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APPRAISAL/PERSONAL DEVELOPMENT REVIEW POLICY Policy Ref: PP31
Implementation Date: 30.02.06.
Review Date: 31.06.06. Last Update: 07.06.05. Managerial Responsibility: Director of Organisational Development & Human Resources
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
Last Update: 06.07.05.
APPRAISAL/PERSONAL DEVELOPMENT REVIEW POLICY 1.
Introduction
1.1
There have been many references made nationally about providing staff in the NHS with regular individual personal development reviews that will result in completion of personal development plans. The Agenda for Change has brought into practice a clear-cut and unambiguous KSF Development and Review Processes.
1.2
Within the Trust there have been a number of personal development review systems in place, but evidence suggests that systems are inconsistently applied. The Staff Opinion Survey 2002/3 for instance, reported that only 55% of staff responding had received a review in the last twelve months. The purpose of the KSF Development Review Process is to provide a fair and consistent process of staff development, training and career progression.
1.3
Whilst there are national targets to maximise the provision of development reviews as outlined above, the KSF Development and Review Process also makes good business sense at a time when recruiting and retaining staff is a key issue for NHS employers.
1.4
To help combat inconsistency of approach and to ensure that ALL staff have access to a personal development review, this policy has been developed to establish corporate good practice in accordance with Agenda for Change. The standards suggested also allow for more comprehensive monitoring of reviews, through more widespread use of the Training & Development Database.
2.
Objectives and Purpose of Policy This policy has been set up to provide a corporate approach to personal development reviews that can be implemented on a Trust wide basis. Although there may be some need for alternative paperwork systems (for example the appraisal system for doctors), the KSF Development Review Process sets out the necessary processes and procedures, so that the same paperwork is used consistently across the organisation. This policy defines that development reviews are based on the KSF Post Outlines. Upon commencement of a new post, a Subset Post Outline is used. This Post Outline represents a subset of the knowledge and skills required to be fully competent within that role. It is the responsibility of the employee to achieve the learning and development targets set out in the reviews with the long term aim of gaining and applying all of the knowledge and skills set out in the Full Post Outline. This policy defines that the purpose of personal development reviews is to recognise achievements of previous review targets and to identify any learning and development needs based on the KSF Post Outlines. A second and optional purpose is to create and implement a clearly defined plan of learning and development that identifies specific opportunities and methods for the necessary development and learning. This helps the Trust meet its corporate business
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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objectives, whilst retaining high quality employees who are capable of providing a high quality health care service. This policy sets out the paperwork necessary for the Development Review Process. The outcome of the development review is a mandatory Joint Review form (see APPENDIX 7), an optional Personal Development Plan (see APPENDIX 8) and an optional Record and Evaluation form (see APPENDIX 9). The Joint Review form is an official record of the issues discussed within the review. The Personal Development Plan is a jointly agreed plan of the specific learning and development opportunities and methods. The Record and Evaluation form is an official record of the steps towards utilising the opportunities set out in the Personal Development Plan. This can form part of the evidence for the following review. 3.
KSF Development Review Process Every member of staff will have access to a personal development review at least once every twelve months. The person holding the review meeting must be trained to conduct the review. Appraisal training is available on a regular basis from the Training & Development Department. Individuals conducting the review must be in a position to comment on the individual’s progress in the job through having regular contact with the member of staff. The roles of appraiser and appraised are summarised in Appendices 1 and 2 of this policy. At least two weeks notice must be given prior to the personal development review meeting. A preparation checklist must be provided (see Appendix 3), to help the member of staff to reflect on their job and future development needs. An information sheet is also included in Appendix 7, which can be given out with the preparation sheet to explain the purpose of the review. The review meeting must be planned to take place during the normal working hours of the member of staff. The timings suggested also allow the individual conducting the review, the time to prepare. A preparation checklist for managers is included in Appendix 4. In addition, although not compulsory, it is good practice to use the 360º feedback in personal development reviews (see Appendix 5). This allows a member of staff to consider their progress using feedback from a range of colleagues at a level higher, lower or equal to themselves, therefore giving a wide variety of feedback for consideration at the review. The review at the first gateway falls within one year of entering a new post. It is based on the Subset Post Outline. The purpose of the first gateway review is to identify the skills and knowledge that have been demonstrated since starting in a new post, as set out in the Subset Post Outline. Subsequent reviews leading up to the second gateway focus on the attainment of the skills and knowledge necessary to achieve full competence, as set out in the Full Post Outline. The second gateway falls near the top of the pay band. The review at the second gateway is based on the Full Post Outline. The purpose of the second gateway review is to identify the skills and knowledge that have been demonstrated, as set out in the Full Post Outline. All reviews will be completed to coincide with the pay incremental date of the member of staff, so that a smooth transition can be made through gateways. For further details about the gateways, refer to the Gateway Policy.
