Every one counts

1. Every one counts We work to improve the lives of individuals, local communities and the population as a whole The values of the NHS Constitution underpin all that we do Our key measures of success will be satisfied patients and staff who feel positive about their work We tackle inequalities, we are open and transparent People are at the heart of everything we do We work with patients, public and partners to get the best outcomes NHS England Performance Development Review – BRIEFING PACK December 2013 “High quality care for all, now and for future generations”

2. PURPOSE OF THE BRIEFING PACK • To provide an overview of the PDR Scheme, its key components and the process to follow • To reinforce the message that PDR is about building upon what we already do in a way that supports our values and aspirations • To encourage staff to think about how they can help to make the implementation of the PDR scheme successful "High quality care for all, now and for future generations."

3. AIMS AND AMBITION To develop, design and implement a single Performance Development and Review (PDR) scheme for all staff across NHS England, which will help: • reinforce our identity as a single organisation; • embed our core values and behaviours; • focus on delivering the best for patients; • motivate, challenge and support our people to develop their capabilities as individuals and teams; • achieve sustainable high performance as an organisation. Our aim is for our PDR scheme to help NHS England create a positive culture, where the principles and values of the NHS Constitution are evident in the work we do and, the manner in which we work with each other internally and with our external stakeholders and partners. "High quality care for all, now and for future generations."

4. DEVELOPMENT OF THE SCHEME "High quality care for all, now and for future generations."

5. OVERVIEW OF THE SCHEME This is a single PDR scheme that applies to all staff in NHS England. PDR is a core management process which all staff are expected to dedicate time to and do well. It is not a tick box exercise! PDR is supported by an on line system which is designed to ensure that the process is: • light on paper work; • simple to operate; • recorded in one place; • focused upon having good quality conversations that enable us to deliver great outcomes, model our values and behaviours and develop our skills and capabilities to sustain high performance. "High quality care for all, now and for future generations."

6. THREE DIMENSIONS OF GREAT PERFORMANCE In our discussions with people involved in developing the PDR scheme, and using the evidence about what works we have concluded that great performance occurs when there is a balance between three key dimensions – outcomes, values and behaviours and development. Great staff consistently perform well in all these areas Makes good progress towards challenging objectives Exhibits our values and behaviours in their work Develops themselves and others to drive sustained improvements "High quality care for all, now and for future generations."

7. PDR PROCESS Our PDR process comprises of four key stages: • Stretching objectives • Development & support needed to be successful • How progress will be measured Thinking about individual contribution to shared team and organisation objectives • Regular 1:1’s • Interim review • 360 degree feedback • Giving & receiving feedback • What went well? • What could be better? • What has been learned? • Look forward to next year "High quality care for all, now and for future generations."

8. ALIGNING OBJECTIVES The PDR process is designed to help us think about and take action to ensure that our individual objectives contribute to team objectives and in turn help to deliver business plan objectives We are all encouraged to propose our own objectives, and to do this having thought about: • our own role and responsibilities; • the objectives of the team or teams we are members of; • the organisation’s business plan objectives. The PDR timeline encourages time to be set aside early in the year for teams to discuss what their shared objectives are and to consider how these align to our business plan "High quality care for all, now and for future generations."

9. INDIVIDUAL OBJECTIVES Having reviewed our team(s) objectives we should: • identify no more than 5 or 6 individual objectives per annum; • think about how we can deliver our objectives and measure our success in relation to outcomes, values and behaviours and development; • consider how we will seek feedback, from whom and when; • identify the support we will need to help us achieve our objectives. Our objectives should reflect the three dimensions of great performance referred to earlier and should: • be challenging and outcome focussed; • stretch and develop us; • be values based; • be achievable; • be aligned with but not necessarily identical to those of the teams to we belong; • reflect that how we deliver is as important as what we deliver. "High quality care for all, now and for future generations."

