1. Staff Review and Development (SRD): for those reviewing others
Human Resources Division
Personal and Professional Development
Staff Review and Development (SRD): for those reviewing others
Intro me
Refresher/new
Also as reviewee
Today’s objectives:
Clarify purpose and outcomes of SRD (rev/rev/org) – and fit in to wider working context
Consider process/stages – how to get most out of each part
Useful skills for SRD
Consider challenges and encourage engagement
How to get the most out of SRD
Films
Evals/slides (to send later)
Range of experience – chance to refresh or reassure or build on skills – share good practice
Recent review experience? Good/not – why?
To add: What are the challenges (reviewer/reviewee/org) – and how to overcome? (Link with What if scenarios)
Leonie Isaacson, PPD,

2. Overall purpose and outcomes of SRD
SRD is for all employees across all grades and staff groups. “Its purpose is to enhance work effectiveness and facilitate career development.” SRD Guidance
Review work and progress
Plan for future work
and development
Clarify responsibilities
Look for solutions
Consider longer term plans
Reviewer
Reviewee
Supported self-review
The Scheme:-
provides the opportunity for staff to have uninterrupted time with their line manager/PI to discuss performance and development, expectations and objectives, and to ensure these are in line with the objectives of the Department and School of Clinical Medicine;
provides an opportunity for positive and constructive two-way review of work progress;
supports academic and research staff in maximising their research potential and to support the Research Excellence Framework (REF);
provides an opportunity to invest time in nurturing careers to ensure that individuals fulfil their full potential, supporting a process of continuous professional development;
supports engagement, which is linked to both improved motivation and greater staff retention; facilitates the recognition and celebration of achievement;
provides an opportunity to discuss succession planning which is of particular importance at the latter stages of an established officer’s career;
supports setting of objectives and priorities, and agreement of an action plan;
allows for identification and discussion of difficulties or obstacles to the appraisee’s effectiveness, and ways in which any difficulties and obstacles to progress could be removed;
provides for discussion of training needs for the appraisee’s current role, as well as career development.

3. Roles and responsibilities
Employees with responsibility for others…
ensure individuals and the team can and do get the job done
All employees…
take responsibility to meet standards and expectations of the job
a manager’s role is to manage the TASKS, TEAM, and INDIVIDUALS.
Their role is to get the best from people in terms of performance, development and behaviour.
And ALLOW them to get the job done (encourage independence)
It is not an event but rather a strategic and integrated process that operates as a continuous cycle.
Good managers… ensure individuals and the team can and do get the job done
Commit time to planning and managing the team as well as other tasks
Recruit the right person, use induction and probation effectively
Plan ahead, agree and communicate clear objectives
Give regular and constructive feedback
Review and make plans with individuals, give opportunities for development
Be approachable, encourage input, listen and communicate effectively
Lead by example, celebrate successes and learn from mistakes
Support, build trust, motivate and encourage independence
Good employees… share responsibility to make the most of these
This session will consider how to approach Staff Review and Development as a specific tool in this wider context of managing others and how to get the most from it.
Employees must take responsibility to meet the expectations and requirements and OBJECTIVES of the job. This may include:
Take time to plan ahead – how they will achieve their objectives?
Review and communicate about progress or difficulties
Ask for support if necessary
Take on board constructive feedback
Take opportunities to develop necessary skills and knowledge
Contribute to overall team plans and objectives
Communicate effectively
NB managers are also employees  with standards to meet