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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The review meetings require the manager and member of staff to jointly review the questions identified in the preparation checklist, the KSF Post Outline and the objectives set out in the Joint Review form from previous review meetings. The preparation checklists are not to be kept after the interview and should not be stored on an individual’s personal file. Particular emphasis must be on identifying the achieved targets from the previous review and agreeing on a new set of targets for the following twelve months. These targets will be based around the KSF Post Outlines. The targets identified during the review meeting should be ‘SMART’ i.e. Specific, Measurable, Achievable, Realistic and Time bound. They may consist of individual objectives as well as team and organisational objectives where appropriate. After the review meeting is finished there will be a completed Joint Review form and the Personal Development Plan and the Record and Evaluation form can be jointly completed, if opted for by the member of staff (see appendix 8 & 9). The Joint Review form will be filed in the staff file and a copy will be provided to the member of staff. A third copy of the Joint Review form will be sent to the Training and Development department to be uploaded and stored onto the Training and Development Database. One copy of the two optional forms will be provided to the member of staff and one copy will be filed within the staff file. Members of staff will be continually supported through a mechanism that takes into account the time bound or short term targets. These targets need to be monitored and reviewed according to their deadlines. This continual support will be implemented as part of the Development Review process. The Development Review paperwork allows for this continual support. Monitoring of uptake of appraisals will take place via the annual Staff Opinion Survey and by reports based on information taken from the Training & Development database. Whilst disputes at personal review meetings are rare, it is important that every member of staff has the right to make a formal complaint if they feel they have been treated unfairly. Formal complaints should be dealt with using the Agenda for Change Appeals Process which can be found on the Trust Intranet site.
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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APPENDIX 1
ROLES AND RESPONSIBILITIES OF APPRAISER 1.
Agree the date and time of review meetings with the members of staff and forward all relevant paperwork (See Appraisal Policy and APPENDIX 3 & 5).
2.
Attend relevant appraisal /best practice training and update sessions.
3.
Plan dedicated time for review preparation and for monitoring and supporting continuing development between reviews (e.g. registration status checking and monitoring training).
4.
Identify any individual, team or organisational training needs for discussion at the review meeting, taking into account the KSF competencies outlined in the KSF Post Outline.
5.
Ensure the review is conducted in an equitable way and that targets and objectives are jointly agreed.
6.
Forward all relevant paperwork to Training and Development for storage on the Training and Development Database.
7.
Carry out all actions agreed in the review, such as organising activities to meet learning and development needs of the member of staff.
8.
Organise appropriate procedures for ongoing monitoring, support and feedback that can be applied to the learning and development activities resulting from the review meetings.
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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APPENDIX 2
ROLES AND RESPONSIBILITIES OF APPRAISED STAFF 1.
Complete all review paperwork in advance of the review meeting (e.g. Checklist, 360° form and evidence).
2.
Identify areas for personal development.
3.
Participate in the review meeting and negotiating and jointly agreeing on objectives and targets.
4.
Use the review and the paperwork to update personal portfolio.
5.
Jointly review objectives and targets on an ongoing basis, in subsequent meetings for example.
6.
Take personal responsibility for achieving objectives.
7.
Take responsibility for identifying and expressing any problems, regarding the review process, in review meetings.
8.
If using the 360º feedback process, take responsibility for organising and receiving the feedback in time for the review meeting.
9.
Become familiar with the relevant organisational or departmental documents that set out the vision and objectives for the team/directorate/department.
10.
Take responsibility for gathering evidence of how the KSF competencies identified in the job role have been met.
