Docstoc

340

Document Sample
340 Powered By Docstoc
					NAME OF DOCUMENT: Appraisal and Development Review


TYPE OF DOCUMENT:     Human Resources Policy


REFLECTS SPECIFIC     NHS Knowledge and Skills Framework (KSF)
LEGISLATION OR NHS
GUIDANCE:


STAFF GROUP           All groups of staff throughout the Trust except
TO WHOM IT APPLIES:   medical staff and directors


DISTRIBUTION:         The Whole of the Trust


HOW TO ACCESS:        Internet / intranet


ISSUE DATE:           April 2010


NEXT REVIEW:          April 2012


APPROVED BY:          Director of Human Resources and Workforce
                      Development


DEVELOPED BY:         Appraisal Task and Finish Group (including staff
                      side)

DIRECTOR LEAD:        Director of Human Resources and Workforce
                      Development


CONTACT FOR           Maggie Bell, Assistant Director of Workforce
ADVICE:               Development
                      or a Human Resources Practitioner
                                     CONTENTS

                                                                         Page
1.   Introduction                                                         1

2.   Purpose and scope                                                    1

3.   Responsibilities                                                     2

4.   Equality impact assessment                                           2

5.   Stakeholder involvement                                              2

6.   Dissemination and implementation arrangements                        3

7.   Training                                                             3

8.   Process for checking compliance with the policy                      3

9.   Process for monitoring compliance                                    3

10. Review and revision arrangements                                      3

11. Managing Poor Performance                                             4

12. Audit                                                                 4


     Appendices

     Appendix 1 - Mission, Vision Values and Goals

     Appendix 2 - Process for Appraisal and Development Review Diagram

     Appendix 3 - Key Principles

     Appendix 4 – Checklist for the Review & Approval of Procedural
                  Document

     Toolkit

     Tier 1

     Tier 2
Appraisal and Development Review
1. Introduction

The Trust recognises that every employee has a valuable contribution to make towards the
overall success of the organisation and the achievement of the Mission Vision, Values and
Goals, (Appendix 1) and Clinical Governance standards.

To enable this to happen, the Trust is committed to developing staff through a review process
which is based on the Knowledge and Skills Framework (KSF). This involves, as a minimum,
an annual review where, progress, setting objectives, development opportunities, evaluating
these and ensuring the benefits of the investment are realised and recorded.

The appraisal and development review process has four stages:

   An appraisal meeting between the individual and their line manager (or delegated
    appropriate person acting in that capacity). This will cover, performance review, objective
    setting and/or the individual’s progress in attaining the agreed objectives, KSF
    competencies and the application of prior learning and experience. This must also include
    a discussion to ensure that the individual’s working pattern is appropriate to their career
    and personal circumstances. (See Trust’s Flexible Working Time Guidance)

   The development of a Personal Development Plan (PDP), which will identify the
    individual’s learning and development needs, which should relate to their short and long
    term objectives and how these objectives will be met. The PDP is jointly developed and
    agreed between the individual and their line manager as to how these goals will be met.
    This will take into account the skills and knowledge identified in the KSF outline for the
    individual’s post.
    This must include any mandatory training required, the scope and content of which
    will be defined in accordance with the Trust policy.

   The learning and development of the individual supported by their line manager.

   An evaluation of the learning and development that has taken place, including how this
    impacts on the service and is shared with others.

See Appendix 2 for overview of the process.

The cycle is a continual progress and starts at (1) again, as indicated in the diagram at
Appendix 2.

Appraisal for medical staff is not included in this policy and is dealt with under a separate
policy.

2. Purpose and scope

The policy of the Trust is that all staff will receive an annual appraisal as a minimum. This
document describes the process and provides documentation for ensuring the achievement of
this objective. However, where managers are using other documentation which meets this aim
this will be acceptable also. It applies to all staff employed by the Trust with the exception of
medical staff. Medical staff are subject to the nationally determined process.
                                               1
The key principles to support successful implementation are identified in Appendix 4.

