PDR and CDR - New layout

Explore how to make PDR (Personal Development Review) effective in your department, and learn about the key principles for both reviewers and those being reviewed

All University staff are entitled to a dedicated conversation about their personal and career development. This allows them to set goals, agree on objectives, and foster an environment for constructive feedback.

At Oxford University, we call these conversations PDR or CDR (Career Development Review) for researchers. Here, you'll discover guidance and resources to help you plan and conduct positive PDR conversations, whether you're a reviewer or reviewee, along with advice on setting up a local PDR scheme.

One-to-One Conversations are scheduled discussions between team members and their managers or supervisors. Regular one-to-ones provide the opportunity to check progress, problem-solve, adjust objectives based on new information, address immediate learning

Benefits of One-to-Ones

Scheduled one-to-ones complement spontaneous communication and allow for more thoughtful discussions, reducing the pressure of constant communication during emergencies.

Value for Managers

Regular one-to-ones need not be time-consuming. Set aside protected time for catch-ups, encouraging team members to plan discussions in advance. This ensures that staff can discuss matters without waiting for problems to arise.

Value for Team Members

Planned one-to-one discussions enhance regular communication by providing dedicated time for reflection and review. This approach allows individuals to plan discussions and ensures effective communication in a busy workweek.

5 Tips for Effective One-to-Ones:

  1. Secure Undisturbed Time:
    Ensure a confidential and interruption-free setting for focused discussions.

  2. Plan and Communicate:
    Make a pre-discussion list, inform the other party in advance, and stick to scheduled timings.

  3. Stay Focused and Efficient:
    Keep discussions on track and use time efficiently for a productive conversation.

  4. Align with Objectives:
    Bring relevant PDR objectives to ensure discussions are aligned with key work areas.

  5. Listen Actively and Take Notes:
    Prioritize active listening, take notes, and agree on documentation responsibilities for clarity and follow-up.

 

Remember!

While one-to-one conversations hold value, supplementing them with longer, reflective discussions at set intervals, known as PDR, further enhances their impact.

 

An annual conversation (or as agreed) between a reviewer and a reviewee to reflect on achievements, plan for the future, address learning needs, discuss career aspirations, and tackle work-related issues. The PDR process adheres to overarching principles

Who Participates in PDR? All support and academic-related staff have yearly PDRs, while those in probation or the Initial Period of Office follow distinct review processes. PDR involves a reviewer (e.g., Head of Department) and a reviewee (typically from the same group, team, department, or faculty).

Typical PDR Process

Before the Meeting:

  • Meetings arranged at least two weeks beforehand.
  • Reviewer invites the reviewee and asks them to complete a meeting preparation form.
  • Reviewee sends the draft agenda to the reviewer at least a week before the meeting.
  • Reviewer suggests amendments to avoid surprises during the meeting.

During and After the Meeting:

  • Both parties take notes during the meeting.
  • Reviewee writes up agreed objectives and sends them to the reviewer for approval.
  • Both parties agree on meeting outcomes, used in subsequent one-to-one meetings.
  • In some departments, the reviewer’s reviewer may sign off on outcomes.

Benefits of PDR

For Individuals:

  • Understand expectations and receive feedback.
  • Have protected time for discussions and goal recognition.
  • Contribute to the University’s plans and discuss career aspirations.

For Reviewers:

  • Increase motivation and job satisfaction for staff.
  • Recognize achievements and understand individuals' interests and aspirations.
  • Incorporate staff ideas into department/faculty planning.

For the University:

  • Enhance communication of strategic and personal objectives.
  • Maximize the impact of training and development.
  • Promote learning from colleagues.

DR and Equality and Diversity

PDR aligns with the University’s commitment to Equality and Diversity by providing staff with protected time for personal and career development. It plays a significant role in encouraging staff to reach their full potential.

One-to-One Conversations

Regular catch-up conversations between managers/supervisors and their staff ensure the continued progress of PDR outcomes. These conversations help check task progress, problem-solve, adjust objectives, and provide coaching and development opportunities.

In summary

while PDRs may seem overwhelming, thinking of them as a "big" one-to-one conversation can simplify the process.

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

The principles emphasize 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 organize follow-up conversations to support ongoing reflection and guidance.

Personal and Professional Development Review (PDR) for Professional and Support Staff

  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.

Responsibilities

  • 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.

Overall Responsibility

  • 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.

Support

  • 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.