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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APPENDIX 3
REVIEW MEETING CHECKLIST FOR STAFF TO BE REIVEWED 1. How are you meeting your competencies as identified in the KSF outline for your job?
2. What are key competencies that need to be further developed within your job role to meet the future development needs of the Trust?
3. Has the job changed significantly during the period under review? If so, how has it changed?
4. What additional training and/or development might benefit you?
5. What are the health and safety risks/statutory requirements of this job role?
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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6. What areas of your job have been successful/ difficult?
7. What organisational or departmental changes may impact on your job role?
8. What potential objectives would you like to discuss at your review meeting?
9. How could any training and/or development needs be met?
10. Consider any changes that might be useful i.e. flexibility of working, changes in responsibility, which could improve your working life?
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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APPENDIX 4
APPRAISERS CHECKLIST FOR REVIEW MEETINGS Name of person being reviewed ___________________________________________ 1. How is the individual progressing in terms of meeting the KSF competencies for the job role?
2. What are key competencies that need to be further developed within his/her job role to meet the future strategic needs of the Trust?
3. Has the job changed significantly during the period under review? If so, how has it changed?
4. What additional training and/or development might benefit this individual?
5. What are the health and safety risks/statutory requirements of this job role?
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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6. Has the individual attended statutory training during the period under review?
7. What organisational or departmental changes may impact on his/her job role?
8. What potential objectives would you like to discuss with your member of staff at the review meeting?
9. How could any training and/or development needs be met?
10. Consider any changes that might be useful i.e. flexibility of working, changes in responsibility which could improve his/her working life?
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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APPENDIX 5
360º FEEDBACK SHEET I am going to have my personal development review on ………………………………. I am actively seeking feedback from colleagues that I work with to help me identify how I am progressing and what I could do to further develop in the job. Would you therefore assist me by completing the questions below, and return to me by post or e-mail. The form will be treated in confidence and used only by myself to prepare for my review. I have enclosed a copy of the KSF outline for my job to assist you in your answer. Name of Reviewee: ________________________________________ Which aspects of my job role do you think I do well?
How could I improve to further develop my competencies?
Name of person providing feedback: _________________________________________
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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APPENDIX 6
MANDATORY FORM 1 THE NHS KSF DEVELOPMENT REVIEW PROCESS – JOINT REVIEW STAGE SECTION 1 BACKGROUND INFORMATION ON THE INDIVIDUAL, THEIR POST AND THE REVIEWER For period from and to: Individual’s name Post title and place of work Staff Group category Name of person undertaking the review and their position in the organisation Main aspects of the individual’s post Is a pay progression gateway applicable at this review? If so, which? To whom the form should be forwarded once completed
Training and Development, The Beeches, Penn Hospital
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
Last Update: 06.07.05.
APPENDIX 7
MANDATORY FORM 1 SECTION 2 (PAGE 1) RECORDING DEVELOPMENT REVIEW DECISIONS NHS KSF dimensions and their level – CORE
Achieved
Areas for development
Evidence for decision
Comments
1 Communication
2 Personal and people development
3 Health, safety and security
4 Service improvement
5 Quality
6 Equality and diversity
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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FORM 1 SECTION 2 (PAGE 2) NHS KSF dimensions And their level SPECIFIC – add those agreed for post below
Achieved
Areas for development
Evidence for decision
Comments
Signature of individual…………………………. Date………….. Name of individual……………………….. Signature of reviewer……….…………………. Date………….. Name of reviewer ………………………… Date of next review…………………………….. JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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APPENDIX 8
MANDATORY FORM 2 PERSONAL DEVELOPMENT PLAN Relevant Dimensions
What is the development need/ interest?
What will I do to develop myself?
How will I know I have done this?
What is the date for planned completion?
What support do I need & where will I get it?
What are the barriers & how can I overcome them?
Signature of individual…………………………. Date………….. Name of individual……………………….. Signature of reviewer……….…………………. Date………….. Name of reviewer ………………………... JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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APPENDIX 9
OPTIONAL FORM 3 PERSONAL DEVELOPMENT – RECORD AND EVALUATION Relevant Dimensions
Learning and development activity
Hours and dates
Has the learning activity been a) completed and b) effective
How will you apply this leaning to your work?
Who else could you share this learning with?