10. PERSONAL DEVELOPMENT PLANS Investing in team and personal development is important to ensure we can be successful now and in the future. Identifying and addressing personal development needs is therefore a central part of our PDR process Working with our Line Managers, we are encouraged to identify how we can: • gain experience; • learn and develop our skills and capabilities as we deliver our objectives; • undertake developmental assignments; • work with and learn from more experienced colleagues; • use volunteering time to undertake voluntary work in heath/social care related charities/organisations and/or consider job shadowing frontline health care workers; • learn from coaching and mentoring others. Identifying and addressing our development needs should be integrated with, and support the achievement of our objectives, not be seen as a separate activity. "High quality care for all, now and for future generations."

11. SUPPORTING PERFORMANCE PDR is a process that runs throughout the year. There should already be on-going conversation between staff and line managers, and with those we are working with on projects and programmes, so that we are constantly checking how we are doing. Regular one to ones with our line managers, should help us to regularly reflect on: • how we are progressing with our objectives; • how we are living up to our values and behaviours in the work we do; • what we are learning; • how we are developing ourselves and others. The PDR process also provides for a more structured and formal interim review at the mid- point of the year to: • review progress against each objective; • reflect on feedback received and identify additional feedback needed; • celebrate success; • check how development is going; • review any performance improvement plans; • agree further support that may be needed; • look forward to the next period and agree any revised objectives or plans; • record progress. These conversations are two way so we need to not only ask for feedback about what we are doing well, and what we could do better or differently , but also provide feedback to our line managers and colleagues about how they are doing and what they could do differently and better to help us perform as well as possible "High quality care for all, now and for future generations."

12. 360 DEGREE FEEDBACK 360 degree feedback provides a more rounded overview of performance and a greater awareness of strengths and areas for future focus. It collects views from a range of people that come into contact with us, (Line Managers, Peers, Staff, partners etc) and who can therefore provide valuable all round insights and information regarding our performance. Feedback will be used in conjunction with personal self-reflection. The PDR process (and system) contains a lightweight, transparent and user-friendly, 360 degree tool which asks for feedback on three key questions. • What an individual has done well; (strengths, achievements) • The values and behaviours displayed by the individual in their work (prioritising patients, listening and learning, using evidence…) • What the individual could do differently or better in the future (development needs). This tool can also be used throughout the year on an ad hoc basis, for example if a certain phase of a project is coming to a close, or an objective has been achieved. "High quality care for all, now and for future generations."

13. THE PDR YEAR Our PDR process is an on-going annual cycle, which begins with we and the team(s) we work in, contributing to the development of our Business plan objectives then considering what our shared team(s) objectives should be to help deliver the business plan. Key dates in the calendar • March /April – Agreeing team objectives (Stage 1) • By the end of June – Agreeing individual objectives and personal development plans (Stage 2) • November/December – The interim review (Stage 3) • By the end of May – 360 degree feedback processes complete (Stage 3) • By the end of June – Annual review (Stage 4) "High quality care for all, now and for future generations."

14. THE PDR YEAR "High quality care for all, now and for future generations."

15. PROJECT WORKSTREAMS & PHASES Programme Workstream and Phases: "High quality care for all, now and for future generations."

16. PDR SKILLS & CAPABILITY DEVELOPMENT CORE ELEMENTS "High quality care for all, now and for future generations."

17. PDR IT SYSTEM • The system has been designed by Lumesse and is web based • The modules include HR Core, Performance Management , Training & Development and 360 Feedback • PDR records will be held on the system • We are hoping to have a single sign on • Training and development on the system will be provided The system is intended to aid the recording and review of information related to individual PDR. It is not the focus of the PDR scheme; the focus of a good PDR process is the quality of conversations between staff and managers. "High quality care for all, now and for future generations."

18. QUESTIONS Please take a moment to consider: • How do you see the PDR process working in your Directorate / team? • What support do you need? • What opportunities does this bring? • Any other issues? Questions should be fed back to your Head of People and Organisation Development or england.odhelpdesk@nhs.net. Responses will be provided via the FAQ’s on the PDR pages of the intranet. "High quality care for all, now and for future generations."