Performance Management & Development Scheme(PMDS)
General Guidance
Updated May 2008
This scheme applies to all HCC managers and employees except for those already covered by other schemes, for example, for teachers, teaching advisory staff, senior managers on PM grades, staff in Hertfordshire Business Services, and fire fighters.
Please always download the latest templates and guidance from Connect
What is performance management?
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The Audit Commission has a simple but very clear definition of performance management:
‘taking action in response to actual performance to make outcomes for users and the public better than they would otherwise be’
Performance management is the method by which an organisation ensures that it achieves its objectives. To be successful it must be at the heart of the way the organisation functions at every level. There are tools that can help with this but most fundamental is that every manager, supervisor and member of staff is clear about what action needs to be taken and their role in ensuring that objectives are met.
What is individual performance management?
There are over 32,000 people employed to perform for the council, working within the direction set by its elected councillors. Everybody new to HCC or their job is entitled to an induction. After this they are then entitled to individual performance management. Thislinksthe individual’s work and development to the council’s objectives and performance needs and is a commitment written in the HCC Development Charter.
Line managers are responsible for ensuring that each person they manage:
- has a clear role and knows what they are required to do and achieve
- knows how their work contributes to meeting the council’s priorities
- is properly managed and supervised
- receives induction if they are new to the organisation, the service department or job role
- is given frequent feedback on how well they are performing
- is kept informed of key information and organisational developments that will impact on them and their work, with an opportunity to comment on this
- is recognised and rewarded for achieving their objectives
- has access to learning and development opportunities and support to help them improve performance in their current job and meet future work aspirations
What is the Performance Management and Development Scheme (PMDS?)
There are a number of schemes operating within HCC to help with the process of individual performance management and identifying development needed for individuals to be effective in their job. There are schemes for specific employees such as teachers and teaching advisory staff, the top managers within the council, catering and warehouse staff in Hertfordshire Business Services, and fire fighters. This particular PMDS (Performance Management and Development Scheme) is a general scheme which applies to all other managers and employees. It is not pay related.
What are the Main Principles of PMDS?
The scheme applies across all departments. Some departments may choose to add one or two additional elements to the basic template to meet the professional requirements made of certain occupational groups. The expectation is that in doing so they are mindful of the additional time and any other pressures they are placing on managers and the employees concerned, and the effect this may have on the successful implementation of the scheme. The following principles should always apply:
- Managers cannot opt out of undertaking PMDS with their team
- Employees who fall within the scheme cannot opt out.
- The expectation is that generally, the line manager will conduct the process. However, where there are more than seven or eight members in the team, or there are clear relationship issues, a manager can seek the advice of their L&OD Contact on involving others.
- The focus of the scheme is on both an individual’s work performance and on learning and development
- PMDS is about the quality two-way discussion that takes place. The supporting paperwork is a summary record of this.
- The process should be conducted in a fair and consistent manner, with mutual respect from both parties
- Managers are expected to explain to individuals the basis for their conclusions on performance and their decisions about supporting development requests or needs.
- The objectives set in the individual’s Performance Agreement should be limited to those (four to six) that are most pertinent to the individual’s performance. They should not be a listing of the person’s whole work plan or responsibilities. Further information is available in the full Managers Guide
- Any required competence assessment should be done before the Performance Agreement meeting.
- The process does not stop once the PMDS cycle is completed. Managers are expected to follow this up with the individuals through regular supervision meetings, work programme planning and ad-hoc discussions and feedback as appropriate at the time.
- Managers are expected to complete and keep up to date the paperwork for recording outcomes of PMDS, including their team’s learning and development needs.
Departmental briefings and comprehensive guidance is provided on Connect to help managers with PMDS. There will also be opportunities for managers to attend workshops to increase their skills in getting the best from the process.
What does PMDS involve?
If you are new to HCC, your department or the job, you will first have a period of induction which can last for up to six months, depending on your needs. After that PMDS will apply and require you and your manager to meet at least twice during the year with the specific purpose of:
ASetting out your annual work Performance Agreement and Personal Development Plan (PDP)
- checking you are both clear about your role and agree the next year’s priorities
- setting clear, realistic and achievable objectives for meeting your priorities
- working out what learning and development and support you need to achieve your objectives
Once your performance agreement and PDP is agreed, your manager will supervise and support you in undertaking it throughout the year. This includes making sure you get the feedback, support and opportunities needed to help you to perform and meet your learning and development needs. About half way through the year, you will meet again to review your progress and agree any changes.
B Performance appraisal and development
- looking back at your work in the last year, (or few months if you are new), sharing your views about it, and working out where you have been successful and effective and where you can improve
- reviewing the learning and development opportunities you have taken part in
You will know the date of your meeting at least 2 weeks before, and will have a copy of the paperwork so that you can prepare. Your manager will take the lead in the meeting and make it a two-way discussion. You will have the opportunity to comment on anything written and both of you sign the papers to confirm agreement.
What is the timetable for PMDS?
The annual cycle is as shown below:
When a new individual joins the team it is advisable to begin the process at the end of their induction period. Their next review date can then be planned to fit in with the usual PMDS cycle for the team.
Are competencies involved?
This will depend on your area of work. For some professional areas such as social care there is a requirement to assess your performance against set competencies. This can be included as part of the PMDS process. It is likely to be at an earlier stage, before you have your annual review meeting. The overall outcome of your competence assessment will be taken into consideration in your review meeting. Achievement of professional competencies will not normally form part of the Performance Agreement, but will be reflected in the PDP.
Does PMDS apply if you are on secondment, fixed term or temporary?