Signature of individual…………………………. Date………….. Name of individual……………………….. Signature of reviewer……….…………………. Date………….. Name of reviewer ……………………….. JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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APPENDIX 10
INFORMATION SHEET A GUIDE TO MAKING THE MOST OF YOUR PERSONAL REVIEW WHAT IS A PERSONAL REVIEW? Your Personal Review is an opportunity for you to: •
Look at your current role and achievements including meeting your KSF competencies.
•
Agree clear objectives for the next twelve months.
•
Identify any training/ self-development needs and agree a Personal Development Plan.
The aim of the review is to enable you to maximise your effectiveness in your job and support your training needs. •
It is a two-way discussion.
•
It looks at your future.
•
It focuses not only on your needs, but also those of the team and our organisation as a whole.
This will be an annual event with regular reviews. All review dates will be agreed at your first meeting.
WHAT WILL HAPPEN? Before The Meeting Notice of the date, time and location of the meeting will be given in advance of time for you to prepare. A preparation guide is provided for completion in readiness for the meeting. The person conducting your review will be …………………………………………………. During The Meeting This will be 1:1 meeting with the person conducting your review. You will have the opportunity to discuss: •
Your current job.
•
How you feel about your current job - strengths and areas for development.
•
Future objectives.
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
Last Update: 06.07.05.
•
Personal training needs.
LISTEN - carefully and take notes if you feel it is useful. SHARE - your suggestions, ideas and feelings. ASK - any questions you may have and cover all areas you feel are important. After The Meeting You will be asked to complete your personal development plan, detailing your objectives for the year. Discuss any queries with your line manager. Sign the plan and return one copy to the person who has completed the review. Your appraiser will advise you of when your next review will take place.
OBJECTIVE SETTING At the end of the review, objectives will be agreed. Setting the individual objectives provides a measurable set of targets to be achieved in the next twelve months by individuals or groups of staff. They are not details within a job description but reflect changes required. An objective should have clearly identified plans for achievement and success criteria. There should be a balance between service/organisational objectives and personal objectives. The clear identification will make planning your training requirements easier. The objectives will be reviewed throughout the year and dates set at the time of the review.
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Implementation Date: 30.02.06.
Review Date: 31.06.06. Last Update: 07.06.05. Managerial Responsibility: Director of Organisational Development & Human Resources
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
Last Update: 06.07.05.
APPRAISAL/PERSONAL DEVELOPMENT REVIEW POLICY 1.
Introduction
1.1
There have been many references made nationally about providing staff in the NHS with regular individual personal development reviews that will result in completion of personal development plans. The Agenda for Change has brought into practice a clear-cut and unambiguous KSF Development and Review Processes.
1.2
Within the Trust there have been a number of personal development review systems in place, but evidence suggests that systems are inconsistently applied. The Staff Opinion Survey 2002/3 for instance, reported that only 55% of staff responding had received a review in the last twelve months. The purpose of the KSF Development Review Process is to provide a fair and consistent process of staff development, training and career progression.
1.3
Whilst there are national targets to maximise the provision of development reviews as outlined above, the KSF Development and Review Process also makes good business sense at a time when recruiting and retaining staff is a key issue for NHS employers.
1.4
To help combat inconsistency of approach and to ensure that ALL staff have access to a personal development review, this policy has been developed to establish corporate good practice in accordance with Agenda for Change. The standards suggested also allow for more comprehensive monitoring of reviews, through more widespread use of the Training & Development Database.
2.
Objectives and Purpose of Policy This policy has been set up to provide a corporate approach to personal development reviews that can be implemented on a Trust wide basis. Although there may be some need for alternative paperwork systems (for example the appraisal system for doctors), the KSF Development Review Process sets out the necessary processes and procedures, so that the same paperwork is used consistently across the organisation. This policy defines that development reviews are based on the KSF Post Outlines. Upon commencement of a new post, a Subset Post Outline is used. This Post Outline represents a subset of the knowledge and skills required to be fully competent within that role. It is the responsibility of the employee to achieve the learning and development targets set out in the reviews with the long term aim of gaining and applying all of the knowledge and skills set out in the Full Post Outline. This policy defines that the purpose of personal development reviews is to recognise achievements of previous review targets and to identify any learning and development needs based on the KSF Post Outlines. A second and optional purpose is to create and implement a clearly defined plan of learning and development that identifies specific opportunities and methods for the necessary development and learning. This helps the Trust meet its corporate business
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
2
objectives, whilst retaining high quality employees who are capable of providing a high quality health care service. This policy sets out the paperwork necessary for the Development Review Process. The outcome of the development review is a mandatory Joint Review form (see APPENDIX 7), an optional Personal Development Plan (see APPENDIX 8) and an optional Record and Evaluation form (see APPENDIX 9). The Joint Review form is an official record of the issues discussed within the review. The Personal Development Plan is a jointly agreed plan of the specific learning and development opportunities and methods. The Record and Evaluation form is an official record of the steps towards utilising the opportunities set out in the Personal Development Plan. This can form part of the evidence for the following review. 3.
