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People Team

Personal Development Review (PDR) - frequently asked questions

The ongoing conversations between reviewees and reviewers form a crucial part of working at Warwick, and we've put together some FAQs to help you get the most from your PDR.

Click on a question below to jump to the relevant answer:
What is PDR?

Our Personal Development Review (PDR) framework is designed to support staff by encouraging positive, constructive and supportive conversations between an individual and their line manager or reviewer. The conversation should provide a ‘look back’, allowing staff to capture and reflect on their achievements, contributions and development during the period under review; and a 'look forward' to agree future goals and any development or support required. The University’s values and behaviours provide a helpful framework for staff to reflect on in terms of the approaches that help us to be at our best and to deliver effectively on the refreshed strategy, thus enabling Warwick and its people to thrive. 

What are the benefits of PDR?

It is anticipated that PDR will benefit both reviewees and reviewers who engage with the process, as well as bringing value to the organisation.

The PDR conversation with your line manager or reviewer is a valuable and ideal opportunity to:  

  • Recognise your achievements over the past year and how your contributions are supporting Warwick’s strategic goals.
  • Review how any development undertaken has supported your contributions and impact.
  • Look forward together and connect individual goals and aspirations for the coming year with the aims of the team, department, and the wider University.
  • Identify potential development opportunities that will further equip you to deliver, both now and in the future 
  • Discuss career plans if you wish.
Who should complete a PDR?

All staff are expected to complete a PDR, including agency workers with more than twelve weeks’ employment. PDR may be offered to Graduate Teaching Assistants (GTAs) where this is deemed appropriate, and this is at the discretion of the department. There might be exceptions under which it may be reasonable for colleagues not to engage during the PDR window, which would include:

  • Those on long-term leaves of sickness absence.
  • Those on maternity, paternity, adoption or shared parental leave.
  • Colleagues employed on clinical terms and conditions.

However, such colleagues do still have the option to complete PDR if they wish.

When should I have a PDR conversation?

It is anticipated that conversations around goals, development, and career plans will take place on a regular basis throughout the year as part of good and normal working practice. A PDR conversation should take place during the summer of each calendar year as a minimum requirement. 

The PDR window for the 2025-26 cycle is 1 June to 31st July 2026. During this time, it is expected that all PDR conversations will take place between reviewees and reviewers. On occasion, you may choose to hold two conversations that separate the retrospective and forward-looking parts of the form and conversation.  

It may be necessary to consider working patterns and make arrangements for PDR meetings locally, such as ensuring that PDRs are conducted with term-time only staff before the summer break. 

What is different about PDR this year?

This year’s approach is very similar to last year’s.

Within PDR this year, you should consider how future goals support the three areas of focus,(excellence in teaching and research, financial sustainability and boosting our reputation and rankings) You are also invited to indicate which of the values and behaviours will best support your approach to your goals for 2026-27.

The forms have been updated to consolidate the Career planning and Development sections.

For colleagues in the Campus and Commercial Services Group, the CCSG Leadership Team will share details of your PDR process once the 2025/26 PDR pilot has concluded. We expect to provide a further update in June 2026.

Which form should I use?

Four PDR forms are available, with different versions designed to reflect the nature of roles and contexts:

  • Staff on academic contracts.
  • Staff in professional services roles.
  • Staff in operational roles in professional services, such as those working in front-facing roles on help desks or in customer services, or within Estates.
  • Graduate Teaching Assistants, to be offered at the discretion of the department as appropriate.

All forms can be downloaded from the main PDR webpageLink opens in a new window.

How does PDR work?

The reviewer and reviewee will agree a time to meet for their PDR conversation between 1 June and 31 July 2026. This is typically a 60-to-90 minute conversation, and suitable arrangements should be made by the reviewer for this meeting, such as booking a room.

Ahead of the meeting, the reviewee completes their sections of the relevant PDR form in preparation for the conversation, and shares the form with their reviewer at least a week before the meeting. The reviewer reflects on the reviewee's comments, prepares for a discussion around previous and future goals and development, and career plans, and completes their section. Occasionally, input to the form may be sought from others with whom the reviewee works closely. This form is then shared with the reviewee just before the meeting.

The conversation is then held, lasting typically 60-to- 90 minutes.

Any updates to the form are made by the reviewee, and once it is finalised and agreed, both parties sign the form to confirm it.

There may be local variation on the approach to PDR depending on operational and departmental needs, which may include the central collation of PDRs within a department, and the sharing of a collated anonymised summary of departmental development needs with the People Team. 

How does PDR work in the context of organisational change?

For some teams and areas, the window for PDR may coincide with organisational change, including restructures. The below guidance provides a suggested approach for engagement with PDR during this time. It is important that colleagues feel supported during any changes; therefore, you may wish to flex this guidance slightly and apply agreed alternative local arrangements.

Colleagues not directly affected by organisational change

In these circumstances, it is recommended that you engage with PDR as usual.

During consultation 

Colleagues who are undergoing formal consultation processes at any point during the PDR window are encouraged to complete the review of the previous year in line with the usual ‘look-back’ in the PDR that acknowledges key achievements and wider contributions. When reflecting on progress against goals and the year under review, it may be particularly useful to also support reviewees with identifying skills and strengths in readiness for future role or team developments.

Rather than setting formal or long-term goals for the upcoming year, a light-touch discussion of immediate work priorities for the coming weeks and months is recommended to ensure that core business-as-usual activity is maintained and the reviewee has the support they need to complete this. These interim goals may be appropriate until such time as a post-consultation phase is anticipated to commence.

You may also wish to discuss any development needs or support that might be helpful in the short-term, such as interview skills or receiving coaching through transition/change.

Post-consultation 

The retrospective part of the PDR conversation should be completed in order to review goals, achievements, and development. The ‘look-back’ part may require input from more than one reviewer, depending on whether the reviewee has moved roles or line reporting structures.

As the future state becomes clearer, it may be possible to hold the forward-looking part of the PDR conversation and to set goals. These may be short-term or interim goals whilst colleagues and teams transition to the future state. Also consider development needs for the transition period.

You may wish to schedule further meetings beyond the PDR window to identify longer-term goals and development needs once the transition period draws to a close and the future state is more embedded.

What should I talk about in the 'look back' part of my PDR?

In any reflective conversation, people might typically look back on their key achievements and contributions during the last year, and take the opportunity to discuss any particular challenges they might have encountered.

What should I talk about in the 'look forward' part of my PDR?

In the ‘look forward’ part of a conversation, the reviewee and reviewer will typically focus the discussion on what needs to be worked on in the future. An individual's goals should align with the work of their team or department, or the wider University in terms of its three areas of focus: excellence in teaching and research, financial sustainability and boosting our reputation and rankings. You should also discuss and indicate which of the University’s values and behavioursLink opens in a new window will be most helpful in informing the approach to be taken. The reviewee might wish to discuss career plans and the kind of support they may need in relation to this.

The most important thing about the PDR is that reviewee and reviewer have quality conversations throughout the year.

What resources are available to help me?

There are a number of resources available to support with PDR on the main PDR webpage:

  • LinkedIn Learning playlists, with a a range of content for both Reviewees and Reviewers.
  • A PDR Questions Quick Guide, with examples of questions to support productive PDR conversations.
  • A document with SMART goal setting prompts to enable you to set robust and aligned goals.
I have another question – who can I contact ?

If you have any specific questions about PDR, please speak to your line manager or People Partner in the first instance, or contact TD@warwick.ac.uk

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