PDR reviewer's role (PDF)
Preparing for the PDR - reviewer (PDF)
Agreeing objectives (PDF)
Learning and development conversations for managers (PDF)
Career conversations for managers (PDF)
Giving feedback (PDF)
These FAQs have been written chiefly with professional services staff and researchers in mind. Academic staff may find some useful ideas here, and general guidelines for academic staff may be found on the Promoting Good Conversations at Work page.
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Aim for a 60/40 split, favouring the reviewee. It’s about constructive dialogue, understanding, and transparency.
Agree on new objectives in regular one-to-one meetings. Keep PDR objectives relevant to avoid surprises.
Create a respectful environment, focus on specific examples, explain the need for change, and collaborate on solutions.
Allocate time in the meeting to ask for structured feedback, e.g., what to stop, start, or change.
No, PDR isn’t for performance problems. Address concerns as they arise. PDR is for progress, agreements, and development.
Discuss regrading separately if needed. If roles change significantly, a follow-up meeting may address regrading.
Jointly agree on objectives through discussion. Ensure alignment with team goals and department objectives.
Focus on essential job skills first. Encourage diverse learning activities inside or outside the workplace.
Discuss aspirations if the reviewee chooses. Offer opinions if requested but recognise the reviewee’s responsibility for their career plan.
Acknowledge concerns and emphasise the value of discussing work, feedback, and setting objectives. Encourage a positive, structured conversation.
