Performance Development Review (PDR)

Frequently Asked Questions (FAQs)

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

Evidence Gathering

• Q. What sort of evidence should I be collecting?
  Evidence can take many forms and come from a variety of sources. It could be as simple as an observation of someone’s performance or a letter of appreciation; the list is almost endless. Remember, however, that evidence must reflect performance or behaviour that is better than or below the normal (competent) standard expected.
• Q. How do we avoid over use of evidence gathering e.g. someone reporting on almost everything they do?
  The key thing to remember is that evidence is not required to demonstrate that you are competent or 'doing your job’. It should only be recorded for performance that exceeds, or is lower than the competent standard.  ‘Indicators’ are provided for each behavioural competency: these are examples which are designed to assist in illustrating this more clearly.
• Q. How can I add evidence for one of my colleagues?
  For police officers this can be done if the person is of a lower rank than you. Otherwise, and for all support staff, notification should be sent to the individual’s Reviewer (as is currently the practice).

Objectives

• Q. How can a constable on the street or a junior member of police staff link their objectives to the overall Force/Organisation's objectives?
  The aim is to make sure that everyone can link what they are doing to what the Force/Organisation is seeking to achieve. Thus, Force/Organisation objectives should be recognised and contributed to at every level in the organisation: division / department /unit / team and individual.  All staff will be providing a service to someone, be it within or outwith the organisation, and you will be required to discuss and agree personal objectives with your Reviewer.
• Q. How are objectives set so that they are 'fair'? Will it be possible for someone to set objectives that are easy to achieve?
  The setting of objectives will be agreed between the Reviewee and the Reviewer, but this will be within a locally agreed context and subject to validation by Managers and Senior Managers. This will ensure that objectives are fair and consistent throughout the Force/Organisation. Remember that in a group there may be ‘common’ objectives which you can all work towards and supervisors will be able to advise locally on this. The system can also record if objectives are deemed ‘no longer relevant’ due to a change in circumstances.
• Q. What happens when someone does not meet their objectives through no fault of their own?
  All objectives should be designed to be SMART, (specific, measurable, achievable, relevant, and time bound). However, where the achievement of the objective is threatened this should be addressed and recorded at the time (the PDR is a ‘live’ document). Where objectives are not met, the circumstances will be taken into account and an appropriate review of the circumstances recorded.