LATEST NEWS

homecare dispute at conferenc...
A number of branch members went to the Local Government Conference in Brighton r...
Tue, 19 June 2018
Action for Accidents At Work
  Health and Safety Reporting Process for Members   WHAT TO DO IN T...
Thu, 24 May 2018
Training for stewards availabl...
The following courses are running for activists.   030- ERA Refresher T...
Tue, 05 June 2018
Unison Workplace Visits
In June our Membership Officer will be visiting the below with a stall: Woodcoc...
Thu, 24 May 2018
Homecarers in new strike ballo...
Birmingham Homecare Workers are being re-balloted on strike actionin in the...
Tue, 29 May 2018
Equal Pay statement
The following is a statement on Equal Pay from UNISON “UNISON is aware of...
Tue, 29 May 2018
New July Courses to help membe...
UNISON Birmingham Branch 25 years of Learning at Work July 2018 UNISON Birmin...
Tue, 22 May 2018
Branch wins for school staff
 Following recent meetings Birmingham Branch have won some improvements for...
Tue, 08 May 2018

NEW PDR Conversations

The PDR process is changing. Unison and HR are having conversations about this .

Here is a letter from HR's Claire Ward from 26/03/15 to colleagues about this matter.

 

Dear Colleague

 

RE: Performance Development Conversations

 

We have been meeting weekly over a series of months to consult on proposed changes to the current PDR framework. I am sure that you will agree that whilst these have been challenging and on occasion difficult discussions we have made significant progress in identifying key changes that we can agree on. As agreed I have outlined below a summary of my understanding of your concerns regarding the current arrangements and the final management proposals. It would be invaluable to have a prompt response outlining your position on the matter.

 

In the course of the consultation you have raised a number of significant concerns regarding the current scheme, many of which have been echoed in the feedback we've received from employees and managers.

 

Key points from feedback:

 

  • The application of the scheme is perceived as inconsistent and unfair
  • The scoring is too subjective and not applied consistently
  • The scheme lends itself to an approach based on two annual conversations rather than an expectation of ongoing dialogue regarding performance
  • Employee development is viewed as a subsidiary agenda item
  • The process is bureaucratic and an additional activity rather than adding value
  • Something done to employees by their managers

 

Not withstanding your substantive position that you want a separation between performance & development and pay I am sure you recognise that we have made significant progress in addressing the concerns you have raised. The proposals for the new scheme are based on the following principles:

 

  1. Regular, continuous conversations
    • Led through existing regular supervision meetings
  • About behaviour
    • Supports objectives
    • Discussed & evidenced as part of regular supervision meetings
    • Have a more direct link to professional competency frameworks
  1. Development offer and ask
    • Linked to mandatory requirements, service priorities as well as individual
    • Agreed/discussed in supervisions
    • Requires a framework & guidance
  2. Presumption of success
  3. 5. Developing and Achieving
    • Clear expectations set out at the beginning
    • Achieving is "delivering the day job"
    • Developing may be acceptable for people in new roles
  1. 6. High Performing receives more non financial reward
  • Becomes a ‘Champion’; mentors new-comers/learners or others
  1. Quality Assurance Framework
    • Surveys, mystery shoppers, audits, local performance accountability, Equality Analysis

 

The key proposed changes to the scheme are as follows:

 

  • managers and employees will move away from the current “parent-child” relationship, where managers are perceived to “do PDR to their employees” to prevent their team increments from exceeding their budgets; to a partnering relationship, where manager and employee both win by working together, to maximize and develop the employee’s performance, so that more increments are earned, than has been the case in the past.
  • behavioural, task and personal goals, covering the whole of each employee’s work, will be set at the beginning of the performance year, and revised to keep pace with shifting needs and priorities, as the year pans out.
  • managers and employees will have regular performance conversations, where manager coaching enables employees to achieve their best possible performance, while identifying and progressing associated development activities
  • development progress will be reviewed, and performance against task and behavioural goals will be measured and rated, at the end of the performance year. Employees who achieve and are not at the top of their grade will receive a pay increment; employees who fail to meet the standard required will not receive an increment
  • robust quality assurance processes and practices will ensure that each employee has an equal opportunity to take part in sufficient quantity and quality performance conversations, to provide them with a fair and consistent chance to achieve improved performance, and to receive an increment where they achieve acceptable standards of performance
  • the new scheme has been reconfigured, to remove time served increments, with all employees required to meet a minimum standard to achieve a pay increase. The scheme has been built on a presumption that more employees are likely to meet the required standards and as such, the financial costings have been modelled on a higher percentage of employees being eligible to achieve a performance-related pay increment. This will increase the council’s pay bill.

The new Performance Development Conversations are a radical departure from the old framework and will be a strong symbol of the move to a more values lead organisational culture where how you do something is as important as delivering the task itself. We are seeking your agreement to these changes, there is a real opportunity to work collectively to support employees to positively participate in the new scheme. Clearly a positive early indicator of intent is the collaborative work that has started between the training sections of your union and the council regarding supporting employees' development needs.

As discussed we are wanting to proceed with a soft launch of the new scheme in terms of the basic principles in relation to the initial review of development needs and goal setting in early April. Whilst this will be ahead of formal decision making in respect of the financial aspects of the scheme we are of the view that there is no inherent conflict with existing policy in seeking to do this.

 

I look forward to receiving your early response and once again thank you for your constructive participation in the consultation process.

 

Claire Ward

HR Business Partner

Birmingham City Council

NEWSLETTER

OUR NETWORK

facebook Twitter You Tube

OTHER NEWS

Building a National Education Service – what are L...
Advertisements
Read More