HC Deb 19 April 2004 vol 420 cc297-8W
Adam Price

To ask the Secretary of State for Work and Pensions for what reasons the new performance and development system for his Department does not allow staff a grievance hearing and the right to be accompanied by a trades union representative when challenging a decision on their designated performance level; whether the system is comparable to that in other Government departments; and what best practice models were used as the basis for the system. [165847]

Mr. Pond

The Department has set out clear arrangements within the Performance and Development System guidance for allowing staff to raise issues about their appraisal and about their performance mark. This guidance also makes clear that individuals do have the right to be accompanied by a colleague, or Trade Union representative, where a member of staff raises a disagreement. PDS was developed using the best features from previous systems, in line with Cabinet Office recommendations and with the input of managers, staff and Trade Unions. It is similar to that used by some other Government Departments, including Treasury and Cabinet Office and by outside organisations. We were supported in the research by consultants specialising in appraisal systems.

Mr. Hopkins

To ask the Secretary of State for Work and Pensions what evidence has been gathered by his Department to show that the new Performance and Development System will improve staff(a) performance and (b) motivation. [165899]

Mr. Pond

The Performance and Development system was developed with input from staff, managers and Trade Unions, and in line with Cabinet Office recommendations. It was supported by independent consultants who researched and advised on best practice in both public and private sectors. The system provides a fair and objective assessment of performance against that of people at the same level doing similar work, a stronger focus on personal development, and more regular feedback, all of which is intended to improve motivation and performance.

This is only the end of the first year of the system, it is therefore too early to have tangible evidence of the results on motivation and performance. But experience in other organisations shows that the steps outlined above, coupled with planned work in the summer on continuous improvement, provide a sound basis for the future.

Mr. Hopkins

To ask the Secretary of State for Work and Pensions what the administrative and implementation costs are for the Performance and Development System for his Department, broken down by the costs of(a) compulsory interim reviews, (b) compulsory self reviews, (c) compulsory personal development plans, (d) preparation and (e) training of the new staff. [165900]

Mr. Pond

The Performance and Development System (PDS) replaced seven legacy systems. Most of the features of PDS are not new, and existed in previous legacy arrangements. These have not been costed previously, all good employers have appraisal arrangements in line with Investors in People standards. While there have been additional costs this year, as there would be in any organisation introducing a new policy these have not been excessive, around 2–3 hours for each member of staff. We expect this investment in performance management and training (mostly using e-learning) to result in improved performance.