Performance and development_form

1 My performance and development conversations
My performance
and development
conversations
To achieve our goal and priorities
every one of us needs to contribute
by living our behaviours, delivering high
performance and working together
Name
Employee number
Team
Reviewing manager
Reviewing year
Our behaviours
Accountable
Active
Collaborative
Direct
Fair and
consistent
To keep London working, growing and
to make life in London better
Pillars
Value
Delivery
Customers
People
TfL
Every journey
matters
My
performance
Our
behaviours
My
development
Me
My
contribution
Reviewing Improving Recognising Evaluating
September 2013 TfL restricted when completed

More information about filling in
the form online
More information about filling in the form on paper
Download printable guidance notes if needed
Review cycle
My preparation
Objectives
setting meeting
Ongoing
conversations/
assessment
My preparation
End of year
review meeting
My preparation
Mid-year
review meeting
Calibration
Ongoing
conversations/
assessment
How our behaviours can help us get the most out
of performance and development conversations
Me
Accountable – taking responsibility for my
behaviour, performance and development
Active – looking for ways and opportunities
to achieve my own aspirations
Collaborative – working with my manager
to agree positive actions
Direct – sharing my views, evidence and
aspirations so my manager is aware and can
offer me the right support
Fair and consistent – assessing my
own performance and behaviour
My manager
Accountable – taking responsibility for
team performance and behaviour
Active – preparing and setting aside time
for review conversations
Collaborative – supporting me to take
responsibility for my own performance,
development and progress
Direct – telling me what I’m doing well,
where I need to improve and confirming
actions we’ve agreed
Fair and consistent – treating everyone equally
using the measures and guidance provided

Guidance
Performance objectives and outcomes
Business priorities
It’s important that your objectives support the business priorities for your area. Make a note here of the
results your area is aiming to achieve this year and refer to your area’s scorecard.
Approx characters 1000
My objectives
Set out your objectives for the year that will help to achieve the business priorities for your area.
Think about how you can show that you’ve met your objectives and what competencies are required,
and set a measure against each objective.
If you have a requirement to set more than five objectives, you can find a performance objectives
supplementary page on the Managing Performance pages on Source.
Objective 1
Improving and enhancing periodic accruals reporting
Measures
Mid-year outcomes
End of year outcomes
Continuation sheet
Continuation sheet

Objective 2
KPIs
Measures
Mid-year outcomes
Objective 3
Asset Life Review
Measures
Mid-year outcomes
Guidance
Continuation sheet
Continuation sheet
Continuation sheet
Continuation sheet

Objective 4
Accruals Panel coordination
Measures
Mid-year outcomes
Objective 5
Project spend and income reconciliation
Measures
Mid-year outcomes
Guidance
Continuation sheet
Continuation sheet
Continuation sheet
Continuation sheet

Guidance
Demonstrating our behaviours
Our behaviours influence how we work, our development, our progress and our success. This section gives
you the opportunity to show how you’ve lived our behaviours during the year.
Accountable – take personal responsibility
for your actions and don’t make excuses
about why something isn’t possible. Tell
others what they can expect from you.
Active – step up, don’t wait for others.
Make things happen. Make things better
and find solutions to problems.
Collaborative – share your knowledge
with others outside your immediate team
so everyone can make better decisions.
Don’t waste time by excluding others.
Direct – get each task done as quickly as
possible, by communicating clearly and
not wasting time.
Fair and consistent – be open and
honest about your decisions and consider
other people’s viewpoints and needs.
Look for our behaviours matrix on the
Managing Performance pages on Source.
How I’ve demonstrated our behaviours
Please include examples of how using our behaviours has positively affected your work throughout the year.
Mid-year outcomes
Continuation sheet
Continuation sheet

Guidance
My development
This section is for you and your manager to explore your aspirations, how you’d like to develop in your
role and what you need to do to achieve your goals.
Business and personal goals My next steps
Approx characters 700 Approx characters 700
Our agreed action plan
Record here the development actions you and your manager have agreed.
Development need – how you
Action – learning or experience
and the business would benefit
(what, when, how)
from meeting it
Result – how the agreed action
has helped to meet your
business needs
Approx characters 700 Approx characters 700 Approx characters 700
More information on competencies, technical skills and performance improvement, and our development
guides are available on the Managing Performance pages on Source.