KSF Development Review Process Every member of staff will have access to a personal development review at least once every twelve months. The person holding the review meeting must be trained to conduct the review. Appraisal training is available on a regular basis from the Training & Development Department. Individuals conducting the review must be in a position to comment on the individual’s progress in the job through having regular contact with the member of staff. The roles of appraiser and appraised are summarised in Appendices 1 and 2 of this policy. At least two weeks notice must be given prior to the personal development review meeting. A preparation checklist must be provided (see Appendix 3), to help the member of staff to reflect on their job and future development needs. An information sheet is also included in Appendix 7, which can be given out with the preparation sheet to explain the purpose of the review. The review meeting must be planned to take place during the normal working hours of the member of staff. The timings suggested also allow the individual conducting the review, the time to prepare. A preparation checklist for managers is included in Appendix 4. In addition, although not compulsory, it is good practice to use the 360º feedback in personal development reviews (see Appendix 5). This allows a member of staff to consider their progress using feedback from a range of colleagues at a level higher, lower or equal to themselves, therefore giving a wide variety of feedback for consideration at the review. The review at the first gateway falls within one year of entering a new post. It is based on the Subset Post Outline. The purpose of the first gateway review is to identify the skills and knowledge that have been demonstrated since starting in a new post, as set out in the Subset Post Outline. Subsequent reviews leading up to the second gateway focus on the attainment of the skills and knowledge necessary to achieve full competence, as set out in the Full Post Outline. The second gateway falls near the top of the pay band. The review at the second gateway is based on the Full Post Outline. The purpose of the second gateway review is to identify the skills and knowledge that have been demonstrated, as set out in the Full Post Outline. All reviews will be completed to coincide with the pay incremental date of the member of staff, so that a smooth transition can be made through gateways. For further details about the gateways, refer to the Gateway Policy.
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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The review meetings require the manager and member of staff to jointly review the questions identified in the preparation checklist, the KSF Post Outline and the objectives set out in the Joint Review form from previous review meetings. The preparation checklists are not to be kept after the interview and should not be stored on an individual’s personal file. Particular emphasis must be on identifying the achieved targets from the previous review and agreeing on a new set of targets for the following twelve months. These targets will be based around the KSF Post Outlines. The targets identified during the review meeting should be ‘SMART’ i.e. Specific, Measurable, Achievable, Realistic and Time bound. They may consist of individual objectives as well as team and organisational objectives where appropriate. After the review meeting is finished there will be a completed Joint Review form and the Personal Development Plan and the Record and Evaluation form can be jointly completed, if opted for by the member of staff (see appendix 8 & 9). The Joint Review form will be filed in the staff file and a copy will be provided to the member of staff. A third copy of the Joint Review form will be sent to the Training and Development department to be uploaded and stored onto the Training and Development Database. One copy of the two optional forms will be provided to the member of staff and one copy will be filed within the staff file. Members of staff will be continually supported through a mechanism that takes into account the time bound or short term targets. These targets need to be monitored and reviewed according to their deadlines. This continual support will be implemented as part of the Development Review process. The Development Review paperwork allows for this continual support. Monitoring of uptake of appraisals will take place via the annual Staff Opinion Survey and by reports based on information taken from the Training & Development database. Whilst disputes at personal review meetings are rare, it is important that every member of staff has the right to make a formal complaint if they feel they have been treated unfairly. Formal complaints should be dealt with using the Agenda for Change Appeals Process which can be found on the Trust Intranet site.
