Performance Enabling and Professional Development Reviews

Performance Enabling and Professional Development Reviews

Performance Enabling is a range of related approaches including Policies, Systems, Practices and Tools which are designed to support, enhance and develop the performance of individual staff and thereby delivering the University’s key strategic themes and policy challenges. This is achieved through:

  • Clarifying the expectations of the employees’ role and standard of performance required.
  • Ensuring that the employee is clear on the key organisational objectives and their part in contributing to the delivery of these.
  • Providing the appropriate support, feedback, coaching and skilling to enable the individual to perform to their maximum level.
  • Removal of the barriers that prevent an individual from performing.
  • Demonstrating that employees who perform well are recognised and those who under-perform are challenged.

Performance Enabling can begin before an individual is in post by ensuring that requirements and expectations are clearly defined, that we appoint the person who demonstrates they are the best ‘fit’ to meet these requirements and expectations and that support required by the individual is properly identified and planned in.

There are other aspects of Performance Enabling that will apply in respect of individual underperformance. Remedial action is generally undertaken through a capability procedure which may ultimately include disciplinary action if issues are not addressed.

Further Information

Further information on performance enabling can be found in the Performance Enabling webpages.

Professional Development Reviews

The Professional Development Review is the formal opportunity for both the member of staff and their Line Manager to reflect on what has been achieved and to what standard over the previous 12 months and to look forward and make plans for the coming year.

The review should focus on recognising where expectations have been met or exceeded and challenging where they have not been achieved. It is supported by a formal, documented Annual Review meeting and an Interim Review during the Academic year.

Throughout the year individual staff and their managers should be engaged in regular feedback and coaching. The formal Annual and Interim Review meetings are therefore a culmination of these regular discussions of progress, difficulties and successes.

Further Information