3. Responsibilities

3.1 Executive Management Team
The Executive Management Team will be responsible for approving and ensuring this policy
has been developed in accordance with the Trust’s defined policy.

3.2 Director of Human Resources and Workforce Development
The Director of Human Resources and Workforce Development is the lead director,
responsible for ensuring appropriate development and implementation of the policy. The lead
director will be responsible for engaging relevant stakeholders in the development of the
policy and ensuring appropriate arrangements are in place for managing any resource
implications, including dissemination and training and for ensuring the most current version is
in use and obsolete versions have been withdrawn from circulation. The Director of Human
Resources and Workforce Development will also link with the District Service Directors and
Director of Nursing, Compliance and Innovation to identify any problems with the
implementation or monitoring of this policy.

3.3 Directors
The Directors are responsible for ensuring and monitoring the take up of appraisal within their
directorate/service area.

3.4 General managers, service managers and team managers
These are responsible for ensuring that appraisal occurs in line with the policy.

3.5 All clinical staff
All staff have a duty to ensure that they seek out and participate in supervision in line with this
policy.

3.8 All staff
All staff have a responsibility for their own development and for complying with this policy.

4. Equality impact assessment

This policy has no differential impact on equality, as identified by the Equality Impact
Assessment Team as included in the “Policy for the development, approval and dissemination
of policy and procedural document. Please see Appendix 5.

5. Stakeholder involvement

Initially the policy was developed by the policy sub group of the Trust Partnership Forum,
which has staff side membership. As part of an ongoing review it was identified, through
consultation, that the documentation required revision. A task and finish group made up of
staff side representatives, managers, clinicians and HR practitioners undertook the work.

6. Dissemination and implementation arrangements

The Integrated Governance Manager will be responsible for ensuring the updated version is
added to the document store on the intranet and is included in the staff brief.
                                                2
Implementation of the policy will be cascaded from the directors, assistant directors through
their service delivery groups and by the heads of service through their defined leadership and
management structures.

7. Training

The demands for training will be identified through the annual training needs analysis
programme. This will be ratified by the SDG/BDU and approved by the EMT.

8. Process for checking compliance with the policy

Appraisals undertaken will be monitored by the Trust Board, Executive Management Team
and SDGs/BDUs. For doctors this will be through the doctor’s appraisal system led by the
Medical Director or through the Yorkshire Deanery by the college tutor. All service managers
routinely compile a monthly appraisal return for the Director of Human Resources and
Workforce Development.

9. Process for monitoring compliance

Trust Board assurance will be through the performance monitoring process at Board level as
part of the key performance indicators.

Trust Board will receive quarterly performance reports which include levels of compliance with
the appraisal policy.

The Medical Director will provide assurance to the Trust Board that the appraisal
requirements of the Yorkshire Deanery are being met, and that the requirements of the
supervision policy are being met by Trust doctors.

10. Review and revision arrangements

The policy will be reviewed by the agreed review date, in line with the Trust “Policy for the
development, approval and dissemination of policy and procedural documents”, or earlier if
required. Responsibility for initiating a review and taking the new policy to the Executive
Management Team for Approval lies with the lead director.

The Integrated Governance Manager is responsible for placing the new version of the policy
in the electronic document store, for ensuring the document being replaced is removed from
the document store and that an electronic and paper copy, clearly marked with version details,
are retained as a corporate record.

11. Audit

Both the quantity and quality of Appraisal and Development Review will be regularly audited
by the Human Resources Directorate, through the Annual Staff Opinion Survey.




                                              3
                                                                                      APPENDIX 1
Mission, Vision, Values and Goals

1. Our Mission

     Enabling people with health problems and learning disabilities to live life to the full.

