The perfect PDR process

Published 04-07-2018

What could we improve in our performance management (PDR)  process? This includes 1-1s, templates, objectives and conversations.  Tell us what your perfect process would look like...

12 ideas so far

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PDR - by robert swift

Reduce the number of 1-2-1s with colleagues to one a quarter so actions set have time to be fully absorbed by the colleague & managers get time to support fully. Introduce a system they can access on success factors like managers currently do on ORBIT with set yearly objectives & actions. Give them the responsibility to own it rather than it become a bit of a paperwork exercise & if it could be agreed with unions, scores to be connected to pay??? Currently I do not feel it has the impact it could?

Implement Existing Procedures... And Agree Targets where possible - by Pat Beirne

I believe in regular 1 to 1's. Don't believe they are universally done. I think that these give clear consistent feedback to individuals for areas of improvement and for what they are doing well. I do think that if targets are not agreed but imposed you lose buy in. In a DMB this is the case for the sales element of the process. The fact that this element can change every few weeks is not helpful either. The finishing post can go further into the distance at certain stages with increase in product targets . The targets should be robust enough at the start .

Roll out quarterly - by Darren Jones

As part of the previous commercial team, l really liked the quarterly objectives piece that was trialled and was disappointed this was never made 'always on'. It was designed to be very paperwork light, and had agility to respond to changing priorities by the business. It could have been made better by challenging the convential peer review and grading at the end though. A 3A who has a team beneath them is going to have a better chance of displaying more strategic outcomes than a 3A with no team beneath forced to fire fight at a tactical level, and unfortunately will be penalised with a lower grade because their outcomes aren't as strategic compared to their peers.

Plain and simple language - by Ola Osibogun

Revise the standards and competencies and what good looks like to make it easier to understand for colleagues who do not have a good command of English. A 1:1 or PDR can take longer if you have to continuously explain what these mean.

managers PDR's - thinking digitally - by anne imrie

we are scored/rated monthly on many things. the whole P+L, VOC, sales, scorecard etc. if these results could all feed into one system we would be able to track our performance on a regular basis more easily without the need for many different tabs being open on our BDM's laptop at the same time. if it was in graph form too you would instantly see the ups and downs and trends. these performance graphs could then form the basis of the BM's 1:1 to discuss the behaviours that drove this performance. therefore the end of year PDR would easily become a summary of all the 1:1's

Technology and Relevance - by Martin Hulks

We should be serious about leveraging technology more and make the whole process more modern and user friendly. The process needs to recognise the different business units with a more bespoke model being created depending on your area of work.

Trusting managers - by Neil Ennis

Currently budgets are allocated (but not really) to managers to allocate to colleagues based on appraisal grades in teams - then this gets over- ridden at a later stage in the process so our allocation doesn't reflect reward and recognition - so come on POL lets trust managers who are close to colleagues to fairly allocate bonus based on performance and behaviour - Neil Ennis

Keep it simple - by Helen Hope

The whole process is great on paper - in reality it is complicated, extremely demanding on resources (staff) and difficult to implement. At present there are too many documents to cross reference, and I feel we spend more time explaining the process to colleagues rather than sticking to a simple yet effective formula. The difficulty in many DMB's (I am biased here as a DMB manager) is that 121's are difficult to implement on a monthly basis in branches where there are two staff on leave, 3 staff off sick and no cover!! We talk about colleagues 'owning' the process but in reality the colleague's ultimate focus and priority will always be serving their customers. I strive to give my colleagues the time to discuss, review and implement their goals, but in reality there is simply not the time. I don't have the answers, but I would love to come up with a process that can really work as I do believe that colleagues who have success and gain recognition for a job well done will perform and commit to the success of the Post Office. I also agree with other comments that have mentioned the goals being set and clear at the beginning of the year. Various objectives and targets have been altered since the beginning of the year, so the goalposts can change, which seems unfair. It is clear from the posts on here that the regularity of 121's depends on where you work. It may be possible for office based staff to commit to a more regular pattern, but on the front line we are constantly reacting to customer demand, and frequently we find that a well diarised 121 can be postponed at the last minute due to customer demand!

Clarity and consistency - by rebecca hart

In my experience the goalposts keep moving and are often a bit vague, which makes it very difficult to focus efforts on improving performance - for example, I was told that this year the flex on bonus (low to high 3) wasn't there this year, but from recent union communications it appears that is was/is. Also I've been told that no matter how well I do my own role, as long as what I do is in any way connected to my role, I cannot expect anything higher than a 3 and that to achieve a 4 or 5 I must take on additional responsibility which has no connection to my role whatsoever. I'm happy for ts&cs to change from time to time but these should be clearly stated at the outset of the process and currently I feel they aren't. Does anyone know, in either of the two cases above, what the actual position is, please?

PDR - Linked to horizon Snapshot - by ruben quadros

It would be nice to be able to print a customised Snapshot (daily,weekly,monthly) - (like the balance snapshot) of horizon which could show how much a colleague as done in terms of Sales, mails, data captures etc to take with them when they are having their 121's or pdr to measure against the office targets for that week/month etc along with the Wow's which can be taken of inmoment. This could then show the colleauges overall performance and their contribution towards branch profit and customer satisfaction.

Embrace technology - by Vanessa Fiorelli

121s and PDRs need to be on Success Factors so that colleagues can continue to work on their development in an accessable way. Success Factors needs to allow the colleague's person email address as the primary email. This will enable colleagues to reset their passwords easily, thereby making it more accessible. Colleagues will then be able to share their development with their managers and better prepare for 121s and PDRs.

"Success"ful PDRs - by Leonard Preston Harbin

The PDR process in my opinion should be streamlined. It should be removed from Orbit and assimilated into Success Factors. The process should be more transparent and ratings simplified.