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House of Commons Hansard
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Departmental Manpower
01 March 2010
Volume 506
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To ask the Minister of State, Department for Business, Innovation and Skills how many performance reviews were undertaken in respect of staff of (a) his Department and (b) its predecessors in each of the last five years; in how many cases performance was rated as unsatisfactory or below; how many staff left as a direct result of such a rating; and what percentage of full-time equivalent staff this represented. [313830]

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The Department for Business, Enterprise and Regulatory Reform (BERR) ceased to exist on 5 June 2009 when the Department for Business, Innovation and Skills (BIS) was created from the merger of BERR and the Department of Innovation, Universities and Skills (DIUS). Each Department had a separate staff appraisal system.

The number of staff performance reviews undertaken for former staff in BERR is shown in the following table:

Number of staff performance reviews undertaken

Number of cases where performance was rated as unsatisfactory or below

1 April 2004 to 31 March 2005

4,316

1

1 April 2005 to 31 March 2006

4,382

1

1 April 2006 to 31 March 2007

3,377

1

1 April 2007 to 31 March 2008

2,938

0

1 April 2008 to 31 March 2009

2,798

0

1 The total is less than five and has been suppressed on the grounds of confidentiality.

The number of staff performance reviews undertaken for former staff in DIUS for the period 1 April 2008 to 31 March 2009 is 753. BIS does not have access to information on the number of cases where performance was rated as unsatisfactory or below in DIUS, nor how many staff left as a direct result.

The BIS performance appraisal system involves the individual (jobholder) and line manager engaging in a continuous dialogue throughout a reporting year. Performance and development objectives are agreed at the start of a reporting year. There are informal and formal opportunities to discuss progress and challenges with a written record of outcomes agreed at the end of the reporting year.

It is the responsibility of line managers to manage and maintain the performance of their staff at, or above, an acceptable standard. Where it is believed that an individual's performance has reached a level that is unacceptable, then the situation is managed in accordance with the Department's poor performance procedures and guidance.

The Civil Service Management Code sets outs regulations and instructions to Departments and agencies regarding the terms and conditions of service of civil servants and the delegations which have been made by the Minister for the Civil Service under the Civil Service (Management of Functions) Act 1992 together with the conditions attached to those delegations.

It is a requirement under the code that all staff are subject to performance reviews and that Departments and agencies must have procedures in place to deal with inefficiency/poor performance.

6.2.1 of the code deals with staff in the delegated grades; 6.2.5, non-delegated (i.e. the SCS). The code is available at:

http://www.civilservice.gov.uk/about/rcsources/csmc/index.aspx