Continuous Review and Development is our new approach to PR&D. What does this mean for you and the way you work?
What’s changing?
Core HR: The most obvious change is how you’ll access CR&D – this will be through CoreHR rather than YourHR. CoreHR gives you more control over your own career and performance, but also more responsibility.
Capability Framework: There’s a new self and team assessment against the knowledge, skills and behaviours we need all Aberdeen City Council employees to have.
Conversations: The most important change is the emphasis on regular quality conversations between you and your line manager to reflect on achievements and development needs and to plan ahead.
Continuous: And it’s ongoing. One-to-one catch ups between you and your line manager should take place on a regular basis (ie not just once a year!) Agree between you how often will be useful.
Additional Support
Guidance, videos, FAQs
Learning Academy
Once you've completed your Capability Framework, explore the Learning Academy to upskill yourself!
Submit your questions
if you have questions about any aspects of the new CR&D
What else is different?
PR&D: Our objectives set out ‘what’ we were expected to achieve in the year. We agreed and updated our objectives annually.
CR&D: A new SMART builder in CoreHR helps us to focus our objectives and align them to the Council’s overall purpose. We can create, update and complete our own objectives throughout the year.
PR&D: We provided evidence of how we demonstrated each of the Core Behaviours (and Leadership Behaviours, if applicable).
CR&D: New self and team assessments ask us to reflect on each of the Guiding Principles and provide a rating along with evidence. The same behaviours are expected of all employees, regardless of role.
Completely *NEW* to CR&D, we now complete a self-assessment against the knowledge and skills needed by Aberdeen City Council employees. This is called the Capability Framework.
Completely *NEW* to CR&D, we now complete a self-assessment against the knowledge and skills needed by Aberdeen City Council employees. The Knowledge, Skills and Behaviours make up what’s called the Capability Framework.
PR&D: We picked training courses from a drop-down list of available internal online and face-to-face courses.
CR&D: The new Development Plan asks us to identify our top three priorities for development. The things we prioritise should help us to achieve our objectives and development needs, identified through the self-assessment.
PR&D: An annual meeting took place to review and record performance.
CR&D: Regular meetings take place between line manager and team members to review and record progress. An annual sign off by the line manager and employee is still needed to allow for increments. This sign off is based on the result of ongoing meetings, so no formal annual meeting is required.
PR&D: Performance was measured in two ways – through Objectives and Behaviours. There were four possible ratings for this: 15 = Exceeding; 10 = Fully Met; 5 = Partly Met; 0 = Not Met. These ratings were awarded once a year.
CR&D: Performance is now measured in three ways – Objectives, Behaviours, and Knowledge & Skills. The Team Behaviours don’t count towards performance but do help assess how healthy the team is. The ratings have also changed – these are now Exceptional; Successfully Achieving; Developing; Not Achieving; and Not Applicable. Find out more about these below.
NB – unlike PR&D where exceeding was recognised annually, exceptional performance can be recognised at any stage in the year and as often as it happens
PR&D: to move onto the next increment in the salary scale, we needed to achieve at least 7.5 in both objectives and Core Behaviours; and not being managed under conduct, performance or absence policies.
CR&D: we need to be at least ‘Developing’ in all areas of the Capability Framework, and ‘Successfully Achieving’ in our Objectives by March 2020; and not being managed under conduct or performance policies. Being managed under the absence policy no longer excludes colleagues from salary progression.
