Not everyone is interested in or welcomes the idea of PDR. One of your roles will be to promote an understanding of the value of PDR and to generate commitment. You will need the support of senior colleagues in your department in order to achieve this, so be prepared to ask for and encourage their input.
To promote buy-in, you may find it helpful to note the importance of a PDR scheme to strategic initiatives such as Athena SWAN, the Race Equality Charter, the Research Staff Concordat or staff experience survey outcomes.
You will also need to work out, with senior colleagues, how a reviewing structure might work (who reviews whom). In some department/faculties, you may find that some staff have many direct reports and you will need to consider with the Head of Department/Faculty Board Chair how those reviews can be managed. Academic staff, in particular, are less likely to view any one person as their ‘manager’; the Guidelines for constructive career conversations with academic staff allow for “a productive career development conversation with an appropriate colleague (not necessarily the head of department/faculty board chair)” and divisions, departments and faculties may wish to identify a ‘pool’ of academic staff to carry out these conversations.
Options to consider are extending the review period over more than one term to give reviewers time to complete their meetings, or reassigning reviewees to other reviewers (care needs to be given to assigning reviewees to reviewers who know enough about the person’s role to conduct the meeting).