4. Effective managers…
Commit time to planning and managing the team as well as other tasks
Recruit the right person, use induction and probation effectively
Plan ahead and set clear objectives
Review progress, give regular and constructive feedback and encourage others to do the same
Review and make plans with individuals, give opportunities for development
Solve problems and make decisions effectively
Be approachable, encourage input, listen and communicate effectively
Lead by example, celebrate successes and learn from mistakes
Support, build trust, motivate and encourage independence
a manager’s role is to manage the TASKS, TEAM, and INDIVIDUALS.
Their role is to get the best from people in terms of performance, development and behaviour.
And ALLOW them to get the job done (encourage independence)
It is not an event but rather a strategic and integrated process that operates as a continuous cycle.
Good managers… ensure individuals and the team can and do get the job done
Commit time to planning and managing the team as well as other tasks
Recruit the right person, use induction and probation effectively
Plan ahead, agree and communicate clear objectives
Give regular and constructive feedback
Review and make plans with individuals, give opportunities for development
Be approachable, encourage input, listen and communicate effectively
Lead by example, celebrate successes and learn from mistakes
Support, build trust, motivate and encourage independence
Good employees… share responsibility to make the most of these
This session will consider how to approach Staff Review and Development as a specific tool in this wider context of managing others and how to get the most from it.
Employees must take responsibility to meet the expectations and requirements and OBJECTIVES of the job. This may include:
Take time to plan ahead – how they will achieve their objectives?
Review and communicate about progress or difficulties
Ask for support if necessary
Take on board constructive feedback
Take opportunities to develop necessary skills and knowledge
Contribute to overall team plans and objectives
Communicate effectively
NB managers are also employees  with standards to meet

5. Effective employees…
Take responsibility to meet the agreed standards and expectations of the job
Take time to plan ahead in order to achieve their objectives
Review and communicate about progress or difficulties
Ask for support or clarification if necessary
Take on board constructive feedback
Take opportunities to develop necessary skills and knowledge
Contribute to overall team plans and objectives

6. 5 things a team needs from their manager
Expectation (Tell me what you expect of me)
Guidance (Give me guidance when & where I need it)
Opportunity (Give me an opportunity to perform)
Feedback (Let me know how I am doing & vice versa)
Recognition (Recognition of my contribution)
Essential Mgmt activities :
Have regular 1:1’s
Give feedback - constructive & timely
Ask for feedback
Agree clear targets
Recognise success
Address under performance
Offer appropriate training and development

7. SRD: Why do it? Reviewee Self-review Clear direction Well-being
Reviewer
Agreed direction
Promote independence
Relationship
Motivated staff
Satisfaction
Team or Group
Morale
Performance
Share skills
Support
Department
Results
Reputation
Succession
Retention
Culture
Focus on future
Reviewee
Self-review
Clear direction
Well-being
Development
Motivation
Before we look at HOW to do it, let’s look at why it matters. Draw on own experience
Who are the stakeholders in this?
Reviewee
Reviewer
PI/Group
Dept
Activity – 4 small groups, one each
Outcome for reviewer? Motivating to support less experienced colleagues. Find out what is working, build knowledge across dept.
Outcomes for org? People working happily and effectively together, good for motivation and performance, culture/reputation attracts/retains right people

8. What does SRD need to succeed?
Commitment & genuine interest in making it useful
Knowledge about it – e.g. why and how
Time to prepare
Ability to reflect on knowledge and experience
Ability to draw meaningful conclusions and objectives
Be an on-going part of good employment and support
Genuine interest in making it useful
Trust – no surprises, open about ongoing feedback
Knowledge about the process and outcomes – knowledge about future areas of work (bigger plans)
Integral part of good management
Problem solving
Construvive with supporting self-review and feedback

9. Stages in the SRD process
1. Prepare
2. Meet
3. Follow-up
Good practice includes a review of the review process

10. Stage 1: Preparation – before the meeting
Practical arrangements
Read relevant guidance, incl. PD25
Date, time, venue
Consider a pre-meeting
Key areas to consider:
Work and performance
Strengths and skills – role-specific and behaviours
Areas to develop
Wider plans for the team/organisation/department
Potential objectives for the next year
Longer term aspirations and career planning
Questions you will ask to support review and agreement
Managers: supporting their preparation for the discussion
Possibly seek input form others
Look at PD25 for list of useful questions that will help you both to prepare.
Areas to consider before the review meeting:
Practicalities: arranging date/time/venue, scheduling time to prepare & follow-up
Work and performance in the last year
Previous objectives (and progress) and review records
Job description, the individual's development within the role
Strengths and skills, areas to develop
Notable achievements and contributions
Enjoy most/least within the role
Any concerns or particular feedback – with potential solutions
Possible objectives for the coming year – how they fit with departmental goals
Possible plans for the future – career aspirations
Suggestions for improving how you work together
The questions you might ask this particular individual to support their self-review