If you are on secondment your current manager should undertake your PMDS. You can use your notes and personal development plan from your substantive post to help you, although some of it will not apply to this situation. If you are due to return to your usual post before the PMDS can be completed, you can agree that you do the review stage with your current manager. You can then pick up on the second stage – doing your PDP with your substantive manager on return to your job.
PMDS is relevant if you are fixed term for over six months, but not to temporary agency staff contracts which normally do not last for more than three months. Staff not considered eligible for PMDS should still be given the supervision and support to enable them to perform and learn within their job
Is PMDS confidential?
What you say in your meeting is confidential – unless you both agree otherwise, or you reveal information that legally cannot be ignored, (because it relates to Child Protection requirements, for example). Each member of staff will get a copy of the completed forms and what is written can be shared between your manager and their manager, and any new manager you may move to afterwards. Herts HR and your departmental L&D team will also have access to the information on your PDP for use in supporting your manager in meeting the needs identified.
Why is your Performance Agreement and Personal Development Plan (PDP) important to HCC?
All of the plans and work done within and on behalf of the council should link together- from the very top levels, through to departments, services and your individual work. PMDS is part of this ‘golden thread’ that weaves through all of our work leading to our achievement in delivering services to the people of Hertfordshire.
Your PMDS review is a way of recognising the specific contribution that you are making. The Performance Agreement ensures you have clarity on your main work objectives, the expected outcomes, and how they can be achieved. The focus for your PDP is on how you can build on your career progression, professional development and other learning and development needed to help you achieve your personal objectives as well as others set for the organisation as a whole. This helps you to play your part in delivering the work of your team, which in turn is part of plans made at a higher level, as shown in the pyramid below.
At the very highest level are the ambitions and challenges which our elected members have committed the council to prioritising and addressing for the one million people who make up the population of Hertfordshire.
How does PMDS help HCC to meet other requirements?
There is an expectation from the Audit Commission and others, that we use performance management to review how effectively staff and managers are able to meet certain requirements and performance indicators and address specific agendas placed upon us as a council. These are currently included within the PMDS review forms under the personal effectiveness section. Where particular issues or needs are identified these can then be reflected in individual’s performance agreements and PDP’s. However, where they are common to a number of people, a whole team, or the wider organisation, these should be progressed through the team, department’s or organisation’s learning and development and business plans.
How does PMDS fit with other HR policies and schemes?
PMDS is one way in which HCC manages and supports individual performance. However, it sits alongside thePerformanceCapability, Health and Attendance, Disciplinary and Grievance policies. It relates also to policies and initiatives for promoting, work-life balance, employee well being and flexible working. The process should also be underpinned by HCC’s ‘Putting People First’ diversity and equality policy and principles.
In undertaking PMDS particular attention needs to be paid to the following:
- The appraisal meeting is not the right place to deal with disciplinary or capability issues or grievances or try to solve health and attendance issues. If they are raised in the meeting they need to be logged and then discussed at a separate meeting, in accordance with the relevant policy and guidelines. Performance issues are best raised at the time they occur and not accumulated for the appraisal.
- Normally a manager is not expected to undertake PMDS with an individual who is already the subject of the performance capability or disciplinary process. This is because there is already a performance review interview built into that process, which is followed up by action planning, monitoring of performance and further review. The outcome of PMDS can however play a part in the evidence considered.
Who is responsible for the Scheme?
Each of us is responsible for…- preparing for and contributing to review meetings and working hard to achieve the objectives and outcomes identified
- taking seriously the learning and development opportunities offered and looking for other appropriate opportunities to learn
- raising any dissatisfaction with the process as soon as possible and trying to resolve the issues raised.
- monitoring, evaluating and revising the scheme
- supporting employees and managers in resolving issues and disagreements relating to the scheme
- anticipating L&D needs and putting together the service L&D plan and programme
- deciding how the L&D budget should be allocated
- making progress reports to service and other Boards on the scheme and L&D plans.
Line Managers are responsible for…
- arranging and conducting meetings in a fair, constructive and participative way
- ensuring that agreements are recorded, L&D plans are prepared, and monitoring information produced to the deadlines given
- integrating PMDS with supervision, team meetings and other activities to ensure plans are carried out.
- ensuring that the scheme is implemented across thewhole service and picking up the significant issues
- determining L&D priorities and approving the annual plan and budgets.
What supporting paperwork is available?
There is a one page Managers Quick Guide and more detailed Managers Guidance to support each part of the process. The following forms are also on Connect so that the discussions can be summarised and agreed, and managers can record and report on PMDS.
- Part 1 and 2: The Performance Agreement and Personal Development Plan (PDP) for the year
This will help to highlight the main workplan priorities and issues that will impact on the individual’s work then set key work performance objectives. The aim is to set 4-6 performance objectives that can be used as a measure of individual performance for the year, rather than capturing all of their work objectives.
For the PDP you can consider career and professional development issues alongside learning and development and other support needs.
Part 3: The Performance Appraisal
This takes you through the appraisal in a systematic way. It is not meant for recording everything discussed word for word. It gives greater focus to general personal effectiveness in your work, including areas you may not have discussed in detail when setting the performance agreement
- Team PMDS Record
Managers complete this for their whole team and send it on request, to the contact given for your department. It is required as part of HCC monitoring of performance management.
- Team Learning and Development (L&D) Needs Sheet
This is a summary of all the needs identified for the whole team. The final L&D plan will depend on priorities and resources available. The completed sheet is sent to the departments L&D Contact on request.
What if you are not happy with PMDS?
Wherever possible you should discuss this with your manager first. Alternatively, you can speak with your manager’s manager, Herts HR team or the Learning and Organisational Development Team manager responsible for the whole scheme.
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