Staff Development and Performance Review

The Staff Development and Performance Review (SDPR) is an opportunity for staff to receive feedback on their performance, to discuss and set objectives for the coming year, and to explore and support their career aspirations.

Who should do SDPR?

All staff are required to take part in a performance review process, and the Staff Development and Performance Review (SDPR) is the recommended method for this. A member of staff will usually have their first SDPR 6 months after completing Probation, allowing them to reflect on the objectives and development goals set in the End of Probation Review. Completion of SDPR is a requirement for any employee wishing to be put forward for Contribution Pay, and managers are asked to consider how well SDPR objectives have been met, but the SDPR form itself does not play any role in the Contribution Pay scheme.

Timing of SDPR

There is no fixed time for SDPR; departments may choose a period that best suits their annual business cycle. However, if staff wish to be considered for contribution pay, they must have completed an SDPR in the year 1 August to 31 July before the start of the contribution pay round (normally September). This is to confirm that the member of staff is regularly engaged in discussions with their manager about their role and contribution, rather than to provide written evidence for the Contribution Pay submission itself.
We recommend a lighter-touch review meeting takes place mid-way between full SDPRs, so that progress can be assessed, difficulties addressed and objectives revised in the light of changing job requirements.

Outcomes of SDPR

The SDPR is a dialogue between a staff member and their manager, and should conclude with an agreeement about who is going to take what action. Although the completed, mutually agreed document is securely stored by the University, the scheme is NOT a dialogue between employees and the University's management or Human Resources Department. Only the participants in the process are able to agree to take action, and you should therefore make sure that mutual expectations are clear.

Training, development or something else?

Before writing a training or development need into the form, be sure that it is the right solution to the problem, or the right route to future opportunities. For example, if a person is struggling with workload, a training course in time management might help, but it might equally be caused by the design of the job, the unrealistic expectations of colleagues or something else.

Training is: any learning activity targeted towards the acquisition of specific knowledge or skills for carrying out a job or task.

Example: learning how to operate a till at point of sales, or learning how to use Agresso to process invoices.

Development is: a continuous, dynamic and more general expansion of skills and knowledge, and is aimed at longer-term career and personal growth rather than immediate performance.

Examples: A course on negotiation and influencing, and time spent working with a more experienced colleague, to enhance your ability to negotiate favourable contracts in various contexts.

What do I need?

Step 1: Define your desired learning outcomes: what do I want / need to be able to do after the event that I cannot do now?

Step 2: Assess the potential impact: what would be the outcome for my job or career? (More effective? Able to work at a higher level?)

Step 3: Make a plan: what options are open to me?  Who will chase them up?