11. Stage 2: Stages of the meeting
Start the meeting
Clarify purpose and agenda
Discuss
Work, progress and achievements
Areas of strength and enjoyment
Areas and ideas for improvement
Objectives: work and development
Career planning and aspirations
Agree actions
Evaluate and close the meeting
Reviewer to guide through these stages
Middle section to discuss achievements, progress, what’s gone well/not so well
Agree plans, targets and objectives
Consider personal development in context of career aspirations

12. The meeting – in film
Watch these and look out for what is done well and not so well (e.g. skills, knowledge, behaviour)
Start of the meeting 1
Start of the meeting 2
Middle of the meeting 1
Middle of the meeting 2
End of the meeting 1
End of the meeting 2
Trailer
See the others:
Effective SRD online
Show 1 and 4

13. Stage 2: Skills, knowledge, attributes for a constructive meeting
Ask useful questions – and listen to answers
Draw conclusions from discussions and use them to plan ahead
Problem solve, be constructive with feedback, look for solutions e.g. how to make an improvement, or meet a development objective
Make plans, agree objectives
Knowledge – e.g. the direction of future work and opportunities
Record key points, guide the meeting, keep to time and agenda
Be open to suggestions and feedback
Useful skills for both participants
Objectives – both work and development
positive attitude – look for solutions
A constructive meeting:
Reviewees do most of the talking
Reviewers listen actively & engage constructively
Scope for reflection and summarising
Contribution is recognised
Ends positively with agreed action plans for future work and development
performance not personality
self-review
take stock
the whole period is reviewed: Overview: not just recent or isolated events
no surprises
Which of these do you do well?
Which could you improve?

14. Key skill: asking questions
Open: Tell me about…
Probing: Can you expand… (who, where, when, how ?)
Closed: This is what I understand. Am I right?
Open
Probing
Closed – do you, is it, have you
Combine with listening effectively!

15. Key skill: questions for self-review
What did you do well/not so well and why?
What worked or didn't work for you?
What could you do differently next time?
What have you learnt?
What development and/or support would help you? …
HOW 2

16. Key skill: tips for effective feedback
The purpose of feedback is to change or improve a situation.
It must be a positive process and experience.
Giving feedback
Be prepared, be specific
For corrective feedback, clarify expected and actual performance or behaviour
Consider possible solutions or improvements
Agree way forward
Feedback about positives too
Model how to receive feedback well
Receiving feedback
Approach it positively and calmly
Listen actively to feedback
Ask for specific examples or clarification if necessary
Consider the feedback and possible ways to address it
Make a note of key points
Try to thank the person
Most important giving and receiving feedback should be a positive process and experience – purpose is to change or improve a situation.
Regular and timely
Be specific
Emotional self-control
Roll with the punch
Ask questions
Repeat back what you’ve heard
Consider whether it is warranted or not
Admit shortcomings/failures
Avoid counter-attack ic

17. Key skill: Setting objectives for SRD
Work
To achieve in next 12 months
Linked to wider objectives
Development
To help do the job better
To meet work objectives
Record on the Personal Development Plan (PD26)
Record on the SRD form (PD25)
Work: what you are going to work on/achieve in next 12 months
Developmental: in order to achieve work objectives
Refer to workbook for types of objectives and ground rules
Check peoples understanding of SMART

18. Types of Objectives
Job Routine looking for opportunities to raise the existing level of performance for routine activities
Innovation doing new/routine things in creative and new ways
Problem Solving looking for solutions to existing problems
Personal Growth about on-going development
People managing a team or relating to colleagues

