Personal Development Review And E-PDR Policy And
Personal Development Reviewand e-PDR Policy and ProcedureReference No.P12:2015Implementation date7th August 2015Version Number1.0Linked documentsReference No:Name.P12:2010Attendance Support Procedure for Police StaffP49:2013Police Officer Unsatisfactory Performance Procedures –Supplementary Line Management Standards and GuidanceP47:2012Fitness Testing Policy and ProcedureP13:2010Police Staff Performance Support Policy and ProcedureP05:2004Fixed Term Contracts for Police Staff including Secondments andAttachmentsSuitable for PublicationPolicy SectionProcedure SectionYesYesProtective MarkingNot Protectively MarkedPRINTED VERSIONS SHOULD NOT BE RELIED UPON. THE MOST UP TO DATEVERSION CAN BE FOUND ON THE FORCE INTRANET POLICIES SITE.Personal Development Review and e-PDR PolicyP12:2015 v1.0
Not Protectively MarkedTable of Contents1Policy Section .31.1 Statement of Intent – Aim and Rationale .31.2 Our Visions and Values .31.3 People, Confidence and Equality .42Standards .42.1 Legal Basis .42.2 People, Confidence and Equality Impact Assessment .42.3 Any Other Standards .52.4 Monitoring / Feedback .53Procedure Section .63.1 Performance Development Review Process (PDR) .63.2 Assessment of Satisfactory Performance – Higher Level of Evidence.93.3 Submission to Countersigning Manager.123.4 Appeals Procedure .123.5 Overdue e-PDR’s .124Consultation and Authorisation .134.1 Consultation .134.2 Authorisation of this Version .135Version Control .135.1 Review .135.2 Version History .135.3 Related Forms .145.4 Document History .14Personal Development Review and e-PDR PolicyVersion 1.02
Not Protectively Marked1Policy Section1.1Statement of Intent – Aim and RationaleTo provide clear guidance in relation to the use of Personal Development Reviews(PDR) whereby police officers and police staff have an effective and proportionatePDR which highlights their performance against pre-determined personal and workrelated objectives, their achievements and development needs.This document will provide guidance in the use of the electronic PersonalDevelopment Review system (e-PDR) completed by all police officers, police staff andspecial constabulary supervisors.1.2Our Visions and ValuesDorset Police is committed to the principles of “One Team, One Vision – A SaferDorset for You”Our strategic priority is to achieve two clear objectives: To make Dorset saferTo make Dorset feel saferIn doing this we will act in accordance with our values of: IntegrityProfessionalismFairness andRespectNational Decision ModelThe National Decision Model (NDM) is the primary decision-making model used inDorset Police. The NDM is inherently flexible and is applied to the development andreview of all policy, procedure, strategy, project, plan or guidance. Understanding,using and measuring the NDM ensures that we are able to make ethical (see Code ofEthics), proportionate and defensible decisions in relation to policy, procedure,strategy, project, plan or guidance.Code of EthicsThe Code of Ethics underpins every policy, procedure, decision and action in policingtoday. The Code of Ethics is an everyday business consideration. This document hasbeen developed with the Code of Ethics at the heart ensuring consideration of the 9Policing Principles and the 10 standards of professional behaviour. Monitoring iscarried out through the Equality Impact Assessment process, which has beendesigned to specifically include the Code of Ethics.Personal Development Review and e-PDR PolicyVersion 1.03
Not Protectively Marked1.3People, Confidence and EqualityThis document seeks to achieve the priority to make Dorset feel safer by securing trustand confidence. Research identifies that this is achieved through delivering serviceswhich:1. Address needs and expectations2. Improve perceptions of order and community cohesion3. Focus on community priorities4. Demonstrate professionalism5. Express Force values6. Instil confidence in staffThis document also recognises that some people will be part of many communitiesdefined by different characteristics. It is probable that all people share common needsand expectations whilst at the same time everyone is different.Comprehensive consultation and surveying has identified a common need andexpectation for communities in Dorset to be: Listened toKept informedProtected, andSupported.2Standards2.1Legal BasisThe College of Policing produced guidance on the Performance Development Review(PDR) process which supports amendments to the Secretary of State’s determinationunder Regulation 24 of the Police Regulations 2003 (Annex F – Pay) contained in theHome Office Circular 006/2015.The most significant element to the amendment to the determination is the link toincremental progression for Federated ranks. Incremental progression through thepay scale is dependent on performance for Sergeants, Inspectors and ChiefInspectors (from 1st April 2015) and for Constables (from 1st April 2016).2.2People, Confidence and Equality Impact AssessmentDuring the creation of this document, this business area is subject to an assessmentprocess entitled “People, Confidence and Equality Impact Assessment (EIA)”. Its aimis to establish the impact of the business area on all people and to also ensure that itcomplies with the requirements imposed by a range of legislation.Personal Development Review and e-PDR PolicyVersion 1.04