2. Our Vision is to be

           The service of choice for service users
           The employer of choice for staff
           The organisation of choice for commissioners and partners

3.   How do we Behave: Our Values

Our values

           Give people information to help them make choices
           Listen before we act
           Be open and honest
           Welcome constructive challenge
           Embrace diversity and treat people fairly
           Help people stay in control and make decisions
           Balance rights and responsibilities
           Treat people with dignity and respect
           Celebrate good practice
           Learn from experience
           Treat others as we would wish to be treated
           Do what we say we will
                                                                                           APPENDIX 2

    PROCESS FOR APPRAISAL AND DEVELOPMENT REVIEW DIAGRAM




                                         Stage 1
                             Joint review of work against the
                              demands of the post and the
                             agreed objectives (both existing
                                   and new) and targets




             Stage 4                                                               Stage 2
Joint evaluation of learning and                                          Jointly produce Personal
development and its application                                        Development Plan – identifying
 – including how this is shared                                       learning and development needs,
with others and how this impacts                                       goals and how these will be met
           on service




                                                Stage 3
                                     Learning and development by
                                   individual supported by their line
                                               manager.

                                     The individual and manager
                                   should meet at regular intervals
                                    throughout the year to discuss
                                   progress and any issues arising
                                      from the development plan.
                                                                                    APPENDIX 3
                                       Key Principles
Appraisal and Development Review will empower the manager to set minimum
standards for the team / service and decide on the best way to deliver those standards
by:

   Establishing where each individual’s role fits within the Trust’s Mission Vision, Values and
    Goals, (see Appendix 1).

   Provide a strong link to the Trust’s Corporate Objectives.

   Reviewing past performance.

   Setting realistic objectives.

   Communicating the value we place on individual contribution, initiative and achievements.

   Identifying future training and development needs.

   Improving motivation and job satisfaction.

   Discussing work life balance and flexible working options as appropriate.

Appraisal and Development Review is:

   Compulsory for all staff. This will take place at least once a year with a six monthly review.
    However, it is important to recognise that it is often policy to integrate this with normal
    management supervision and meetings rather than create additional administrative
    burden.

   Two-way – involving feedback from both parties and joint agreement of objectives and a
    development plan.

   Recorded on the relevant forms, (see Appendix 3). Records must be kept and signed by
    both parties to show agreement. They must comprise of a summary of the discussion,
    objectives and personal development plan, as indicted on the forms.

   To be recorded using the e-KSF online tool as and when this becomes available.

   Supported with appropriate training and guidance offered to managers through the Human
    Resources Department.

   Part of the KSF process

Preparing for the Appraisal and Development Review interview

   Training: All reviewers should have received appropriate training and previous attended
    an introductory session about KSF.
   Prepare Individuals: There may be some reluctance or apprehension surrounding an
    Appraisal and Development Review. Managers should let individuals know what to expect
    and allow them the opportunity to prepare in advance and ask questions during the review.

   Consult Relevant Documentation: Make sure you both understand the job role before
    starting the Appraisal and Development Review. Look at personal files and any previous
    objectives and personal development plans. Review any competence statements
    attached to the job and relevant Trust policies.

   Give Adequate Notice: Agreed date, time and duration of the Appraisal and Development
    Review. As a guideline you will need about one and a half hours for a first Appraisal and
    Development Review or a gateway review and one hour for a subsequent one. Care
    should be taken not to cancel the interview, as it can be unsettling and demotivating.

    Prepare the Environment
     - Choose a non-threatening location.
     - Transfer the telephone and arrange for no interruptions
    - Arrange seating informally.

   Communicate Effectively: Appraisal and Development Review focuses on high quality
    communication – think about your communication skills: active listening, questioning, non-
    verbal communication. If you are unsure of your competence in this area, do access the
    HR training and support for further information and training on this.

    Be objective – be aware of the possibility of bias and avoid it.

    Remember that the reviewer should not be talking much more than one third of the
    discussion time. Ensure that the discussion is a two-way process and that you are honest
    in your discussion.

    Ensure you provide the opportunity for the individual to raise any concerns they may have
    at work regarding their disability if appropriate.

