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Appraisal and
Development
Conversations
(ADC)
Briefing
Rebecca Dalton
HR Project Manager
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Briefing Session Agenda
1. Why and how the Appraisal and Development Conversations (ADC) has been created
2. Key elements and structure of the ADC
3. What happens next
4. Further information and resources
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The Why & The How
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The Reasons for Reforming PDPR
Staff Engagement Survey Feedback
Direct Feedback to Vice Chancellor
Focus Group Feedback
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Staff Engagement Survey Feedback
An employee's perception of internal growth and development opportunities is a key driver of their engagement. Our survey results indicate that whilst conversations about employees’ progress are happening (which is great), they do not always appear to be achieving the right outcomes. In addition staff are telling us that the mission or purpose of the University does not make their job feel important.
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Direct Feedback to the Vice Chancellor
• Consistent feedback that PDPR doesn’t meet the needs of staff
• Feedback from all job families, all levels of staff and from both line managers and those who are managed.
• Difficulty in supporting staff development, recognition and reward through a single process
• The 3-point scoring system does not provide the nuance required to ensure the most effective performance management
• Addressing staff objectives, performance, development, recognition and reward in a single end-year meeting is not helpful
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Focus Group Feedback Themes
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The ADC Model Development
• University Steering Group
• Focus Group Feedback
• Unions
• SUMs Consulting
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The main changes and next steps
There will be no rating outcome associated with ADC
ADC will be delinked from Performance Related Reward (replaced by the Nottingham Reward Scheme)
ADC came into effect from August 2019
The ADC cycle will run from August-July to coincide with the University year
Regular conversations encouraged throughout the year supported by an end of year ADC
Annual ADCs will take place during April-July (first annual ADCs from April 2020)
Better alignment with the University’s strategic priorities via balanced framework templates
More focus on development conversations in the short and longer term
More holistic conversation to incorporate wellbeing, work life balance and workload
Conversations about how work is achieved as well as what (supported by the Building a Culture for Success Guide)
New forms and simplified guidelines
Changes supported by revised training and learning resources (Short Courses and via the LMA)
Current objectives can be transferred to ADC from August 2019
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Alignment between ADC
& University Strategic Priorities
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Links through a Balanced Framework approach
University Mission
University Strategic
Objectives
Faculty/Department Objectives
Employee Objectives/Areas of Focus
University Strategy
Faculty/Professional Service
Area priorities
School/Department priorities
Individual objectives and
contribution
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Areas of the Balanced Framework
• Populated by Faculties/Schools/ Departments/Professional Service Areas using existing information
• Provides context in ADC around ‘bigger picture’
• Individual contribution can be recognised in the context of the wider University aims/priorities
• Mechanism to help plan and agree future priorities aligned with priorities
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The Structure of ADC
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The ADC Structured Conversation
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Topics to consider
Constructively review delivery against the appraisee’s core role
responsibilities
Constructively review objectives and progress/
achievements/delivery against objectives and how these have
contributed to the Faculty/School/Department/Professional Service
Area (referring to the relevant Balanced Framework)
What behaviours have been demonstrated in how objectives have
been achieved as well as what has been achieved (can refer to the
Building a Culture for Success Guide here)
Any leadership and management aspects of the role
Any health and safety aspects of the role
Impact of previous personal development/training
Work life balance, wellbeing, workload
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Topics to consider
Personal development needs including informal
and formal development requirements/
opportunities (including self-directed online
learning) and creating a Personal Development
Plan
Longer term development and career aspirations,
including promotion readiness (where applicable)
Opportunities for coaching, mentoring, job
shadowing and 360 feedback
Aims/considerations for wellbeing, work life
balance, workload
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Topics to consider
Overview of the Faculty/Department/School/
Professional Service Area’s priorities using the
relevant balanced frameworks and how individual
objectives can contribute towards achieving these
priorities
Discuss and agree future objectives (which should be
SMART) taking into account workload and career
aspirations/development needs
Discuss how objectives will be achieved (through
behaviours, reference can be made to the Building a
Culture for Success guide here) as well as what will be
achieved (through outputs)
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What happens
next?
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Next Steps
Planning
Doing
Reviewing
Sept onwards -
Balanced frameworks developed, leadership teams working on
implementation approach
From Jan-March
ADC Training / Learning delivery
By April -
Balanced frameworks drafted. Appraisers allocated (R&T)
By April -
ADC dates arranged and information shared by appraisee with appraiser
April-July –
ADCs take place
Aug/Sept –
Any training/learning trends collated & shared with PD
Regular
Conversations
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Further Information
Learning and career development resources
Central short courses click here
Leadership and Management Academy Hub click here
Staff Career Development Hub click here
Additional resources on career planning and development click here
Performance management e-learning click here and here
Resources on coaching and mentoring click here
Behavioural competencies
Building a Culture for Success Guide click here
Procedures
Capability procedure (R&T, APM, Technical, Childcare Services) click here
Capability guidelines for managers (R&T, APM, Technical, Childcare Services) click here
Human Resources Manual (O&F Staff) click here
ADC Guidelines and Leaflet (now live)
ADC Guidelines here
ADC Leaflet here
ADC Videos here
ADC forms
ADC forms here
https://training.nottingham.ac.uk/Portal/Home4https://moodle.nottingham.ac.uk/course/view.php?id=48417https://moodle.nottingham.ac.uk/course/view.php?id=48416https://www.nottingham.ac.uk/professionaldevelopment/professionaldevelopment/index.aspxhttps://www.nottingham.ac.uk/ProfessionalDevelopment/leadershipmanagement/index.aspxhttps://moodle.nottingham.ac.uk/mod/page/view.php?id=2965667https://moodle.nottingham.ac.uk/course/view.php?id=48414https://www.nottingham.ac.uk/hr/guidesandsupport/performanceatwork/pdpr/documents/building-a-culture-for-success.pdfhttps://www.nottingham.ac.uk/hr/guidesandsupport/capability-policy/documents/capability-procedure-05-2018.pdfhttps://www.nottingham.ac.uk/hr/guidesandsupport/capability-policy/capability-policy.aspxhttps://workspace.nottingham.ac.uk/display/BWuonSD/Human+Resources?preview=/210933314/287249372/Human%20Resources%20Managers%20Manual_JUL18V21.docxhttps://www.nottingham.ac.uk/hr/services/performance-at-work.aspxhttps://www.nottingham.ac.uk/hr/services/performance-at-work.aspxhttps://www.nottingham.ac.uk/hr/services/performance-at-work.aspxhttps://www.nottingham.ac.uk/hr/services/performance-at-work.aspx
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Specific
Questions
Please contact your HR Business Partner