Using competencies, technical skills
and operational requirements
Competencies are the generic skills, including interpersonal skills,
and knowledge that we need to perform well in our roles and deliver
excellent business performance. Through research, we’ve identified
15 competencies which are relevant across our organisation, but
not all of these will be applicable to an individual role.
Use competencies to
• Understand what’s expected of you in your role
• Help you identify areas you need to develop to achieve your
performance and development objectives
• Understand what might be expected of you if you’re working
on a particular project or towards a stretch objective
• Understand what’s expected in other roles you might want
to move to
• Identify specific learning and development actions to develop
your competencies
• Support your performance and development conversations
with your manager
Technical skills and operational requirements are the specialist
skills and qualifications required for specific roles in our organisation.
They may be skills you can develop on internal programmes, or
through external qualifications such as those developed by specialist
bodies, or degree courses. Updates to technical skills or operational
requirements can also be driven by changes in legislation.
Not all roles have technical skills or operational requirements.
If these are needed for your current role, or roles you may wish to
move to, discuss these with your manager.
There is more information about competencies, technical skills,
operational requirements and development options on the

Summary comments
Guidance
Setting objectives meeting
To agree objectives that will help to achieve business priorities and to plan your development for the year.
Individual signature Manager signature Date objectives set
Mid-year review meeting
To review your needs and plan based on your performance,
behaviours to date and any changes in your personal goals.
Individual Manager
Signed Signed
End of year meeting
To assess your performance, behaviours and progress
throughout the year.
Date
Date
Individual Manager
Signed Signed

What happens next?
Once you and your manager have completed your end of year
performance and development conversation, your manager will
decide a performance rating for you that reflects your performance
and behaviour over the full year.
The management team in your area then meets to review all the
ratings given, to make sure they’re fair and consistent. Your manager
tells you what your performance rating is once all ratings have been
signed off by the Managing Directors and Commissioner. After the full
authorisation process, your manager will confirm your rating to you.
For some grades, ratings are linked to performance pay.
If your performance is either low standard or improvement needed,
you will be placed on a performance improvement plan. There is
more information about the performance improvement plan on the
There are many ways to recognise good performance. When
assessing your overall performance your manager will consider any
one-off actions you may have performed which were above and
beyond the required duties of your role. Your manager will show
appreciation and thank you for your efforts. They may nominate you
for a Make a Difference award if your actions were aligned to our
behaviours and match the criteria of the scheme.
The process for receiving
your rating is:
Step 1
Year end performance and
development conversation
Step 2
Your manager decides a
performance rating based
on your performance against
objectives and behaviours
Step 3
If your rating is low standard
or improvement needed,
your manager will put
in place a performance
improvement plan
Step 4
Your local management team
has a calibration meeting
to check ratings in your
department are fair and
consistent
Step 5
Your manager puts your
performance rating on to SAP
Step 6
Your manager tells you what
your performance rating is
once all ratings have been
signed off by the Managing
Directors and Commissioner

Back to form
Continuation sheet – performance objectives and outcomes
Use this sheet to record any additional information about your performance objectives and how/why
they were/were not achieved. Only use this sheet if there is important information you or your manager
need a record of. The form is intended to support your conversation and does not need to be a complete
record of everything you discuss.
Mid-year
End of year

Back to form
Continuation sheet – demonstrating our behaviours
Use this sheet to record any additional information about our behaviours and how/why they were/were
not demonstrated. Only use this sheet if there is important information you or your manager need a record
of. The form is intended to support your conversation and does not need to be a complete record of
everything you discuss.
Mid-year
End of year

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