Not Protectively Marked2.3Any Other StandardsThe PDR document, ‘Making it Count, Assessing Performance’, published by theCollege of Policing built on previous PDR guidance and considered the impact of newPolice Regulations and Determinations linking the annual assessment of performanceof a police officer directly to progression through the pay scale. Whilst the changesonly affected police officers, the model and its guidance is relevant to managing theperformance of all staff. The guidance can be accessed via the following link: College of Policing Guidance – PDR Making it CountThe PDR process was introduced as an outcome of Winsor Part 2, for the purpose oflinking satisfactory performance in the PDR to progression through the relevant payscale to a grading of ‘competent’ in the annual PDR.The withholding of incremental pay progression can only occur if the officer is in aformal stage of the Unsatisfactory Performance Procedures at the time of theunsatisfactory annual Performance Development Review.The withholding ofincremental pay progression does not apply to police staff.This guidance supports the ‘assumption of satisfactory performance’ model in that itrecognises that the majority of individuals, once trained and experienced, usuallyperform their role to a satisfactory standard. Whilst the majority of staff will beassessed within the assumption of satisfactory performance, four distinct groups sitoutside the majority and for these a higher level of evidence and management supportwill be required: New to Service, Rank, RoleExcelling Performers (Non fast Track)Low Performing StaffCareer DevelopmentThe attainment or otherwise of the standards within the Attendance Management andFitness Testing Policy will be included in the criteria for assessing performance.2.4Monitoring / FeedbackAdherence to these procedures will be monitored at a local level by the HR Qualityand Performance Analysts and centrally by the HR Specialist, Wellbeing andEngagement as part of the HR Quarterly Performance Review.Feedback relating to this policy can be made in writing or by e-mail to:Address:HR Specialist, (Wellbeing and Engagement), Police Headquarters,Winfrith, Dorchester, Dorset DT2 phone: 01305 223875Personal Development Review and e-PDR PolicyVersion 1.05
Not Protectively Marked3Procedure SectionThe e-PDR will be completed by all police officers and police staff during performanceappraisals.Force Fitness and Attendance Management Standards are included as mandatory forpolice officers and police staff in all e-PDR documents.The annual PDR will take place between April and June each year. The responsibilitylies with individuals and their line management for ensuring that it takes place. Theterm ‘line management’ refers to an individual’s immediate supervisor and higherlevels of supervision. Every effort is taken to ensure that line management recordsmaintained by HR Personnel Services are accurate but, in the event that there isincorrect line manager information or sickness absence causes temporary changes,there is a facility to make this alteration on the e-PDR at submission.The use of the e-PDR system provides transparency to those involved in the processin that each e-PDR can only be seen by the individual, the first and second linemanagers and administrators. The integrity of the process relies on the registration ofindividuals and the subsequent password protected log-in to the Force Intranet. Thedocument can be printed by the individual, line manager or system administrator in HRPersonnel Services should it be necessary.The content of the e-PDR is a ‘draft’ which the individual can review, add to or alterover the period of time preceding submission. The line manager can view the contentprior to submission at any time during the year but on submission, the individual’scontent is locked.The e-PDR system has no separate password protection deriving all necessarylogging in information from the Force Active Directory, consistent with existingpractice.3.1Performance Development Review Process (PDR)3.1.1PDR MeetingThe annual PDR cycle begins on 1st April each year and ends on 31st March.The annual PDR appraisal will take place between April and June each year.During the appraisal meeting the line manager will review the performance of theindividual and their contribution over the previous year and the overall end-of-yearassessment and grading will take place (see paragraph 3.1.6).Specific personal objectives for the forthcoming year will be agreed between theindividual and the line manager. The objectives should be recorded at the top of the ePDR document and may include Force, Command Area, mandatory and personalobjectives. Line managers should set all individuals at least one objective relatingdirectly to the annual Police and Crime Plan priorities.Personal Development Review and e-PDR PolicyVersion 1.06
Not Protectively MarkedDuring the meeting any career development or training needs should be discussedand the relevant course request or career development section completed. There willbe a requirement to complete a PPP5 for development and training requests which,once authorised by the line manager should be submitted to OrganisationalDevelopment for action. A PPP5 can be accessed via the following link: - PPP5Line managers are encouraged to have ad-hoc meetings with staff. These need notbe the formal arrangements for mid-year or end of year reviews, but generaldiscussions on how an individual is progressing. Any relevant information or evidencecan then be recorded.3.1.2PDR ObjectivesWork related and personal development objectives are of equal importance andshould clearly describe what an individual is expected to achieve.Objectives should provide the individual and reviewer a clear understanding of how itwill improve performance in the role or improve the development of an individual in anyof the personal qualities that support the role profile or job description. Objectivesshould not be related to performance targets.People are selected in part because of their individual differences and also for theskills they bring to their role. Whilst objectives should be challenging, line managersmust also be cognisant of the person’s ability to achieve them, particularly where acommon objective across a team or larger group is being considered.Mandatory objectives determined by the Force may be included in the annual e-PDRfor assessing performance.3.1.3Assessment of Satisfactory PerformanceThe PDR model is based on an assumption of satisfactory performance in that itrecognises that the