Management has recently launched proposals for a new PMR system and has invited staff views and comments. Accompanying this issue of the PCS Voice is a more detailed PCS response on those proposals. comments on the proposed PMR system (final)
The Department wishes to introduce a radically different PMR system which will reduce transparency and consistency, make the system more opaque and burdensome, and greatly increase the number of staff at risk of being subjected to poor performance procedures. We urge members to read our attached comments.
PCS has spent many years identifying and challenging the appraisal inequalities in DCLG and its predecessor departments. Our actions have included identifying the inequalities in the first place; submitting repeated complaints to equality bodies; collecting petitions; submitting legal challenges; publicising the issues within and beyond the Department; complaining to various Secretaries of State; pushing for constructive alternatives. We did so when the Department year on year was in denial of the problems and to a large degree continues to be so. It is our considered opinion that the current proposals include a much greater differentiation in performance assessments and pose an increased risk to equal treatment.
In the light of the latest Staff Attitude survey and all we know about the PMR system any changes should instead focus heavily on:
- Improving the provision and quality of individual and team training, coaching, and career development to promote individual and corporate capacity and quality assistance and advice in career choices;
- Reducing the burden of the “backward looking” exercise that is involved in evaluating the past year’s performance;
- Improving the capacity for more smartly identifying future work objectives and requirements;
- Ensuring that staff and resources are in the right place at the right time in a way that has the confidence of staff.
Management’s proposed system – whilst radically different from the current PMR assessment – does not fundamentally address these issues. It would instead introduce very sharp and unhelpful changes which will not address the problems currently experienced. It is the wrong system at the wrong time.
PCS does not accept that these proposals reflect staff feedback in any significant way. Our considered view that staff’s concerns lie elsewhere is based on the fact that:
- We are a multi-grade union whose members are both managers and managed;
- We receive a great deal of membership feedback across the grades;
- We undertake a great deal of PMR related case work.
Indeed the latest Staff Attitude survey makes it clear that DCLG staff are particularly perplexed about the lack of development opportunities and the way in which senior management delivers change. A genuine attempt to address the first concern would presumably help to improve perceptions around the second.
