Performance Development Review (PDR)

Frequently Asked Questions (FAQs)

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• The PDR process »
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The PDR Process

• Q. What are the benefits to me as an individual? You will be able to see where your role fits in and how you contribute to the Organisational objectives. You will get a real opportunity to plan, review, record and improve your performance, and link this to any learning and development needs.
• Q. What are the benefits to the Force/Organisation?
  The main benefits for the Force/Organisation will be improved performance through stronger links to Organisational objectives, better performance management and improved integration of HR processes.
• Q. What will be recorded on the HR system and for how long will information be stored?
  Full details of your PDR will be attached to your personal record in SPIS-HRS or SCOPE and will be accessible by you and your line managers. You will have 'live' access to your last three PDRs.  Your Force/Organisation will have a policy on how long this information will then be stored in archive.
• Q. Why is attendance included?
  This section is to recognise good attendance and to record any impact that absence has had on someone's performance or development. The relevant data will be imported from the absence module within the HR system. Individual Forces/Organisations will continue to advise on and implement local absence management policy.
• Q. How do we avoid the pitfall of non-completion of PDRs?
  It is hoped that PDR will become valuable and important to individuals and that non-completion will no longer be an issue.  In addition, the electronic nature of the PDR process means that PDRs will be allocated automatically and their progress can be more easily monitored. To avoid undue delay, Forces/Organisations will strive to ensure that 90% of PDRs are completed within 8 weeks of generation.
• Q. How are Special Priority Payments (SPP) and the Competency Related Threshold Payment (CRTP) affected by PDR?
  At present, the SPP scheme is independent of PDR and is unaffected. In relation to the CRTP (which applies to police officers only) the PDR includes an assessment of whether a Reviewee’s qualification for the payment should be reviewed. If necessary, any further action is pursued outwith the PDR process in keeping with existing local arrangements.
• Q. How does PDR link to promotion ?
  The relationship between PDR and the promotion process will depend on local Force/Organisation procedures. However, performance and development can clearly be a determining factor in gauging future potential. As such, accurate assessment and recording of performance, is an important element in this process.
• Q. How do we motivate staff if they have no promotion prospects ?
  Promotion is only one of many motivating factors for staff.  If someone does have aspirations for promotion, the PDR process can reflect this and provide relevant support and advice.  If an individual has no desire or is not qualified for promotion, the PDR discussion should concentrate on how their experience can best be used in the future e.g. there may be an opportunity to use them to train or coach others.
• Q. Will this process apply to Special Constables?
  Not at present. Once PDR has been implemented nationally,there may be aspects of the PDR that are transferable to the Special Constable role.
• Q. How will PDR link to performance assessment of probationers?
  A version of the PDR, for appraising probationers, is in use at the Scottish Police College. The PDR has been developed to be used to review the performance of probationers in force, throughout the probationery period.
• Q. How will someone in a temporary rank be assessed?
  Staff in a temporary rank or grade will be assessed in that role.  Depending on the period of their temporary role, this may be reviewed exclusively, or as part of a wider review of their combined performance. In both cases, it is important that their personal objectives are revised and updated when they commence any temporary position.
• Q. What happens if someone moves during the review period?
  This will be for individual Forces/Organisations to decide and will depend on the timing and the nature of the move. The two methods of dealing with this situation are that personal objectives can be modified to reflect a change of post, or alternatively PDRs can be generated on demand to coincide with a change of post (although it is not best practice to consider review periods of less than three months).
• Q. The new PDR process assesses both objectives and behaviours. Are they equally important, or is the achievement of objectives valued more than behavioural competence (or vice-versa?
  In addition to assessing objectives and behaviours separately, Reviewers are responsible for summarising a Reviewee's overall performance. The Reviewer needs to consider and balance the extent to which the objectives were achieved, taking into account the relative importance of each objective, and the standard at which behaviours have been demonstrated, in relation to the role.
• Q. How do we ensure that the PDR process is applied consistently?
  The PDR assesses how individuals perform in relation to their personal, work-based objectives and their behavioural competence. While there will always be an element of subjectivity in any assessment process, elements of the new system, such as the behaviour indicators, will help to ensure that standards are consistent.
• Q. How can someone with, say, 10 years service be assessed against someone new in the role?
  Everyone’s performance is measured in relation to their own, personal objectives which are set having taken into account all relevant factors, such as experience. Members of staff are assessed against the standard expected of them, not against their colleagues.

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