Appraisal and

Development

Conversations

(ADC)

Briefing

Rebecca Dalton

HR Project Manager

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

The Why & The How

The Reasons for Reforming PDPR

Staff Engagement Survey Feedback

Direct Feedback to Vice Chancellor

Focus Group Feedback

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.

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

Focus Group Feedback Themes

The ADC Model Development

• University Steering Group

• Focus Group Feedback

• Unions

• SUMs Consulting

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

Alignment between ADC

& University Strategic Priorities

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

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

The Structure of ADC

The ADC Structured Conversation

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

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

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)

What happens

next?

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

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

Specific

Questions

Please contact your HR Business Partner