   Gather and Use Feedback Effectively: Feedback should be two-way, so encourage
    feedback on your management style. Gather evidence and use feedback from others in
    addition to your own observations. For example from other

    Where a member of staff operates in more than one team or where you are not involved
    with their day-to-day work, it will be necessary to gather feedback from other managers. It
    is always best to do this in advance of the Appraisal and Development Review, rather than
    involve two managers in conducting the interview, which can appear threatening.

Objective Setting: Objectives can be derived from 3 area: Trust objectives, Team / Service
Objectives and Personal objectives.

   Trust Corporate Objectives are derived from the organisation’s Mission , Vision, Values
    and Goals, and business/service plans. Appraisal and Development Review is an
    important part of the Trust’s commitment to be an employer of choice. Key Performance
    Indicators may be included.
   Objectives should relate to key areas of responsibility in the role. They often relate to
    major areas of improvement or development for the next year. Objectives do not cover the
    whole role, only the key areas, and they help provide focus for individuals.

    There is no ‘ruling’ that dictates the number of objectives an individual can work with
    effectively. However, a rough guide is five to eight key objectives.
   How do we set objectives?

    Remember ‘SMART’

    Specific:          Be clear and precise in how you describe the objectives, as they must
                       state what the individual is going to achieve

    Measurable:        Always agree and record how you will measure success. Where
                       no simple measure is possible both parties will agree other
                       types of criteria to test whether an objective has been achieved,
                       considering both the quality and quantity.
    Achievable:        Make sure that objectives challenge individuals, but are attainable. The
                       degree of challenge may differ between individuals.

    Realistic:         Consider resource/cost implications and other constraints.                Set
                       achievable timescales.

    Time-based:        Always agree a completion and review date and keep to it.

   Objectives should not simply be statistical, but could include a mixture of the following:

    -     personal, (eg, improving knowledge and understanding by work shadowing),
    -     professional (eg, gaining additional qualifications, developing professional behaviours),
    -     organisation-wide (eg contributing to development work, attending working
          groups/meetings).

        Always agree objectives jointly, never impose them. It can be useful for a team to openly
        share their objectives – you will need to get agreement for this from all the individuals
        concerned.

Personal Development Planning

A Personal Development Plan contains objectives to develop an individual. Learning and
development needs should always be linked to an objective, which will be to achieve one of
the following:

   improve an area of current working practice and/or behaviour,
   develop the competency and capability to meet new developments in the role,
   develop to meet career aspirations/progression needs,
   the mandatory training as defined by the service area must be prioritised.

The SMART method of objective-setting also applies to objectives set as part of a Personal
Development Plan.
Meeting Learning and Development Needs

The Trust is committed to the development of all staff and produces an annual learning and
development programme based upon the training needs analysis. In addition to the in-house
and university programmes, there are many varied development opportunities such as:

   E-Learning
   Mentoring
   Action Learning Sets
   Journal Clubs.

Further information on non-course-based learning and development opportunities is available
from the Workforce Development leads in each of the localities and from the Education
Centre, Fieldhead. See separate Trust Guidance on Non-course based learning and
development opportunities.

Managing Poor Performance

In general, poor performance should be addressed with the member of staff at the time they
occur and there should be no surprises in any issues that are raised at the Appraisal and
Development Review. The Appraisal and Development Review offers an opportunity for
reflection, learning and to gain feedback on all aspects of performance. Whilst it is not the
mechanism for dealing with persistent poor performance, it may serve as a starting point.

Poor performance can lead to an individual not meeting their objectives, set at the gateway
reviews. The result being that they may not move up their payscale. It is therefore important
that the manager and individual address issues of poor performance as soon as these are
identified, so that support and appropriate action can be put in place.

Where performance is seriously or persistently lacking, the Trust’s Capability Procedure
should be followed.

Investors in People (IiP)

Standard 2 of IiP, Learning and Development Strategy (Learning and Development is planned
to achieve the organisations objectives) should be considered when agreeing objectives.

