HR met with BUCU in August to discuss the PDR process. The aim of the meeting, from the perspective of HR, was to improve HR practices regarding the PDR workstream. HR’s position is that they are responding to staff feedback, which, they say, requests more support for career progression rather than having just one annual conversation about performance. At the meeting, BUCU emphasised:

1)        The PDR should happen once a year and no more.  Additional meetings should only occur at the request of the staff, not managers.

2)        Staff should be provided with information about career progression support outside of the PDR (e.g. through mentoring). Progression support should always be an option rather than a requirement in conversations with PDR reviewers and line managers.  

3)        Both the PDR meetings and any informal conversations about professional development should remain staff-led rather than manager-led/reviewer-led to have the objectives set voluntarily by the staff with feedback and support rather than imposition from the reviewer.

4)    PDR should remain a supportive tool rather than a performance management tool or even a disciplinary tool. 

5)    Some criteria in PDR forms, such as contribution to EDI, remain implicit and up for interpretation, which can be problematic. 

6)    Some larger departments have delegated PDR to reviewers who are not necessarily line managers for the staff involved, which means that there can be discrepancies and disconnections between line manager’s perceptions and staff experiences. Training of reviewers and being mindful of these potential discrepancies are key. 

7)        Staff should always have a choice of reviewers; if staff are not satisfied with their assigned reviewer, they should be able to request a different reviewer.

Through casework, BUCU have heard of cases of the PDR process not being followed. Some of our members wish to use the PDR process to demonstrate their achievements and to use the PDR as a stepping stone for their career progression, but they report that their reviewers have not taken care with the correct process for submitting the PDR, thereby denying our members the opportunity for progression. In other cases, we have heard of line managers who omit, censure, and indeed even obstruct the submission of the  PDR when staff members raise problems in the PDR paperwork and interview. If you have any issues or feedback regarding the PDR please get in touch with casework@birminghamucu.org