redesigning performance & development conversations

what they needed

FSLT recognised they wanted to strengthen their Performance & Development Review process as it was not delivering the value originally intended and the potential benefits were being unevenly realised across the organisation.  Some elements felt too administratively heavy, the structure and flow of documentation wasn’t intuitive for all, and the guidance needed to be even clearer for both staff and managers. There was a desire to create an approach that felt more engaging, more relevant and more purposeful for both managers and staff.

what approach we took

In collaboration with the People team, we held invited staff to participate in workshops to better understand their experiences of the existing process.  We had great conversations about their frustrations with the documentation, process and timelines.  From this we identified three priorities for improvement:  simplification, enablement and consistency.  These insights, combined with external best practices, influenced the redesign of the PDR form, supporting guidance and reflection materials for managers and staff.  We wanted a process that supported better conversations rather than adding an admin burden. 

what changed

By retaining the core principles of the existing process while simplifying the documentation, sharpening the terminology to increase clarity and aligning the review cycle with the cascade of their strategic objectives and budgeting process, participation increased significantly.  Response rates increased by 218% in 2016 compared to 2025 demonstrating a substantial shift in engagement and strengthened the ability of FSLT   to support staff development, workforce planning and future career conversations.

what mattered most

What mattered most was creating a process that managers and staff felt confident using. By closing working with Laura from their people team and collaborating with their IT partners, we developed an interactive solution that incorporated dynamic prompts, optional sections and the ability for multiple managers to access the form where required.  This was particularly helpful for the operational teams working across different shift patterns.  Everything was designed to increase confidence, encourage shared ownership and make performance and development conversations easier to prepare for, participate in and follow through on.

in my words 

This project was more than just creating a better PDR form and supporting documentation.  It was about improving the mindset about what great performance and development conversations can achieve. 

When we create space to reflect on our achievements, clarify performance expectations and discuss future aspirations, conversations become far more than the process itself.  In my experience, the best performance and development conversations don’t just review the past, the use the past to help you better prepare for what’s next.