19. Key skill: Setting and achieving objectives (1-2-3)
Identify what needs to be achieved
Clarify and record it (be SMART)
Consider what needs to be done to achieve each objective
Objectives used every day – often process driven (I need to do this by the end of the day)
To achieve: results orientated (impact/outcome), sometimes need to be activities orientated (process)
May depend on individual, position in team, requirements of their role
Some will need support to identify no.3. For senior staff, no.3 is the strategy/planning stage.
Programme examples: If time do exercise on pg 7 SMART or not?
Process: deliver 6 management development programmes to UL managers in Mich 2012
Impact: by the end of this programme 90% of you will have developed the tools to feel more confident in your management role and be able to and demonstrate these within your role.
Outcome: as a result of the development programme by July 2013 there will improved performance and less absence in all areas of the UL

20. Meeting development objectives: being creative
Activities for achieving development objectives include:
go on a course
work shadow or swap
find a mentor or be a mentor
reading/research
observe/speak to ‘an expert’
be ‘the expert’ and teach someone else
take opportunity to practise
attend meeting/event
work on a project with others
delegation – can provide many possibilities for development …
Show end of meeting 2

21. A mini review: practice
In groups, prepare as either A or B
In pairs, practise for minutes, including:
Opening the conversation
Review one area of work or behaviour
Try to agree an objective for work and/or development
Close the discussion
Evaluate together What worked well? What could you have done differently?
Key learning or ideas to share
Practice
Prep – 10 mins
Practise – 15 mins
Evaluate – 5 mins
Tips/advice/key learning  flip 10 mins
Watch middle of meeting film – look for skills etc.

22. “What if….” possible challenges or concerns
Exercise pg 8 – What if – challenging responses – in prs consider ½ situations each. Final column is key one to collate.
Only one or two words
Agree, but half heartedly
Seem unhappy
Appear anxious, or angry
Expectations are different to yours
Reviewer lack of prep
Reviewer dominating discussion
Responding to criticism
Reviewer not seeing it as a priority (‘start’ example 1 video)
Reviewer not setting time aside
Not agreeing on priority of objectives
Reviewer setting unrealistic objectives
PDoc issues??

23. Tips for dealing with challenges and encouraging engagement
Practise assertive behaviour
Anticipate/pre-empt reactions
Ask questions to understand the situation and clarify
Ask “What do you hope to get out of this process?” or “how are you feeling about it?”. Be clear what you want to get out of it.
Have evidence to support your opinion, be reasonable and objective
Agree to find out more and discuss again
Manage expectations, e.g. discuss priorities, agree reasonable time lines
Be prepared – stay calm
IN most cases, people are keen to take part
Pre-empting different (or difficult) situations
Occasionally you may experience a difficult or different reaction. SLIDE some examples – and words of advice that you have submitted. In most cases, really good questioning can help to avoid and/or alleviate these problems – it may be upfront and along the lines “I sense you are not feeling positive about this process, can you tell me why?”. You are looking for open and honest discussion – and in most cases this is what you will get. Try to anticipate before the kind of questions you might need to ask, or pre-empt how you think someone will respond – could a quick pre-meeting help alleviate any anxiety or misunderstanding about the process?

24. Stage 3: follow-up after the discussion
Both RECORD the discussion and objectives (use PD25 and PD26)
Reviewees
Take responsibility for achieving objectives
Continue to review and communicate progress
Reviewers
Provide support to achieve objectives
Continue to review and communicate
Head of Dept
Sign-off records, identify trends
Until now we have considered the first 2 stages in the process – the preparation and all the skills/knowledge that you can bring to a meeting. The final stage is to integrate into the ongoing work and development of the reviewee, and your management of that person – linking it back to the benefits and outcomes of the process overall. Let’s assume you’ve had your meeting – what do you need to do afterwards?

25. Overall purpose and outcomes of SRD
“Its purpose is to enhance work effectiveness and facilitate career development.”
Review work
and progress
Plan for future work and development
Reviewer
Reviewee
Final points – SRD is intended to be a supportive and motivating process for both people taking part. It is not meant to replace the ongoing daily, weekly management of individuals, but is a chance to step back, to take stock and agree plans ahead. If necessary start with ones you feel will go smoothly and build on your experience.

26. PPD’s online learning resources
Effective SRD
Behavioural Attributes Framework
Giving Effective Feedback
Managing Challenging Conversations
Roles and Responsibilities
Communicating Assertively
And more