Participation is expected and is a shared responsibility for everyone. Rather than describing it as mandatory, we should emphasise individual accountability and collective commitment. Where people are reluctant to participate, we should seek to understand the reasons and address any concerns.

The main shift is from one annual conversation to regular, purposeful conversations across the year. This helps goals stay live, supports timely feedback and makes development and career conversations a more consistent part of working life here at the University.

The cycle is built around four areas: goals, career conversations, developing yourself and talent succession, and review. These give the year a simple rhythm while allowing flexibility for different roles, teams and local contexts.

The cycle provides a helpful rhythm of quarterly conversations across the year, with regular opportunities to talk about goals, career, development and review. The touchpoints are designed to focus conversations where they are needed and respond to what colleagues are telling us through the Colleague Voice Survey.

People leaders should help create the space and are accountable for conversations taking place. Colleagues are encouraged to prepare, contribute and take ownership of their goals, development and next steps.

The aim is not to add unnecessary process. For many teams, this will build on conversations that are already happening, with simple prompts and templates to make them more focused, consistent and useful.

The role a manager plays in supporting, developing, coaching and guiding their team members is critical. These conversations are also an opportunity to support development, check in on wellbeing and help colleagues feel valued.

There should be a simple record of key points, agreed goals, actions and support needed. The focus should be on clarity and continuity rather than lengthy documentation. The templates in the guidance document can be adjusted to fit local needs while maintaining the key principles of Excelling at Manchester. While there currently is not a central place to host completed templates, this will be addressed when we implement the next phase of Oracle in 2027.

The approach is flexible and should reflect academic activity cycles, including teaching, research, grants, publications and leadership commitments. The important point is that colleagues have regular opportunities to reflect, plan, receive feedback and discuss development.

The purpose is to support regular, meaningful conversations about goals, contribution, development and future aspirations. Where there are links to local progression, promotion or reward processes, these should be explained clearly through the relevant guidance, so colleagues understand how the different processes connect.

Guidance, templates, prompt questions and bite-sized learning will be available for colleagues and managers. These are intended to support good conversations, not create a tick-box exercise.

Shared expectations, common prompts, guidance and templates will help support consistency. There will also be flexibility so conversations can be shaped around different roles and contexts. The aim is for every colleague to have access to a meaningful conversation, while allowing time and space to discuss what is important to them.

Excelling at Manchester helps connect individual and team goals to the University’s strategy, From Manchester for the world. It also supports a positive people experience by encouraging clarity, feedback, recognition, shared ownership, wellbeing and regular conversations about what helps colleagues do their best work.

We use the information we collect through the Your Voice Matters survey and our lifecycle surveys for new joiners and those who leave to understand colleagues’ experience. We will also work with different areas to understand impact and look at our strategy measures.

Colleagues can start by reflecting on their goals, strengths, development needs and what support would help them do their best work. They can speak with their manager about planned Excelling at Manchester conversations and use the available guidance and templates to prepare. Goals are a good place to start so everyone understands what is expected of them.

That is exactly why regular conversations are helpful. Goals, priorities and support can be revisited during the year, so they remain realistic, relevant and connected to the work being done.

If a conversation has not happened, colleagues and managers should follow up and agree a suitable time. The focus should be on creating a useful conversation rather than treating it as a compliance exercise. Support can be sought locally if there are barriers to making the conversation happen. Colleagues have told us they want these conversations to take place, and Excelling at Manchester provides a simple, quick and easy-to-use framework to support that.

Yes. Managers will be supported with guidance, prompts and bite-sized learning to help them feel confident in having clear, supportive and consistent conversations with their teams.

It creates more regular space to talk about aspirations, skills, strengths, opportunities and development needs. This means career conversations can become part of the year, rather than something that only happens occasionally or at a single point in time, with career development shaped around what is meaningful for the individual.

Colleagues can prepare in advance, use the prompt questions, and think about what they would like to discuss. If they need additional support, they can speak to their manager, local People Partner contact or another appropriate source of advice. Where possible, the manager should be the first point of contact for concerns.

Excelling at Manchester conversations should be two-way, respectful and fair. If you are worried about the relationship with your manager, or feel the conversation is not balanced or reasonable, it is helpful to raise this as early as possible and be clear about what support or clarity would help. Where it does not feel possible to raise the issue directly, colleagues can seek advice from their local People Partner, another appropriate manager or other relevant sources of support. The aim is to make sure every colleague has access to a meaningful conversation and that concerns are handled sensitively and constructively.

The approach should be flexible and proportionate. Conversations should reflect working patterns, role context and contract type, while still giving every colleague the opportunity to discuss goals, support, development and future aspirations.

The aim is to align with and strengthen good practice that already exists, while creating a clearer and more consistent University-wide approach. Where local processes are working well, they can be brought into the rhythm of Excelling at Manchester rather than duplicated.

Quality will be supported through shared expectations, simple tools, manager guidance and feedback from colleagues. The focus is on helping conversations feel purposeful, balanced and useful for both colleagues and managers.

A good conversation is clear, two-way and supportive. It should create space to talk about goals, progress, strengths, development, wellbeing, feedback and practical next steps.

Existing PDR discussions and objectives do not need to be lost or duplicated. They should be used as a helpful starting point for the first Excelling at Manchester conversation. Managers and colleagues can review what is already in place, agree what remains relevant, and update goals so they reflect current priorities, role expectations and any changes during the year.

If you are unsure who your line manager is, please check locally with your school, directorate, department or People Partner contact. The conversation should normally take place with the person who has day-to-day responsibility for supporting your work, agreeing priorities and discussing your development. If the reporting arrangement is unclear, this should be clarified before the conversation takes place.

The approach should be applied flexibly and proportionately. For colleagues on leave, the timing of any conversation should take account of their circumstances and relevant policies. For colleagues on secondment, the conversation should normally be agreed between the colleague, their substantive manager and, where appropriate, the secondment manager so that goals, support and development remain clear.

Yes, but it should complement rather than replace the probation process. Probation has its own requirements and review points, and these should still be followed. Excelling at Manchester conversations can support probation by creating regular opportunities to discuss goals, progress, feedback, support and development in a clear and constructive way.

Objectives should be discussed and agreed through a two-way conversation wherever possible. If a colleague disagrees, the manager and colleague should explore the concern, clarify expectations and evidence, and consider whether the objective needs to be adjusted. If agreement cannot be reached, the manager should explain the rationale clearly and seek advice locally where needed, for example from their People Partner.

Managers should treat conversations with care, professionalism and respect. It is helpful to agree at the start what will be recorded, who will have access to any notes, and whether anything needs to be shared further. There may be occasions where a manager needs to seek advice or take action, for example where there are concerns about wellbeing, safety, conduct or policy requirements, but this should be handled sensitively and only shared with those who need to know.

Excelling at Manchester is the University’s expected approach to regular performance, development and career conversations. It is designed to support clarity, feedback, development and wellbeing through ongoing dialogue. It is not intended to replace formal HR policies or procedures where these are required, such as formal capability, conduct, grievance or probation processes.