionals from a variety of different backgrounds from whom we can learn, and who we would like to engage in developing this new scheme,.

We want to benefit from previous and existing experience, capability and learning, aligning this with NHS England’s values and behaviours. 

Performance development and review in NHS England

Research demonstrates that cultures which are positive, patient focussed, open and transparent deliver higher levels of employee motivation, satisfaction and productivity.

Research tells us that the quality of individual PDRs, contribute significantly to staff engagement, motivation and satisfaction, and that these correlate directly to better outcomes for patients and higher levels of patient satisfaction.

 

In his report, Robert Francis describes what can happen when NHS organisations lose sight of their core purpose, and put other interests ahead of those of patients.

This can create cultures;– where the most basic expectations of care, compassion,

dignity and respect, which are at the heart of the NHS and enshrined in the NHS Constitution, are forgotten;

– where staff are not supported to improve their performance, develop their skills and capabilities; and where team work is ineffective.

The work that we are doing now, exploring with our staff as they join NHS England, on how we should articulate the patient-centred culture we want to develop, is therefore crucial .

Articulating what we stand for is not sufficient.

We have to take practical, tangible action. The PDR scheme will help to build the values and principles of the NHS Constitution into the fabric and foundations of NHS England

It will help develop an organisation where 

– The patient is the priority in everything we do.

– Openness, transparency and candour are the norm.

– Information is shared and used to make changes for the benefit of patients and their families.

– We listen to patients, families and employees, involve them, and value their contribution.

– Clinicians and patients lead work to eliminate poor quality and experience, and to secure improvements in outcomes.

– Employees are supported to stay close to the day-to-day realities of patients and clinicians.

– Employees are provided with training and development to meet the high standards of professionalism we expect, and to realise their potential.

– Leaders provide the environment in which all employees can have their voices heard, make a difference, and feel valued.

– Leaders work in the best interests of patients and their families, and model the values and behaviours set out in the NHS constitution

Performance Development and Review - developing the culture

A robust PDR scheme is central to driving and embedding values and behaviour, focussing staff on the core business of the NHS England and mobilising them to make a difference.

It will also support our people to develop their capability, realise their potential and deliver with and for patients.

Our aim is for a single PDR scheme, applied consistently to staff at all levels in NHS England, and consistently across our geography and multiple sites.

It will draw in the outcomes from our values and behaviours work, and the design will reinforce our patient-focussed culture, and help cement our identity as a single national organisation with local reach.

From experience we know what PDR schemes are designed to do

• Explore expectations, and set and align individual,

team and organisational objectives• Review progress towards previously agreed objectives

and agree future objectives• Recognise, acknowledge and value achievements

• Explore what is needed from the organisation to help

individuals and teams make the best contribution they can

• Identify personal development needs and the means for

addressing these – personal development planning

• Help the individual to produce information for any external

accreditation purpose

• Exceptionally (because there should be other mechanisms),

identify individuals struggling or performing poorly, and

support them to make improvements.

 

The PDR processes can also support us with talent

management, career development, progression and pay and

reward strategies.

We also know that getting it right has not always proved easy. It

is crucial that we take some time to really engage with key

stakeholders in NHS England to get a scheme which

- is really relevant to the needs of our organisation.

- has a clear purpose, is simple and easy to use and adds

real value.

- is owned by those using it.

- helps to develop positive, motivated and skilled staff

focussed on improving patient outcomes.

Developing the PDR Scheme for NHS England

We have engaged Deloittes to work with us to formulate our approach, policy and process, to deliver a bespoke PDR scheme for NHS England built on best practice and wide internal engagement.

This Project is designed to deliver a fully integrated and consistent approach for the performance year 14/15.

The aim is to have the most significant element of the new scheme in place by October/November 2013 to support the mid year review of performance. In particular, the 360 feedback process, which will enable us to assess how we are living up to our values and behaviours The approach to developing this new process is very much an open transparent and consultative one.

We are speaking to, and emailing individuals, and holding workshops to try to get as much, rich and varied feedback and constructive challenge from each area of NHS England to design, develop and build this together.

We are currently engaging with key stakeholders, whose views are being incorporated into a draft. This draft will then be matured and used as the basis for a series of engagement workshops, which will give broader staff groups the opportunity to see what’s being planned and to contribute to the schemes development.

Our aim is to support the scheme with a simple IT system which will provide on a small number of simple on line tools.

The Project lead for this with in NHS Enland is Humaira Ashraf, Corporate Head of People and Organisation Development humaira.ashraf@nhs.net

The Deloittes’ Team consists of

Chris Stirling - DirectorCarol Ann Cross – Senior OD ConsultantUmmul-Bani Arsiwala - Senior Consultant

For further information, in the first instance, please contact Humaira Ashraf

The PDR Project

Project milestones Completion Dates

Stakeholder interviews, PDR development and PDR workshops

June2013

PDR IT system procurement June 2013

PDR 360 degree feedback process

Oct 2013

PDR rollout, including training

Jan 2014

What’s happening now?

