Performance Development Review (PDR)

Frequently Asked Questions (FAQs)

• Background Information »
• Roles »
• The PDR process »
• Evidence Gathering »
• Objectives »
• Behavioural Competencies »
• Personal Learning & Development »
• The Future .. »

Background Information

• Q. Why are we changing the appraisal system?
  The current system is considered by many to have become overly bureaucratic and time consuming, with limited focus on the real contribution of individuals or their training and development needs.  Additionally, some Forces in Scotland have developed their own systems; consequently the appraisal process has become inconsistent across the country. This new system is a modern performance management process for the Scottish Police Service which is less time-consuming, better focussed and includes, for the first time, police officers and police staff.
• Q. Why are we not adopting the Integrated Competency Framework (ICF) which has been widely introduced in England & Wales?
  The ICF was researched in the early stages of the project but was considered highly bureaucratic and resource intensive.  That said, key elements of it (behavioural competencies) have been adapted and incorporated into the new PDR process.
• Q. Some Scottish Forces have already spent some time developing new processes – why can’t we use them throughout Scotland??
  The new PDR process incorporates a number of elements used by Forces which, when combined, are intended to provide an easily understood yet comprehensive blend of modern performance management techniques that can be applied nationally. As such, the new PDR process is intended to be an extension of, rather than a replacement for, the PDR systems used by other Forces.
• Q. What external organisations were reviewed?
  Research was conducted with external organisations and professional bodies across a wide range of businesses and sectors, including British Petroleum; the Scottish Executive; and the Chartered Institute of Personnel and Development (CIPD).
• Q. What were the key messages from external organisations?
  The main message was that there is no ‘perfect’ appraisal or performance review process – systems need to be tailored specifically to an organisation’s culture and values.  Best fit is therefore more important than best practice.  Another key theme was the importance of measuring both results, (objectives and behaviours).