The key areas to be mindful of are:

 People know that their learning contribution to the organisations success

 People are involved in identifying their and their team / service learning needs

 People preferred learning styles are, where possible, taken into account when planning
  their development

 People are aware they have responsibilities for their own development.
Well being

The Trust is committed to improving levels of employee well-being and engagement.

Staff wellbeing is characterised by:

 A working environment and culture that truly values staff and supports individual needs.
 Resilient staff who cope will with pressure and innovate to meet service user and carer
  needs.
 Optimum health for individuals and low levels of work related stress.
 Positive and supportive working relationships across the organisation and with partners.
 Staff who are fully engaged in their work and the organisation.
 Management of workloads and clear prioritisation of objectives.

The appraisal provides an opportunity for the manager and employee to discuss any relevant
well-being issues which may require further action. Further information / advice is available
via relevant Trust policies such as Work Related Stress Policy, Managing Attendance
Guideline, Special Leave policy etc and / or via the Human Resources team.
                                                                                 APPENDIX 4

Checklist for the Review and Approval of Procedural Document
To be completed and attached to any document which guides practice when submitted to the
appropriate committee for consideration and approval.

                                                            Yes/No/
         Title of document being reviewed:                            Comments
                                                             Unsure
    1.   Title

         Is the title clear and unambiguous?                   Y

         Is it clear whether the document is a guideline,
                                                               Y
         policy, protocol or standard?
    2.   Rationale

         Are reasons for development of the document
                                                               Y
         stated?

    3.   Development Process

         Is the method described in brief?                     Y

         Are people involved in the development
                                                               Y
         identified?
         Do you feel a reasonable attempt has been
         made to ensure relevant expertise has been            Y
         used?

         Is there evidence of consultation with
                                                               Y
         stakeholders and users?
    4.   Content

         Is the objective of the document clear?               Y

         Is the target population clear and
                                                               Y
         unambiguous?

         Are the intended outcomes described?                  Y

         Are the statements clear and unambiguous?             Y
    5.   Evidence Base

         Is the type of evidence to support the
                                                               Y
         document identified explicitly?

         Are key references cited?                             Y

         Are the references cited in full?                     Y

         Are supporting documents referenced?                  Y
    6.   Approval

         Does the document identify which
                                                               Y
         committee/group will approve it?

         If appropriate have the joint Human                   N
                                                           Yes/No/
      Title of document being reviewed:                              Comments
                                                            Unsure
      Resources/staff side committee (or equivalent)
      approved the document?
7.    Dissemination and Implementation

      Is there an outline/plan to identify how this will
                                                              Y
      be done?
      Does the plan include the necessary
                                                              Y
      training/support to ensure compliance?
8.    Document Control

      Does the document identify where it will be
                                                              Y
      held?

      Have archiving arrangements for superseded
                                                              Y
      documents been addressed?
      Process to Monitor Compliance and
9.
      Effectiveness

      Are there measurable standards or KPIs to
      support the monitoring of compliance with and           Y
      effectiveness of the document?
      Is there a plan to review or audit compliance
                                                              Y
      with the document?
10.   Review Date

      Is the review date identified?                          Y

      Is the frequency of review identified? If so is it
                                                              Y
      acceptable?
11.   Overall Responsibility for the Document

      Is it clear who will be responsible for co-
      ordinating the dissemination, implementation            Y
      and review of the documentation?
                                         TOOLKIT

DOCUMENTATION MENU


The appraisal documentation has been designed so that the reviewee, in conjunction with
their reviewer, can choose which of the two tiers best suits their needs.

Tier 1

This documentation would be suitable for staff with minimal objectives and developmental
requirements. It focuses on the 6 core dimensions (the specific dimensions are optional).

Tier 2

This level of documentation and is suitable for qualified / professionally regulated staff who
have more objectives and developmental needs than at Tier 1. This documentation requires
that both the core and specific dimensions are reviewed.
                      FORM 1 - TIER 1
  APPRAISAL AND PERSONAL DEVELOPMENT REVIEW PREPARATION
This form should be completed to help plan your review meeting and assist with the
discussion between you and your reviewer. The form does not need to be retained after the
review.
You may find it useful to read your previously agreed Personal Development Plan when
completing this form.