Setting up and running a Personal Development Review (PDR) scheme in your department is crucial for staff development, the responsibility often falls on the Head of Department or Faculty Board Chair.

This guide, aimed at Department Administrators and HR Officers and Managers, provides an overview of key steps. Before starting, ensure familiarity with the University’s PDR principles, adhere to agreed Personnel Committee principles, and understand the PDR process by exploring the essentials page and reviewing a sample form.

Winning Hearts and Minds:

Promoting the value of PDR is essential. Not everyone may initially embrace the idea, so seeking support from senior colleagues is vital. Highlighting the scheme's alignment with strategic initiatives like Athena SWAN, the Race Equality Charter, or the Research Staff Concordat can bolster buy-in. Collaborate with senior colleagues to determine the reviewing structure, addressing challenges such as managing reviews for staff with many direct reports.

Confidentiality:

Given that PDR forms contain personal and potentially sensitive information, maintaining confidentiality is paramount. Only specific individuals, including the reviewee, reviewer, reviewer's reviewer, Head of Department/Faculty Board Chair, Department Administrator, and local HR Officer or Manager, should have access. Clearly specify each group's need to access the forms.

Supporting Reviewers:

Prepare reviewers by developing a group of PDR champions who can offer support. Familiarize reviewers with the purpose, value, process, paperwork, timescales, and tracking methods of the scheme. Gather reviewers before the launch to ensure they understand the scheme's significance, its alignment with department/faculty plans, and the strategic context.

Preparing Reviewees:

Encourage reviewees to make the most of their PDR conversation. Develop PDR champions to guide them and direct them to resources and skills guides for PDR.

Tracking Completion:

Ensure a robust system for tracking completion rates. This is vital to confirm that PDR, being an entitlement, is accessible to all interested parties. Completion rates also reflect the commitment to staff development and contribute to initiatives like Athena SWAN.

Reviewing Outcomes:

Evaluate both completion rates and the quality of outcomes. Ask reviewers to summarize themes emerging from PDR cycles, providing insights into department/faculty wellbeing and identifying potential issues requiring attention. Leverage these summaries to foster continuous improvement and address concerns effectively.

For further assistance or discussions, consult your POD contact, HR Business Partner, or explore available resources and skills guides.

Skills guides

Making the most of your PDR - reviewee (PDF)
Career conversations for individuals (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 PDR principles page.

FAQs for reviewees

Expand All

Ideally, you lead the PDR discussion, with a 60/40 or 50/50 split. However, preferences vary.

Understand potential reasons like time or budget constraints. Explore alternative learning activities.

Absolutely. Even in repetitive roles, PDR helps identify improvements and discuss job aspects.

No, PDR is not the place for performance problems. Focus on summarizing achievements and future development needs.

Generally, your line manager ensures PDR, but more managers can be involved. Seek feedback and discuss objectives.

Objectives are jointly agreed upon. Propose suggestions, consider team goals, and finalize during the PDR.

Agree on new objectives in regular one-to-one meetings. Keep PDR objectives aligned for continuous relevance.

Check your department’s policy. Even if hesitant, PDR provides structured discussions about your work.

Career discussions during PDR are optional. Your aspirations, whether for promotion or retirement, are diverse.

Seek help for unwelcome topics, making messages constructive. Resources are available for effective communication.

Skills guides

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 PDR principles page.

FAQs for reviewers

Expand All

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 recognize the reviewee’s responsibility for their career plan.

Acknowledge concerns and emphasize the value of discussing work, feedback, and setting objectives. Encourage a positive, structured conversation.

Is PDR Mandatory?

  • Check your department’s policy. PDR is encouraged for constructive workplace discussions but may vary in implementation.

What If We Can’t Agree on Outcomes?

  • Reviewees write up outcomes and send them to reviewers. Differing recollections can be resolved through discussion or involving a higher-level reviewer.

Is PDR Linked to Pay/Promotion?

  • PDR provides evidence but isn’t directly linked to remuneration. Many organizations separate PDR from reward schemes.

Reviewing Staff in Probation Period?

  • Probationary staff have a separate review process. Agree on objectives at the last probation review for future PDR planning.

Can Reviewees Choose Their Reviewers?

  • Usually assigned, but departments may allow changes. Focus on resolving relationship issues for a more productive outcome.

After the Meeting – What's Next?

  • Ensure reviewees document outcomes promptly. Look for common themes if reviewing multiple people and address emerging issues.

Contact us

Email: pod@admin.ox.ac.uk

Tel: 01865 286808

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