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Performance Management and Development Scheme in Trinity College Dublin

1. PERFORMANCE MANAGEMENT AND DEVELOPMENT SCHEME IN TRINITY COLLEGE DUBLIN

1.1 Background to the Introduction of a Performance Management and Development Scheme.

In accordance with the provision of the current Social Partnership Agreement, Sustaining Progress, and the previous agreement, the Programme for Prosperity and Fairness, the College is required to implement a ‘Performance Management Scheme’. This requirement was also established as part of the Public Service Benchmarking exercise. In line with the agreement, the College’s Partnership Committee (https://www.tcd.ie/Partnership/)has facilitated the development of a Performance Management and Development Scheme (PMDS) for Trinity College. Central to the development of the scheme is the need to meet the development needs of staff across the College, improve performance by enhanced understanding, enhanced quality, and promoting a culture of continuous improvement throughout the College. *(for simplicity throughout this document the term ‘unit’ is used to refer to Schools/Vice Deaneries, Administrative or Support Areas as appropriate, and ‘head of unit’ is used to refer to head of School/Vice Dean or head of administrative or support area).
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1.2 Key Principles of a Performance Management and Development Scheme in Trinity College Dublin

The key principles which underpin the Performance Management and Development Scheme (PMDS) within a college context are as follows;

Development of staff to reach their full potential
Self review/self assessment
Two way Review
Enhancement of Quality
Promoting Equality
– Strategic Planning/Alignment (section 1.2a)
– Principle of Academic Freedom(section 1.2b)

(a) Developmental: The PMDS acknowledges the responsibility of both staff and management in the joint planning of career development. Individuals are provided with the opportunity to consider their development needs for their future career plans through the establishment of developmental objectives.
(b) Self-Review/Self-Assessment: The PMDS is a structured review process which recognises that it is individual staff members that need to drive their own performance and development. In order for the review system to work effectively, individual staff members need to take ownership of the process and self assessment/review will be pivotal to achieving a sense of ownership and participation. Without self-assessment/review there can be little benefit to the individual in terms of identifying strengths and areas that need improvement.
(c) Two-way Review: Communication is an essential element to the success of a Performance and Review Scheme. The PMDS opens clear channels of communications and promotes ongoing two-way feedback between the ‘Reviewer’ and the ‘Reviewee’. The 2007 cycle of PMDS will include a formal two way review component.
(d) Quality: The process of PMDS holds closely the core principles of quality assurance in that it is intended to promotes a process of continuous improvement at an individual, unit and College level through a mechanism of self-assessment. The scheme provides an on-going opportunity for each unit and staff member to reflect upon his or her contribution to the College and provides a means to improve upon this contribution within a developmental framework.
(e) Relationship to other College Policies and Procedures: The PMDS is a developmental tool which is intended to improve performance. It is separate from and should not be linked to other College policies such as promotion, pay, reward or the disciplinary procedure. The implementation and conduct of the Performance Management and Development Scheme process will be carried out with full regard to the College’s Equality Policy.

Operation of PMDS in Trinity College Dublin

Through a process of self-review/self assessment, the PMDS is intended to provide for a more structured mechanism for feedback between Heads of Units and staff members, within a supportive framework.
This will be achieved by:

Setting of individual goals in agreement with Head of Unit
Review of agreed outcomes
Identify any development needs and agree a development programme

The self review process will give staff ownership over this process.
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1.3 Strategic Planning

For academic staff this section must be read in conjunction with section 1.2b on Academic Freedom.
As well as College’s Strategic Plan, each unit will have their own planning process. PMDS will facilitate dialogue on these plans and individual goals should reflect and complement them where possible.

Each staff member’s actual performance is considered with respect to previously established performance objectives and standards which were jointly agreed by the ‘Reviewer’ and ‘Reviewee’ at the last performance & development review.
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1.4 The Principle of Academic Freedom

(Applicable to Academic staff only)

Performance Management and Development Scheme may in no way interfere with the principle or realisation of academic freedom.
All references to strategic alignment in PMDS must be understood in this context.
While it is hoped that PMDS can help with strategic alignment this is subject to the principles and realisation of Academic Freedom.
It is recognised that the nature of Academic research involves the exploration of uncharted intellectual territory, and therefore any targets set must be deemed aspirational rather than binding. It is also recognised that much research operates on a timescale that goes well beyond one, or even several, review-cycles. The operation of PMDS must not be such as to directly or indirectly encourage short-term shallow goals at the expense of genuine scholarship.
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1.5 Key Benefits of the Performance Management and Development Scheme

Some of the intended key benefits of PMDS are as follows:

Improved communication between staff at all levels
Individual goals being informed by and complementing College and unit strategic plans subject to the principle of Academic Freedom
Better communication of the College’s goals and values
Better communication to the College of the reality of staff experience
Better understanding of how individual staff contribute to both unit and College activities
Cultivating a culture of continuous improvement in line with other Quality Assurance initiatives
Increased opportunities for organisational learning
Increased emphasis on career development of the individual
Improved planning at individual, Unit and College level.
Improve overall performance arising from the above

2. THE PERFORMANCE MANAGEMENT AND DEVELOPMENT SCHEME PROCESS

2.1 Who should be reviewed?

The Scheme applies to all categories and levels of staff across the College.

