Grow | PRD | What is Performance, Review and Development (PRD)?
What is PRD
Performance reviews benefit everyone
To support individual and organisational performance, we’re introducing an enhanced performance review and development (PRD) scheme on a phased basis across the university. We run it through the online CoreTalent system.
PRD gives you a framework for self-assessment and annual review conversations that focus on:
-
job performance
-
professional development
-
career aspirations
And PRD gives everyone an understanding of how their individual and team responsibilities support the DCU Strategy.
What are the benefits of PRD?
The benefits of PRD to individuals, teams and the university include:
- helping staff reach their full potential in the short and long term
- improving job performance
- supporting delivery of the DCU Strategy at university, faculty, school and unit levels
- fostering a culture of continuous improvement
- promoting equality, respect and dignity
- increasing opportunities for organisational learning
Who’s involved in PRD?
Any DCU staff member who holds a contract of more than one year’s duration is a reviewee.
Staff who are in the probationary process are not reviewees, but they’ll join the PRD cycle after a reasonable time period post-probation — allowing about six months before joining.
Staff who will retire in less than a year do not need to take part in the scheme.
As a reviewee, your key responsibilities are to:
- reflect on your performance
- consider your short- and long-term career aspirations
- identify your learning and development needs
- be ready to receive relevant feedback on performance
- be prepared for an open and constructive meeting
- act on constructive feedback given by your reviewer
- discuss any issues that could affect your performance
- cooperate with your reviewer to set performance objectives
The reviewer, who conducts the review meeting, should have a direct or indirect reporting relationship to the reviewee. The reviewer may be:
- a head of department
- a line manager
- a senior member of the department, nominated by the head — in consultation with the executive dean where relevant
- another senior member of staff nominated by the reviewer, with an indirect reporting relationship to them
The reviewer must be in a position to adequately review the reviewee's work, and comment on their overall performance and development.
Your key responsibilities as a reviewer are to:
- agree clear priorities, directions and performance objectives and standards with the reviewee
- provide guidelines to the reviewee
- evaluate if performance objectives have been met
- provide satisfactory performance development and career development opportunities
- create an environment conducive to an open, honest and constructive discussion
The key responsibilities at this level are to:
- share the strategic priorities form with both reviewers and reviewees before the start of the annual review cycle
- ensure objectives set by the reviewee and reviewer are in line with university and departmental goals — as set out in the completed strategic priorities form
- confirm with DCU People which reviewer has been assigned to which reviewee, so DCU People can update CoreTalent correctly
- oversee your department’s reviewers’ role in the scheme
- ensure the PRD process is conducted fairly across the department, and in line with the university’s key values
- support the ongoing review of the PRD, together with DCU People, to evaluate the effectiveness of the scheme.
DCU People’s key responsibilities are to:
- provide training for reviewers and reviewees
- give advice to reviewers, reviewees, deans and heads on how to follow the annual PRD process
- co-operate with deans and heads to evaluate the effectiveness of the scheme across the university
- ensure everyone carries out PRD in line with DCU’s values
- help manage the review process, together with heads of department, by providing information dashboards relating to completion rates and so on
If a dispute comes up between a reviewer and reviewee during the PRD process — for example, there’s a disagreement about objectives — they should first try to resolve the matter informally together.
If they can’t agree during the review meeting, they should reschedule a second meeting, giving them both time to reconsider their options.
If they meet again and still can’t agree, the reviewee should put the reason for the disagreement in writing to the next most senior manager within their reporting structure. If the reviewer is the head of department, the reviewee should escalate the matter to the next most senior member in the faculty, department or unit.
The senior manager will meet the reviewer to discuss the reviewee's concerns. Following that meeting, the senior manager will confirm how they have decided to resolve the matter. The reviewer and reviewee should then finish the PRD process, making sure it reflects the senior manager’s decision.
If the disagreement remains unresolved, the reviewer should note this for the record.