Name:                                 Job Title & Department:

Reviewer:                             Date of Review Meeting:


1. What were the main objectives set at your last review?




2. What has gone well for you over the last 12 months?




3. Do you feel you have achieved all your objectives
4. What has been challenging for you and why?




5. Do you have any aspirations for the future that you would wish to discuss with your
   manager
FORM 2 (page 1)              Links to the Knowledge and Skills Framework TIER 1
Every job has a KSF outline and as part of the appraisal meeting the reviewer and reviewee should review the employee’s progress in
demonstrating competency against the core dimensions of the KSF outline. [If it is not a gateway review it is not necessary to
demonstrate evidence of attainment against all of the KSF dimensions (only towards the core dimensions)]. This can be demonstrated
over several reviews unless a Gateway review is taking place
                                                          CORE DIMENSIONS
      Dimension             Subset        Full        Level                            Evidence for decision
                             Level       Level      achieved
   Communication


    Personal &
People Development

   Health, Safety &
      Security

       Service
     Improvement

        Quality



      Equality &
       Diversity
TIER 1 - FORM 2 (page 2)
                                               SPECIFIC DIMENSIONS (OPTIONAL)
         Dimension                    Subset    Full     Level            Evidence for decision
Add specific dimensions appropriate
             to the post
                                       Level   Level   achieved
FORMS 3 & 4                         Objectives and Learning Development TIER 1



  These will include both organisational, service and personal objectives linked to the Mission,
  Vision, Values and Goals, Annual Plan & Service Team objectives etc
            Agreed Objectives                            Actions Required                  Review date




        Agreed Development Need               Actions Required (or is it KSF dimension?)   Review date
1. Mandatory Training &Refreshers




2. Other Training and Development
Signed:__________________________________________   Date:___________________   Date of next review:
              Reviewee

Signed:__________________________________________   Date:___________________
              Reviewer

Signed:__________________________________________   Date:___________________
              Manager
FORM 5 Sign-off form

This space is an opportunity for the reviewer and reviewee to summarise any key issues arising from the appraisal
and identify areas requiring further action.




1. The Trust supports the double tick symbol ‘Positive about Disabled People’. As part of this commitment the Trust should consult
with disabled employees at least annually to see if any additional support is required to ensure they can develop and use fully their
abilities at work. For example, are there any further reasonable adjustments to working practices or flexible working opportunities that
would assist the employee? Yes            No           N/A           Please circle

2. The Trust is committed to reducing stress in the workplace. The appraisal meeting is an opportunity to discuss issues regarding
work related stress and if identified as an issue, agree suitable solutions. Please refer to the Trust’s Work Related Stress Policy. A
work related stress questionnaire is available for completion by the employee to support the development of an action plan.
Yes further action required    N/A        Please circle

3. Is this a gateway review? Yes No Please circle
   If yes, was the gateway review passed successfully?    Yes    No   Please circle

4. Has the Personal Development Review and plan been jointly agreed? Yes         No   Please circle

  Signed:                                                                         Date:
      Reviewee

   Signed:                                                                        Date:
      Reviewer

   Signed:                                                                     Date:
      Manager (the line manager should counter sign if the review has been delegated to another member of the team).
                               FORM 1 - TIER 2
            Appraisal and Personal Development Review Preparation
This form should be completed by you (the reviewee) to help plan your review meeting and
inform discussion between you and your reviewer. It is important to make linkages between
the previously agreed objectives, progress made and the key trust and/or service objectives
which relate to your role. Please attach additional sheet if required.
You may find it useful to read your job description, person specification, Knowledge and Skills
Framework (KSF) Outline, previously agreed objectives and Personal Development Plan.

Name:                                         Job Title & Department:

Reviewer:                                     Date of Review Meeting:

Section 1 - Review of the last 12 months
1. What were the main performance/work objectives set at your last review?