2.2 Who will conduct the Reviews?

The Review meeting will be conducted by the Head of Unit or by one of a number of appropriately trained senior members of staff who have been nominated by, and have given their consent to, the Head of Unit in consultation with the Staff Development Manager. The Reviewer will be a member of the unit who is in a position to adequately review the Reviewee’s work.

2.3 When should the Review Take Place?

Generally in the four months between May and August. For academic grades the process shall be completed within statutory lecture term. This will help facilitate the planning processes for training needed for the following academic year. However, where this timeframe is not suitable for a particular Unit, agreement will be reached with the Staff Office to agree a ‘band of months’ when the reviews can be conducted to suit their particular workload cycles.
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2.4 Stages of the Process

There are three stages in the PMDS. They are as follows:

2.4(a) Planning and Documentation –

Pre-Review Stage

Step 1

Staff Development Manager meets with Head of Unit to:

Agree implementation date over the next few months
Provisionally allocate Reviewees to appropriate Reviewers
Agree dates for Reviewer and Reviewee training
Nominate a local coordinator to assist in the scheduling of training

Step 2

Head of Unit meets with the Reviewers within their area to: 1. Agree broad parameters around appropriate objective setting in their area, having regard to the College Strategy and the priorities for the Unit for the next 12–18 months. 2. Agree with Reviewers who their appropriate Reviewees are.
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Step 3

The Head of Unit should contact the Reviewee to: 1. Confirm the implementation timetable for the roll out of PMDS within their Unit. 2. Agree who their Reviewer is 3. Give Reviewees a clear overview of the departmental strategy and priorities for the next 12-18 months (i.e. prior to the completion of the self-assessment form).
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Step 4

The Reviewee will conduct the self-assessment/review in advance of their review meeting. The Reviewee should forward the completed self-assessment documentation to the Reviewer ideally one week prior to the scheduled meeting.
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Where a Reviewee is going through the PMDS process for the first time, they should still complete Section I of the Self-Assessment/Review form. The form should be completed by broadly focussing on the progress, achievements, future plans as well as work related problems that the Reviewee encountered in the previous 12 months.
Within the context of a reasonable and structured timeframe, the implementation will take account of other duties and commitments.

Step 5

The Reviewer should consider the self-assessment documentation carefully in advance of the review discussion

2.4(b) The Review Meeting

Step 6

The review meeting takes place and the documentation is subsequently signed off by the Reviewer, the Reviewee.
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2.4(c) Post Review Meeting & Implementing the Action Plan

Step 7

The Reviewers within each area will compile a summary of any training and development needs they have for their Reviewees and forward this to their Head of Unit. Once all the reviews for the Unit have been completed, the Head of Unit should compile and send a brief report to the Staff Development Office (template will be provided). The report also should outline the strategy and the main priorities of the department for the next 12 – 18 months. The report should outline how those training needs are best met. It is recognised that some needs of a general nature might be met most efficiently at college level, while needs of a more specific nature might be best met at a more local level or by appropriate external bodies.
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Step 8

In order for the PMDS to succeed, it is important for both the College and the Head of Unit to follow up meaningfully on its commitment to the development of all staff.
In addition to this, the staff member also has a responsibility to follow through on the commitments that s/he has made.
The successful implementation of PMDS depends on the response to agreed needs.
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3. Who is involved in PMDS and what is their role?

The following outlines in full all those who are involved in the review process as well as their role.

3(a) The Reviewee

As Reviewees all staff will be fully briefed in PMDS with a view to ensuring that they benefit fully from the process. The key responsibilities of the Reviewee in the performance management and development process are to:

Contribute to the establishment of their own performance objectives in co-operation with the Reviewer
Identify training and development needs (if any)
Take constructive feedback given by the Reviewer
Provide feedback to the Reviewer where appropriate
Discuss any other issues which may impact on performance
Reflect on their own performance
Maximise their potential and help meet their career aspirations

3(b) The Reviewer

The review will be conducted by the Head of Unit or by one of a number of appropriately trained senior members of the Unit who have been nominated (with agreement) by the Head of Unit and who are in a position to adequately review the Reviewee’s work. All Reviewers will be fully briefed in PMDS with a view to effective management of the process. The key responsibilities of the Reviewer in the performance and development process are to:

Agree clear priorities, directions and performance standards for the Reviewee
Jointly agree performance objectives
Provide guidance to the Reviewee
Evaluate performance objectives – have they been achieved?
With Reviewee arrange for feedback or coaching to be sought from appropriate sources relating to performance
Discuss performance development and career development (optional) opportunities as agreed with the Reviewee.

This must be done subject to Academic Freedom for Academic staff
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3(c) The Head of Unit

The Head of Unit retains full responsibility for the operation of PMDS in their own area. Where they have not conducted the review personally, they still must sign off on the completed review of each employee in their own area. All Heads of Units will be fully trained in PMDS with a view to ensuring that they get maximum benefit from the process. The key responsibilities of the ‘Head of Unit’ will be to:

Ensure objectives, established by the Reviewee and Reviewer, are in line with the goals and strategies of the School and the College where appropriate.
Oversee the Reviewer’s role in relation to the scheme and ensure the nominated Reviewees in their area are fully briefed about the priorities for the Unit in terms of setting and agreeing individual objectives
Evaluate effectiveness of scheme in their Unit.
Compile overall training and development plan/summary for their Unit and forward to the Staff Development Office
Ensure PMDS in their department is conducted fairly and equitably
Feed into the ongoing review of the PMDS process by the Staff Office and the Partnership Committee.