And here’s a bit more about the ratings…
While the overall rating stays the same for each element of CR&D, the description varies depending on what’s being measured
Exceptional | I’m successfully achieving the objective to a standard well beyond what was expected. Examples could include objectives or milestones delivered to a very high standard and/ or well before expected timescale. |
Successfully achieving | I’m on track to successfully achieving the objective or the agreed milestone for this timescale Examples could include projects on track, milestones met, objectives delivered. |
Developing | I’m on track to achieving the objective but with areas that require improvement or some milestones for this timescale have not been met. Examples could include some milestones have not been met; projects delivered but not quite to the standard expected. |
Not achieving | My performance in this area consistently falls below the standard expected and this has been discussed with me Examples could include objectives have not been delivered; milestones not met. |
Not applicable | Progress on the objective or milestones was not possible due to factors outwith my control. Examples could include funding has been withdrawn; priorities have changed; progress was dependent on a 3rd party |
Exceptional | This is an area I am strong in and am actively sharing my knowledge with others. This could include expertise, knowledge and skills shared willingly with others to the benefit of the team or organisation. |
Successfully achieving | I’m comfortable with this and know when to refer to experts in more complex situations. |
Developing | I’m actively developing my skills and knowledge in this area or I’m new to this. NB – it’s highly likely that there will be lots of indicators marked ‘developing’ in the Capability Framework in the first year – and that’s not a negative – the Framework is new and people will still be learning |
Not achieving | My performance in this area consistently falls below the standard expected and this has been discussed with me. ‘Not achieving’ recognises that some level of improvement is needed – this has been discussed, is in the person’s own hands, but no satisfactory progress has been made towards improving. |
Not applicable | The indicator does not apply to my role |
Exceptional | I’m considered a role model by my peers and actively encourage others to behave this way. This could include outstanding feedback received from colleagues or customers |
Successfully achieving | I consistently behave this way and am having a positive impact on my team, colleagues and customers. This will include Guiding Principles being consistently demonstrated. |
Developing | I usually behave this way but there are occasions when my behaviours have a negative impact on my team, colleagues and customers This might include some negative behaviours impacting on others. |
Not achieving | My performance in this area consistently falls below the standard expected and this has been discussed with me. This will mean overall behaviour is impacting negatively on others. |
Exceptional | Our team is recognised by others as champions in this area; we actively encourage others to adopt this Principle |
Successfully achieving | Our team consistently behaves this way; we have a positive impact on each other, on colleagues and on customers |
Developing | Our team usually behaves this way but there are occasions when our behaviours have a negative impact on each other, on colleagues and on customers |
Not achieving | Our team performance in this area consistently falls below the standard expected |
Exceptional | Exceptional performance – beyond what could have been reasonably expected – examples could include objectives or milestones delivered to a very high standard and/ or well before expected timescale; outstanding feedback received from colleagues or customers; expertise, knowledge and skills shared willingly with others to the benefit of the team or organisation NB – unlike PR&D where exceeding was recognised annually, exceptional performance can be recognised at any stage in the year and as often as it happens |
Successfully achieving | Great performance – just what the organisation is looking for; examples could include projects on track, milestones met, objectives delivered; development plan is progressing; Guiding Principles are being consistently demonstrated Of course ‘successfully achieving’ doesn’t mean there is no room for development or improvement – people will always be developing – it simply recognises that the person is achieving what they’ve asked to achieve within the timescales and standards expected |
Developing | Getting there but with room for improvement – examples could include some milestones have not been met; projects delivered but not quite to the standard expected; some negative behaviours are impacting on others ‘Developing’ recognises that some level of improvement is needed – this improvement is possible and is expected NB – it’s highly likely that there will be lots of indicators marked ‘developing’ in the Capability Framework in the first year – and that’s not a negative – the Framework is new and people will still be learning |
Not achieving | Performance is not up to standard – examples could include objectives have not been delivered; milestones not met; overall behaviour is impacting negatively on others ‘Not achieving’ recognises that some level of improvement is needed – this has been discussed, is in the person’s own hands, but no satisfactory progress has been made towards improving |
Not applicable | Progress has not been possible for reasons outwith the person’s control – examples could include funding has been withdrawn; priorities have changed; progress was dependent on a 3rd party Examples could include funding has been withdrawn; priorities have changed; progress was dependent on a 3rd party |
What we need to do and by when
Getting Started
Step 1: Log into CoreHR; from the employee dashboard go to CR&D; when you click into each element of CR&D you’ll have the option to read a guidance note explaining what the section is about.
Step 2: Complete the Capability Framework self-assessments.
Step 3: Review your objectives in YourHR – are they still relevant? Do they need to be amended or updated? Are they aligned with the purpose and direction of the Council? Transfer your updated objectives into CoreHR.
Step 4: Start your development plan based on the top 3 priority areas from the Knowledge and Skills and Behaviours self-assessments and any development you need to complete your objectives.
Step 5: Discuss and agree the above at your next 1:1
And from then on
Continually update the status of your objectives and Capability Framework.
Transfer priority development areas to your development plan as you fill your development gaps.
Meet with your line manager on a regular basis for catch-up conversations.
By March 2020
It’s expected that as a minimum we’ll all be:
- At least Developing in Knowledge, Skills and Behaviours
- Successfully Achieving all objectives
This means that by March 2020 you will have:
- completed your Skills and Knowledge self-assessment and Behaviour self-assessment
- created your development plan and will be actively working towards meeting that plan
- be consistently delivering on your objectives and milestones.
By March 2021
It’s expected as a minimum we’ll all be:
- Successfully achieving in Knowledge, Skills and Behaviours
- Successfully Achieving all objectives
This means that by March 2021 you’ll be expected to:
- have developed the skills and knowledge required for your role
- be consistently acting in line with our Guiding Principles
- be consistently delivering on your objectives and milestones.
Exceptions would be new starts, maternity leave and long term sick
The practical bits
Guidance packs and videos to show what you need to on CoreHR. Includes questions asked by colleagues and answered by People & Organisation.
Click here to return to the main People Management page
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