Promoting Good Conversations at Work

In October 2019, the Personnel Committee approved key principles to foster a culture of support for all University staff.

The principles emphasise the importance of regular conversations, allowing each staff member to reflect on achievements, seek constructive feedback, set personal and work-related goals, address development needs, and discuss career aspirations.

The University expects leaders to arrange these conversations with openness, trust, and integrity while valuing each participant's dignity. Both parties are encouraged to prepare thoughtfully for discussions, agree on outcomes, and organise follow-up conversations to support ongoing reflection and guidance.

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  1. Annual Conversations: All professional and support staff, not in their probationary period, have an annual PDR conversation facilitated by their line manager or nominee. Probationary staff follow a distinct review process.

  2. In-Year Reviews: Regular monthly one-to-one reviews with line managers ensure ongoing relevance of PDR objectives and provide necessary support.

  3. Skills and Training: Those in the reviewer role should be equipped with the skills and knowledge to conduct effective PDR conversations.

  4. Focus of PDR: PDR aims to assess staff performance, support development, and align individual contributions with the University's goals. It encompasses a broad view of individuals, their career aspirations, and their role in achieving collective objectives.

  5. Annual PDR Components: The annual PDR discussion includes a review of the past year, celebration of successes, setting objectives for the upcoming year, addressing learning and development needs, discussing feedback on the work environment, and offering support for career aspirations.

  6. Streamlined Process: The PDR process should be focused and streamlined, with quality conversations taking precedence. Records are confidential and comply with GDPR regulations.

  7. 'No Surprises' Principle: PDR discussions adhere to the principle of 'no surprises,' ensuring that substantial issues are discussed beforehand and not introduced during the meeting.

  8. Separation from Other Processes: There is no direct link between the PDR process and probation, salary, promotion, or discipline. Separate procedures exist for these matters.

  • Reviewers are responsible for arranging PDRs, providing timely feedback, contributing assessments, leading constructive conversations, agreeing on support, and maintaining records.
  • Reviewees are responsible for reviewing their performance, considering feedback objectively, proposing objectives, implementing personal and career development plans, and offering constructive feedback.

Heads of Department/Faculty Board Chairs monitor and improve the effectiveness of PDR schemes, ensuring every eligible staff member participates effectively. They also review arrangements regularly.

  • HR Business Partners support departments in implementing and updating PDR schemes and ensure compliance through HR audits.
  • The Professional Development team in POD supports the development of reviewer skills for successful PDRs.

Guidelines for Career Conversations with Academic Staff

Academic staff appointed to retirement should have regular open-ended, exploratory, and non-prescriptive career development conversations.

Heads of department/faculty board chairs are responsible for ensuring opportunities for these conversations, with a minimum frequency of once every five years. Staff can request meetings at any time, and Associate Professors can request three-way conversations about their workload.

 

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