2. What has gone well for you over the last 12 months?




3. Do you feel you have achieved all your objectives?




4. What has been challenging and why?




5. How can you be more effective in your role? (Appraisal presents an opportunity to
make suggestions and raise any concerns)
Section 2 - Looking forward to the next 12 months
6. What do you think should be included in your objectives for the next 12 months




7. What are the key Trust/Service/Team objectives that relate to your job role? You
may find it helpful to refer to and discuss this with your team leader / manager prior to
your appraisal




8. What specific help, support, training or development initiatives would help you to
achieve these work objectives?




9. What KSF dimensions/levels need to be achieved for you to meet the standards
indicated in your KSF post outline?




10. What further development or training would assist you to advance your career?




It may be helpful to take your portfolio of learning to the review to demonstrate your
continuous development.
FORM 2 (page 1)             Links to the Knowledge and Skills Framework TIER 2
Every job has a KSF outline and as part of the appraisal meeting the reviewer and reviewee should review the employee’s progress in
demonstrating competency against the full KSF outline. If it is not a gateway review it is not necessary to demonstrate evidence of
attainment against all of the KSF dimensions (only towards the core dimensions). This can be demonstrated over several reviews unless a
Gateway review is taking place
                                                                                                                       CORE DIMENSIONS
   Dimension          Subset       Full       Level            Evidence for decision            Comments/areas for development
                       Level      Level     achieved                                               (actions detailed in PDP)
 Communication


   Personal &
    People
  Development
Health, Safety &
   Security

    Service
  Improvement

      Quality



    Equality &
    Diversity
TIER 2 - FORM 2 (page 2)
                                               SPECIFIC DIMENSIONS (if applicable)
   Dimension               Subset    Full     Level         Evidence for decision    Comments/areas for development
Add specific dimensions
 appropriate to the post
                            Level   Level   achieved                                    (actions detailed in PDP)
FORM 3                               Performance Objective TIER 2
These will include both organisational, service and personal objectives linked to the Mission, Vision,
Values and Goals, Annual Plan & Service Team objectives etc
           Agreed Objectives                            Actions Required                  Review date for
                                                                                            completion
FORM 4                          Personal Development Plan – Learning and Development TIER 2
What is the development need?              KSF dimension and      Review date for   How will I know if this activity has
 (Mandatory and essential learning and       indicators this        completion         been effective (evidence)
development relating to the role must be
             prioritised)
                                            activity relates to
Signed:__________________________________________   Date:___________________   Date of next review:
              Reviewee

Signed:__________________________________________   Date:___________________
              Reviewer

Signed:__________________________________________   Date:___________________
              Manager
FORM 5 Sign-off form

This space is an opportunity for the reviewer and reviewee to summarise any key issues arising from the appraisal
and identify areas requiring further action.




1. The Trust supports the double tick symbol ‘Positive about Disabled People’. As part of this commitment the Trust should consult
with disabled employees at least annually to see if any additional support is required to ensure they can develop and use fully their
abilities at work. For example, are there any further reasonable adjustments to working practices or flexible working opportunities that
would assist the employee? Yes            No           N/A           Please circle

2. The Trust is committed to reducing stress in the workplace. The appraisal meeting is an opportunity to discuss issues regarding
work related stress and if identified as an issue, agree suitable solutions. Please refer to the Trust’s Work Related Stress Policy. A
work related stress questionnaire is available for completion by the employee to support the development of an action plan.
Yes further action required    N/A        Please circle

3. Is this a gateway review? Yes No Please circle
   If yes, was the gateway review passed successfully?    Yes    No   Please circle

4. Has the Personal Development Review and plan been jointly agreed? Yes         No   Please circle

  Signed:                                                                         Date:
      Reviewee

   Signed:                                                                        Date:
      Reviewer

   Signed:                                                                     Date:
      Manager (the line manager should counter sign if the review has been delegated to another member of the team).

				
DOCUMENT INFO
Shared By:
Categories:
Tags:
Stats:
views:23
posted:9/5/2012
language:English
pages:30