PDR project overview

PDR Development Roadmap Process, Approach & Policy Creation and Delivery

Stakeholder interviews

PDR development PDR workshopsFinalise & socialise PDR process, approach and

policy

Stakeholder Interviews

Deloitte consultants will arrange one-to-one meetings with each

selected stakeholder to obtain their input for the development of an early

PDR draft

PDR Development

Using best practice and stakeholder interview

input, Deloitte will start developing the draft

process , approach and policy which will be

supported by a PDR IT system.

PDR Workshops

Workshops will engage as many people as possible in the draft

process, approach and policy and to discuss key competency areas

to support the identified way of working for NHS England.

Final PDR Process, Approach and Policy

Feedback from the stakeholder workshops will help shape the final PDR process and policy. A Train the Trainer session will

be held to support the communication of the final,

signed off PDR process, policy and approach.

 Being simple and easy to use, with the focus on high quality two way on going conversations

 

Redefining “performance” to look at BOTH the delivery and achievement of objectives, AND how individuals live up to NHS England’s values and behaviours

Listening to and acting upon feedback from line managers, peers, direct reports and internal and external partners through 360 degree feedback

Supporting and facilitating team objective setting aligned to the NHS England’s business plan objectives

Facilitating objective setting focusing on the individual’s contribution to team and organisation-wide objectives 

Supporting joint objective setting and review across directorates and domains  

Emerging characteristics of the PDR scheme

 Supporting personal development planning and development

We are heading towards the 13/14 performance year. We know that teams have or are beginning to set objectives for next year.

It is important that you do this in the knowledge that we are building together a new single scheme that will apply to the whole of NHS England.

Objective setting

So, as you set objectives for 2013/14, we encourage you to do the following

• Discuss as teams what your shared objectives are and how these align to NHS England’s business plan.

• Consider how each individual’s objectives contribute to the teams objectives and business plan delivery.

• Take time to look back with individuals and reflect upon and acknowledge their achievements during the transition, as well as looking forward.

• Think about how you will measure success in terms of BOTH outcomes AND our values and behaviours.

• Think about how you will seek and provide feedback.

Objective setting and personal development planning in 2013/14

Personal development planning

As you agree personal development plans (PDPs) for 2013/14, we encourage you to pick up and plan for any development needs previously identified at interview or during the induction period.

Also as part of PDPs to reinforce our commitment to building a patient-focused organisation encourage and provide staff with time off to

• Undertake voluntary work in heath/social care related charities to both share and develop their skills.

• Job shadow frontline health care workers to help

reinforce our connect ion to patients.

Finally, share any emerging common development needs with your Head of People and OD to enable us to build a corporate development offering for staff.

The following pages provide some further advice on objective setting and personal development planning in this period whilst we develop a longer term PDR scheme, and some sample templates for recording performance and personal development objectives.

Summary

• A single PDR Scheme which will cover all staff in NHS England is under development.

• This scheme will use the outcomes from the values and behaviour work. 50 per cent of the PDR will be based on “how” individuals deliver, and 50 per cent on “what” they deliver.

• The scheme will be supported by 360 degree feedback for all members of staff, built on the values and behaviour work currently underway.

• To be successful we are building the scheme with the involvement of staff across the organisation, and an engagement process is underway.

• Major elements of the scheme – the 360 feedback process, for example will be ready as part of the mid-term review of performance in October/November 2013.

• The full scheme, supported by an IT platform will be in place by January 2014.

• Line managers undertaking objective setting and personal development planning now for 2013/14 need to keep in mind the above and the emerging characteristics likely to shape the new scheme.

• Advice, performance and personal development objective setting templates are offered here to support line managers undertaking PDRs now.

• To reinforce and model the patient- focussed culture we are seeking to create, managers are asked to encourage and support their staff to undertake voluntary work in heath/social care related charities to both share and develop their skills, and to job shadow frontline health care workers to help reinforce our connection to patients.

• An HR policy to support volunteering is currently in development.

Specific Objective

Success Criteria: (How will you know you have achieved the objective? What evidence will you need?)

Is this objective a shared objective ?(if so, who with?)/how does it fit with team priorities?)

Completion date

Link to Business plan

1.2.3.4.5.6.7.8.

Sample Performance objectives template

Name………………………………………………… Area/ Region/Directorate                         Job Title …………………………………………….. …………………………………………………

Personal development Objective

How does it support your performance objectives/your aspirations?

How will this development need be addressed?

Success Criteria: How will you know you have achieved the objective? What evidence will you need

Completion date

1.

2.

3.

4.

5.

Sample Personal Development objectives template

Name………………………………………………… Area/ Region/Directorate                         Job Title …………………………………………….. …………………………………………………

Emerging staff development themes Level of demand

1.

2.

3.

4.

5.

Common development needs

Area/ Region/Directorate …………………………………………..………………………………………………Director………………………………………………………………………………………………………………...

Please copy to your Head of People and Organisation development