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
4
APPENDIX 1
ROLES AND RESPONSIBILITIES OF APPRAISER 1.
Agree the date and time of review meetings with the members of staff and forward all relevant paperwork (See Appraisal Policy and APPENDIX 3 & 5).
2.
Attend relevant appraisal /best practice training and update sessions.
3.
Plan dedicated time for review preparation and for monitoring and supporting continuing development between reviews (e.g. registration status checking and monitoring training).
4.
Identify any individual, team or organisational training needs for discussion at the review meeting, taking into account the KSF competencies outlined in the KSF Post Outline.
5.
Ensure the review is conducted in an equitable way and that targets and objectives are jointly agreed.
6.
Forward all relevant paperwork to Training and Development for storage on the Training and Development Database.
7.
Carry out all actions agreed in the review, such as organising activities to meet learning and development needs of the member of staff.
8.
Organise appropriate procedures for ongoing monitoring, support and feedback that can be applied to the learning and development activities resulting from the review meetings.
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
5
APPENDIX 2
ROLES AND RESPONSIBILITIES OF APPRAISED STAFF 1.
Complete all review paperwork in advance of the review meeting (e.g. Checklist, 360° form and evidence).
2.
Identify areas for personal development.
3.
Participate in the review meeting and negotiating and jointly agreeing on objectives and targets.
4.
Use the review and the paperwork to update personal portfolio.
5.
Jointly review objectives and targets on an ongoing basis, in subsequent meetings for example.
6.
Take personal responsibility for achieving objectives.
7.
Take responsibility for identifying and expressing any problems, regarding the review process, in review meetings.
8.
If using the 360º feedback process, take responsibility for organising and receiving the feedback in time for the review meeting.
9.
Become familiar with the relevant organisational or departmental documents that set out the vision and objectives for the team/directorate/department.
10.
Take responsibility for gathering evidence of how the KSF competencies identified in the job role have been met.
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
6
APPENDIX 3
REVIEW MEETING CHECKLIST FOR STAFF TO BE REIVEWED 1. How are you meeting your competencies as identified in the KSF outline for your job?
2. What are key competencies that need to be further developed within your job role to meet the future development needs of the Trust?
3. Has the job changed significantly during the period under review? If so, how has it changed?
4. What additional training and/or development might benefit you?
5. What are the health and safety risks/statutory requirements of this job role?
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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6. What areas of your job have been successful/ difficult?
7. What organisational or departmental changes may impact on your job role?
8. What potential objectives would you like to discuss at your review meeting?
9. How could any training and/or development needs be met?
10. Consider any changes that might be useful i.e. flexibility of working, changes in responsibility, which could improve your working life?
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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APPENDIX 4
APPRAISERS CHECKLIST FOR REVIEW MEETINGS Name of person being reviewed ___________________________________________ 1. How is the individual progressing in terms of meeting the KSF competencies for the job role?
2. What are key competencies that need to be further developed within his/her job role to meet the future strategic needs of the Trust?
3. Has the job changed significantly during the period under review? If so, how has it changed?
4. What additional training and/or development might benefit this individual?
5. What are the health and safety risks/statutory requirements of this job role?
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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6. Has the individual attended statutory training during the period under review?
7. What organisational or departmental changes may impact on his/her job role?
8. What potential objectives would you like to discuss with your member of staff at the review meeting?
9. How could any training and/or development needs be met?
10. Consider any changes that might be useful i.e. flexibility of working, changes in responsibility which could improve his/her working life?
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
10
APPENDIX 5
360º FEEDBACK SHEET I am going to have my personal development review on ………………………………. I am actively seeking feedback from colleagues that I work with to help me identify how I am progressing and what I could do to further develop in the job. Would you therefore assist me by completing the questions below, and return to me by post or e-mail. The form will be treated in confidence and used only by myself to prepare for my review. I have enclosed a copy of the KSF outline for my job to assist you in your answer. Name of Reviewee: ________________________________________ Which aspects of my job role do you think I do well?
How could I improve to further develop my competencies?
