Performance and development review

Performance Development Reviews (PDRs) are designed to help managers facilitate meaningful conversations surrounding developmental areas.

They are an important way in which the University ensures that every individual can perform to the best of their abilities and fulfil their professional aims and ambitions.

The annual PDR is a culmination of regular touch points throughout the year and should form part of ongoing conversations focused on the development of individuals.

This guidance has been developed to support high quality, supportive discussions between reviewer and reviewee, and should be used in conjunction with the PDR template.

Key features

• The Library PDR window runs from April to September each year, spanning six months. This allows managers and team leaders the flexibility to schedule PDRs at a time that works best within this period.
• We recommend using a two-step process. Having two separate PDR meetings allows for additional reflection time to consider our roles, future objectives and training and development needs.
• All colleagues should take part in PDR conversations.
• All reviewers will receive regular support, training and best practice updates.
• Reviewees and reviewers have an equal part to play in preparing for and participating in PDR.
• PDR should not cover personal or sensitive topics – it’s a role focused conversation. Personal and sensitive matters are too important to wait for PDR and should be discussed as a matter of urgency as soon as they arise.
• Library colleagues should use the PDR template to help facilitate the conversation.
• A copy of the completed PDR form should be emailed to uml.pdr@manchester.ac.uk. Forms will be stored securely on the Library Office’s Sharepoint site, subject to the University’s Data Protection Retention Schedule.
• Library colleagues should also complete a Personal Learning and Development Plan for the coming year as this helps ensure learning and development activities are aligned with individual or organisational performance objectives, career aspirations, and life goals. 
• Information collated from individual Personal Learning and Development plans will continue to inform the Library’s Staff Learning and Organisational Development plan.