Corporate H.R. Service

Performance Management Scheme


1.                  Definitions and Benefits

1.1             The Council’s corporate framework for performance management identifies the following benefits of having a structured approach to thinking about performance at work.

1.2             For individuals and managers it:

q       clarifies individual and team goals

q       provides an opportunity to give and receive feedback

q       focuses on results

q       encourages equal treatment

q       supports ongoing communication, feedback and dialogue

q       increases job satisfaction.

1.3             For the Service and Kirklees it:

q       communicates Aims and Objectives

q       improves performance through commitment to staff

q       provides direction and planning

q       aligns the outcomes of individuals, teams and Services to the goals of the organisation

q       provides an opportunity to consider the long-term view of the organisation.

1.4             The overall objective is to promote organisational efficiency thereby improving services through the positive management of performance on an individual and team basis.

1.5             Performance management will provide the bridge linking the development of an individual to the positive and desired outcomes of the Service.  The Scheme set out below will provide an opportunity for an open discussion on job performance and agreed action for improvement.

1.6             The Scheme will operate alongside other key processes for the Corporate HR Service namely, the Service Performance and Development Plan, the Training Development Policy and Procedure.

2.                  The Process

2.1             Performance Management, as already indicated, is a style or approach to management which involves managers and individuals in the management process. It recognises that management is not exclusively about line managing people but about people managing themselves, fellow workers and customers.

2.2             However, in order to monitor and review progress, it is necessary to take time out of busy work schedules and take stock of the work situation.

2.3             These stock taking sessions are called performance review and development discussions or  PRD’s.

2.4             Everyone in the Service is entitled to individual time to discuss their areas of work and progress and everyone will have the responsibility to contribute to their own review meetings in terms of preparation and follow-through.

2.5             Training will be provided in order that everyone understands the performance management process generally and the purpose of review meetings in particular.


3.                  The Stages of Performance Review

3.1             Formal performance review and development discussions or  PRD’s.
will take place once a year as a minimum with at least one review meeting at an appropriate interval during the year.

3.2             However informal discussion and review / supervision will occur more frequently.

3.3             Stage 1

Unit Heads will decide who will take responsibility for individual performance review and development.  Once this has been agreed, the responsibility for setting up the PRD’s rests with the “pairings” which have been identified.  However, the Unit Heads have overall responsibility to ensure that all meetings occur in a timely manner.

3.4             Stage 2:

The line manager and the individual will jointly agree a suitable date, time and place for the meeting.

The discussion will include a review of key areas of work, targets and objectives set and development which was identified at the previous meeting. After the review new objectives and targets will be agreed and where appropriate development identified. The discussion should link the work of individuals to team and service plan, and the service performance plan will provide background for the meeting.


The service will have identified competencies which it considers important, each year these will be included as part of the discussion. As the use of competencies develop in the service employees and managers will be provided with information which will help them to use the competencies effectively. The competencies will be recorded on the form and development needs will be identified where performance does not meet the expected level.


The manager and employee will prepare for the meeting by completing or updating the performance review and development form which is attached at Appendix 1


The form may be exchanged in advance of the meeting, but it is acceptable to table it at the meeting provided it is completed.

At the end of the meeting, the manager and employee agree outcomes and actions and timescales.  The rationale for the actions / outcomes should also be recorded.  Both can sign the form at the end of the meeting in order to indicate agreement on the way forward in terms of meeting work objectives, or no longer than 2 working days after the meeting.

Copies will be retained by both line manager and individual.

Any outcomes identified in terms of training should be actioned under the Service Training and Development Policy and Procedure and in this way a link will be established with the Performance and
Development Plan.

3.5             Stage 3

Progress will be monitored and reviewed periodically during the year within the context of informal up-date meetings.  Performance management is a continuous process and monitoring, reviewing and feedback should occur regularly.

3.6             Corporate Priorities

The Service recognises that with the introduction of competencies, the time available at PRDs needs to be focused on performance related issues.  However, there are a number of key corporate issues that require discussion on a one-to-one basis and which require time out in the same way as the PDR discussions.

Therefore a discussion will be arranged by the “pairings” on a 6 monthly basis to discuss the following issues:

i.          Environmental issues and sustainability

ii.                  Health and Safety

iii.                Disability Discrimination Act and Reasonable Adjustments

iv.                 Recruitment and Selection

v.                   Other relevant Council policies


3.7             Career Grade Progression Schemes

The Performance Management Scheme will apply to all staff whether in career graded posts or not, in order to meet individual development needs.  Where career grade progression does operate, criteria for both schemes will be compatible and it may therefore be appropriate to combine both interviews.

3.8             Appeals Procedure

Every effort should be made to achieve agreed outcomes between an employee and their manager.  However if there are irreconcilable differences, an employee may require an appeal hearing with the manager’s manager.  Only if this does not resolve the item will the employee have the right to invoke the formal Grievance procedure.


Corporate H.R. Service

Performance Review and Development Form

Please use this form to prepare yourself for your Performance Review and Development discussion. Think about your past performance and your future work and development needs.

Name                                                         Date

Key Performance Areas

  • Do your KPA contribute to the achievement of team and service objectives
  • Is your work changing, are there any new areas you feel may be suitable to include









Achievements and blockages


  • Using the review form from your previous meeting give examples of what you have achieved
  • Give some examples of blockages that have occurred and solutions
  • Where appropriate relate your achievements and blockages to the competencies











Issues for discussion


  • Think about the coming year and what you consider are priorities for your work
  • Consider any concerns about your role
  • Aspirations for the future









Continuous improvement

·        Have you any suggestions for improvements in the way the service is delivered





Future Development 

·        Look at the review form from your last meeting, have your  development objectives been met?












Equality and Diversity?

·        Is there anything you wish to pursue in relation to the “Promoting Diversity and challenging inequality” competency












NAME/POST:                                                                                   DATE OF SESSION:  


Key Performance Areas

Ie work programme


Reference in Service or Corporate Plan


Current Position


Things to achieve




































These are specific topics for improvement from your key areas


Reference in Service or Corporate Plan


Current Position




































Development and Learning Needs


Training Needs Identified

Including the acquisition / development of competencies

Type of training required e.g. formal / coaching / mentoring etc

Resource Implications

Linked to Business Plan


Date to be reviewed



























Performance Management and Training Review

(Twice yearly)

Summary of short courses / conferences etc


To be completed and returned to Unit Head or other designated officer



































Signed (Individual)


Signed (Manager)