majority of staff, once trained and experienced, usually performtheir role to a satisfactory standard. The assessment process requires both theindividual and line manager to contribute limited but relevant evidence of performanceagainst the role profile, job description, personal qualities, role-related developmentand the agreed objectives.The Force will use the Policing Professional Framework (PPF) to assess rolerequirements and personal qualities and an ‘achieved level’ of ‘exceptional’,‘competent, ‘not yet competent’ or ‘not applicable’ will be recorded to determine therequired level of performance.There will be an assumption of satisfactoryperformance (competent) unless appropriate evidence is provided by the individual orby the line manager to show that they are ‘exceptional’ or ‘not yet competent.3.1.4Performance Levels Exceptional – A staff member who consistently exceeds the effectiveperformance statements described within a specific activity or the indicatorsdescribed for a personal quality. For example, the person would consistentlytake a lead on the activity or act as a role model.Personal Development Review and e-PDR PolicyVersion 1.07
Not Protectively Marked Competent – A staff member who consistently performs to the standardsdescribed within a specific activity or the indicators described for a personalquality. Not Yet Competent – A member of staff who is not yet consistently performingto the effective performance statements described within a specific activity orthe indicators described for a personal quality. This may be because themember of staff is new to their role or may have undertaken additional activitiesfor which they require further development, or may have been absent for anextended period. In some circumstances, this rating may apply to an individualwho is not performing despite development opportunities.**Note - There is no requirement for probationary officers and staff undergoinga formal probationary process to engage in a second process, where the sameor similar skills are being recorded and evaluated, (see paragraph 3.2.1). Not Applicable – In cases where the personal quality is not applicable to the jobprofile.The process of gathering relevant evidence of performance will be continuousthroughout the review period and will involve both the individual and line manager.Notable performance should be recorded on an electronic version of the PPP3 whichcan be accessed via the following link: - PPP3In the event of any difficulties associated with meeting an objective or carrying out arole, both the individual and line manager are encouraged to revisit the e-PDR at anearly stage.3.1.5Unsatisfactory PerformanceIn line with the general principles of ‘no surprises’ within a PDR, an officer should notbe at risk of denial of progression through the pay scale without being formally toldtheir performance is less than satisfactory and as a result they are already withinformal Unsatisfactory Performance Procedures (UPP). Such a process is likely tohave taken place over a period of time and evidence of continuing underperformancewill have been documented to justify progression to formal stages of UPP.When the decision is to withhold progression through the pay scale, the officer mustbe supported through action plans within UPP. Although an officer may satisfactorilyrespond to a development plan within a short period, performance must be maintainedover the 12 months. Officers will only be reassessed using the PDR for payprogression purposes at the next PDR assessment anniversary.3.1.6End of Year AssessmentLine managers, in determining the end-of-year grade (overall e-PDR assessment), willlook at the recorded evidence against the personal qualities, attainment or otherwiseof objectives and where appropriate, response to development plans. The linemanager will then assess the overall performance and there will be an assumption ofsatisfactory performance (competent) unless appropriate evidence is provided by theindividual or by the line manager to show that they are ‘exceptional’ or ‘not yetcompetent.Personal Development Review and e-PDR PolicyVersion 1.08
Not Protectively MarkedThe grading of ‘exceptional’, ‘competent, ‘not yet competent’ or ‘not applicable’ will beused to determine the overall e-PDR assessment.Incremental progression through the pay scale will be dependent upon an officerreceiving an overall grading of ‘competent’ in their performance development review.Where pay progression is a relevant issue, the question for the line manager toconsider is, ‘does the individual meet the minimum standard against the performancelevels.Whilst many officers will focus on the pay progression element, assessment within thePDR at any stage of an officer’s career is equally important. Officers must providesuitable evidence for assessment each year. Lack of such evidence is likely to lead toa ‘not yet competent’ performance grade. There is also a balance of responsibility inthe recording of evidence in that line managers should, where appropriate, add theirown comments or evidence to the PDR.An officer or member of police staff must be made aware that their performance isunsatisfactory before the end-of-year review. In general terms this will be addressedthrough the supportive development plan for minor or short term issues or, whereappr
The e-PDR system has no separate password protection deriving all necessary logging in information from the Force Active Directory, consistent with existing practice. 3.1 Performance Development Review Process (PDR) 3.1.1 PDR
1 EOC Review Unit EOC Review Unit Table of Contents LEFT RIGHT Table of Contents 1 REVIEW Intro 2 REVIEW Intro 3 REVIEW Success Starters 4 REVIEW Success Starters 5 REVIEW Success Starters 6 REVIEW Outline 7 REVIEW Outline 8 REVIEW Outline 9 Step 3: Vocab 10 Step 4: Branch Breakdown 11 Step 6 Choice 12 Step 5: Checks and Balances 13 Step 8: Vocab 14 Step 7: Constitution 15
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