Name of person providing feedback: _________________________________________
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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APPENDIX 6
MANDATORY FORM 1 THE NHS KSF DEVELOPMENT REVIEW PROCESS – JOINT REVIEW STAGE SECTION 1 BACKGROUND INFORMATION ON THE INDIVIDUAL, THEIR POST AND THE REVIEWER For period from and to: Individual’s name Post title and place of work Staff Group category Name of person undertaking the review and their position in the organisation Main aspects of the individual’s post Is a pay progression gateway applicable at this review? If so, which? To whom the form should be forwarded once completed
Training and Development, The Beeches, Penn Hospital
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
Last Update: 06.07.05.
APPENDIX 7
MANDATORY FORM 1 SECTION 2 (PAGE 1) RECORDING DEVELOPMENT REVIEW DECISIONS NHS KSF dimensions and their level – CORE
Achieved
Areas for development
Evidence for decision
Comments
1 Communication
2 Personal and people development
3 Health, safety and security
4 Service improvement
5 Quality
6 Equality and diversity
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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FORM 1 SECTION 2 (PAGE 2) NHS KSF dimensions And their level SPECIFIC – add those agreed for post below
Achieved
Areas for development
Evidence for decision
Comments
Signature of individual…………………………. Date………….. Name of individual……………………….. Signature of reviewer……….…………………. Date………….. Name of reviewer ………………………… Date of next review…………………………….. JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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APPENDIX 8
MANDATORY FORM 2 PERSONAL DEVELOPMENT PLAN Relevant Dimensions
What is the development need/ interest?
What will I do to develop myself?
How will I know I have done this?
What is the date for planned completion?
What support do I need & where will I get it?
What are the barriers & how can I overcome them?
Signature of individual…………………………. Date………….. Name of individual……………………….. Signature of reviewer……….…………………. Date………….. Name of reviewer ………………………... JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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APPENDIX 9
OPTIONAL FORM 3 PERSONAL DEVELOPMENT – RECORD AND EVALUATION Relevant Dimensions
Learning and development activity
Hours and dates
Has the learning activity been a) completed and b) effective
How will you apply this leaning to your work?
Who else could you share this learning with?
Signature of individual…………………………. Date………….. Name of individual……………………….. Signature of reviewer……….…………………. Date………….. Name of reviewer ……………………….. JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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APPENDIX 10
INFORMATION SHEET A GUIDE TO MAKING THE MOST OF YOUR PERSONAL REVIEW WHAT IS A PERSONAL REVIEW? Your Personal Review is an opportunity for you to: •
Look at your current role and achievements including meeting your KSF competencies.
•
Agree clear objectives for the next twelve months.
•
Identify any training/ self-development needs and agree a Personal Development Plan.
The aim of the review is to enable you to maximise your effectiveness in your job and support your training needs. •
It is a two-way discussion.
•
It looks at your future.
•
It focuses not only on your needs, but also those of the team and our organisation as a whole.
This will be an annual event with regular reviews. All review dates will be agreed at your first meeting.
WHAT WILL HAPPEN? Before The Meeting Notice of the date, time and location of the meeting will be given in advance of time for you to prepare. A preparation guide is provided for completion in readiness for the meeting. The person conducting your review will be …………………………………………………. During The Meeting This will be 1:1 meeting with the person conducting your review. You will have the opportunity to discuss: •
Your current job.
•
How you feel about your current job - strengths and areas for development.
•
Future objectives.
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
Last Update: 06.07.05.
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Personal training needs.
LISTEN - carefully and take notes if you feel it is useful. SHARE - your suggestions, ideas and feelings. ASK - any questions you may have and cover all areas you feel are important. After The Meeting You will be asked to complete your personal development plan, detailing your objectives for the year. Discuss any queries with your line manager. Sign the plan and return one copy to the person who has completed the review. Your appraiser will advise you of when your next review will take place.
OBJECTIVE SETTING At the end of the review, objectives will be agreed. Setting the individual objectives provides a measurable set of targets to be achieved in the next twelve months by individuals or groups of staff. They are not details within a job description but reflect changes required. An objective should have clearly identified plans for achievement and success criteria. There should be a balance between service/organisational objectives and personal objectives. The clear identification will make planning your training requirements easier. The objectives will be reviewed throughout the year and dates set at the time of the review.
JO/VGB/U/REPORTS/APPRAISAL & PERSONAL DEVELOPMENT REVIEW POLICY – JULY 05
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