PERSONAL DEVELOPMENT REVIEW
LEVEL 5
Outline the stages of an effective PDR Process with your staff.
Primarily the barriers to effective meetings need to be considered, therefore a suitable time in the
individuals’ schedule is established, and I arrange my own schedule around their requirements as
necessary. A suitable location for the meeting is then chosen, considering requirements such as
availability of visual aids and equipment for demonstration if required, adequate provision for
refreshment and suitable accessibility and designated areas for breaks.
First and foremost, during the PDR meeting it is made aware to the individual concerned, that the
focus of the meeting is them and their developmental requirements and achievements to date. I do
not usually put a time limit on these meetings, as some individuals require more or less time
depending on the objectives set, the development they require and generally their own requirements
and how they need to explain them and ensure clarity for future objectives and action plans to be
most effective.
The following cycle is appropriate to this initial step in the meeting process:
Planning
Appraisal
Preparation
Discussion
The Performance Appraisal Cycle
Source: How to be an Even Better Manager – 6th Edition – Michael Armstrong
During the meeting I work through the concepts of the MASLOW Model (more frequently used to
understand customer motivation) to understand what individuals want to achieve, their reasons for
this and apply it to the objectives which have been completed throughout the reporting period.
Identification of the motivating factor and in which group it falls (Personal, Social, Physical) can
give greater understanding of why an individual carries out work, and will carry out work in the
manner which they do.
Personal Self Self Realisation
Actualisation
Appreciation Status, Prestige, Success
Social Love & Affection, sense
Social Acceptance of belonging
Certainty Safety, order, stability
Physical
Psychological needs Hunger, Thirst, Sex, Sleep
Maslow’s Pyramid Model
Source: Key Management Models – Have, Have, Stevens and van der Elst 2003
Page - 1
, Once the understanding has been acknowledged, for the reasoning behind the motivating factors of
the individual and their aspirations for the future, I can plan for future objectives utilising Covey’s
seven habits of highly effective people. This is demonstrated in the diagram below:
1 2
Be proactive Begin with
end in mind
Independence
First things first
3
4
Think win-win
Interdependence
Understand, then
be understood Synergize
5 6
7
Sharpen the Saw
Covey’s seven habits of
Highly effective people
Source: Key Management Models – Have, Have, Stevens and van der Elst 2003
A shortened descriptive meaning for the seven steps is as follows:
1. Be proactive – Take responsibility for yourself and actively choose responses to any
situation.
2. Begin with the end in mind – Have a clear vision of where you want to go/what you
wish to accomplish.
3. Put first things first – Get the basic in place, not necessarily carry out the urgent tasks
first, ensure you have the structure for the future plan in place. Practice good time
management.
4. Think win-win – Believe in what you are doing, seek solutions so that all parties
involved benefit.
5. Understand first, then try to be understood – Diagnose before you prescribe, or listen
first and understand fully all points of view, not just your own.
6. Synergise – Promote differences within others, who are in the team and utilise these
for the betterment of the entire team and objectives. Belbin’s Team roles can help to
ascertain these differences in people within a team (something which my team have already
completed, with surprising results to them and myself). Enclosed is a copy of the Team
Page - 2
LEVEL 5
Outline the stages of an effective PDR Process with your staff.
Primarily the barriers to effective meetings need to be considered, therefore a suitable time in the
individuals’ schedule is established, and I arrange my own schedule around their requirements as
necessary. A suitable location for the meeting is then chosen, considering requirements such as
availability of visual aids and equipment for demonstration if required, adequate provision for
refreshment and suitable accessibility and designated areas for breaks.
First and foremost, during the PDR meeting it is made aware to the individual concerned, that the
focus of the meeting is them and their developmental requirements and achievements to date. I do
not usually put a time limit on these meetings, as some individuals require more or less time
depending on the objectives set, the development they require and generally their own requirements
and how they need to explain them and ensure clarity for future objectives and action plans to be
most effective.
The following cycle is appropriate to this initial step in the meeting process:
Planning
Appraisal
Preparation
Discussion
The Performance Appraisal Cycle
Source: How to be an Even Better Manager – 6th Edition – Michael Armstrong
During the meeting I work through the concepts of the MASLOW Model (more frequently used to
understand customer motivation) to understand what individuals want to achieve, their reasons for
this and apply it to the objectives which have been completed throughout the reporting period.
Identification of the motivating factor and in which group it falls (Personal, Social, Physical) can
give greater understanding of why an individual carries out work, and will carry out work in the
manner which they do.
Personal Self Self Realisation
Actualisation
Appreciation Status, Prestige, Success
Social Love & Affection, sense
Social Acceptance of belonging
Certainty Safety, order, stability
Physical
Psychological needs Hunger, Thirst, Sex, Sleep
Maslow’s Pyramid Model
Source: Key Management Models – Have, Have, Stevens and van der Elst 2003
Page - 1
, Once the understanding has been acknowledged, for the reasoning behind the motivating factors of
the individual and their aspirations for the future, I can plan for future objectives utilising Covey’s
seven habits of highly effective people. This is demonstrated in the diagram below:
1 2
Be proactive Begin with
end in mind
Independence
First things first
3
4
Think win-win
Interdependence
Understand, then
be understood Synergize
5 6
7
Sharpen the Saw
Covey’s seven habits of
Highly effective people
Source: Key Management Models – Have, Have, Stevens and van der Elst 2003
A shortened descriptive meaning for the seven steps is as follows:
1. Be proactive – Take responsibility for yourself and actively choose responses to any
situation.
2. Begin with the end in mind – Have a clear vision of where you want to go/what you
wish to accomplish.
3. Put first things first – Get the basic in place, not necessarily carry out the urgent tasks
first, ensure you have the structure for the future plan in place. Practice good time
management.
4. Think win-win – Believe in what you are doing, seek solutions so that all parties
involved benefit.
5. Understand first, then try to be understood – Diagnose before you prescribe, or listen
first and understand fully all points of view, not just your own.
6. Synergise – Promote differences within others, who are in the team and utilise these
for the betterment of the entire team and objectives. Belbin’s Team roles can help to
ascertain these differences in people within a team (something which my team have already
completed, with surprising results to them and myself). Enclosed is a copy of the Team
Page - 2
