Summary
Explanation of how the development cycle works. There are some differences with regard to the agreements and procedures for regular employees and for new employees of Fontys ICT.

Chapter N of the Collective Agreement for Universities of Applied Sciences (CAO-hbo) stipulates that the employer must develop an assessment system ¹⁾. Fontys has made binding agreements on this with the trade unions and the CPC. Within this framework, the development cycle has been implemented at Fontys.

An agile and talent-oriented Fontys requires employees who are capable of lifelong learning, so that they can adapt to the changes within and outside Fontys. The development interview is future-oriented. This means that the focus is not on looking back at what a staff member has done in the past year and how he can improve himself, but rather looking at professional development, development of talents, career and personal leadership. The following principles are also important:

• Focus is on professional development;
• There are equal discussion partners (both employee and PM contribute topics);
• Positive approach, growth mindset: be open and think in terms of possibilities and opportunities instead of obstacles;
• Goals are in line with the ambitions of Fontys and Fontys ICT - what does the employee contribute?
• Attention is paid to professionalisation agreements, sustainable employability and working from home (fixed topics in accordance with the Development Cycle Regulations, CAO-HBO);
• Feedback - feedforward;
• Continuous dialogue throughout the year.

Fontys ICT strives to provide each new employee with tailored guidance. At the end of the temporary contract, a well-founded decision must be made about a permanent appointment. This is a far-reaching decision with major legal consequences. Experiences with and images of performance in the first year often cast a shadow ahead. By discussing the functioning intensively with the employee, adjustments can be made in time if necessary.

If the decision is taken not to make a permanent appointment, this should never come as a surprise to the employee. After all, many employees give up a permanent position for a career in education. Employers must handle this with care. In some cases, Fontys ICT, the employee or both decide that it is not wise to proceed to a permanent appointment. The employee is then entitled to based on the feedback received in the first year to be helped in the direction of his career after Fontys ICT. Therefore, Fontys ICT opts for multiple progress interviews and one assessment (after 5, 8 and 12 months respectively). This cycle will be continued in the 2nd year of a two-year contract.

The People Manager (PM) is responsible for the planning and content of the progress interviews. The progress interviews with the new employee take place no later than 5 months and 8 months after the start of employment. The meetings are intended to take stock of the situation. The People Manager provides feedback on the new employee's performance and the employee shares his/her initial experiences.

If necessary, additional agreements are made. The job profile and the competencies required for the job are used as a starting point. It is important that the interview takes place in an open atmosphere and is particularly developmental; of course there is a look back but the focus is on the future. The progress interviews are conducted by the People Manager.

A form has been developed to structure the interviews. The form enables the People Manager and the employee to prepare for the interviews. The People Manager sends the form to the employee in advance so that he/she can prepare for the interview. It is a preparation that the People Manager may expect from the employee, because the interview is a two-way street.

After the first interview, an appointment for the second interview should preferably be made immediately. The standard form is designed to provide space for a report of all interviews. The People Manager draws up the interview report and sends a copy to the employee. A copy to the management is not necessary at this stage. If the People Manager is of the opinion that the performance of the employee gives cause for concern, this will be discussed by the People Manager with the Executive Board and HR.

A formal assessment interview takes place at least three months before the end of the temporary contract. The aim of the assessment interview is to give a well-founded opinion on the new employee's performance so that a decision can be made on whether or not to continue the employment. The interview takes place between the manager and the employee. The opinion of the manager is the basis for the advice to the management. The employee signs for approval but retains the option of objecting to the manager's opinion. In that case, a follow-up interview with the management will take place. After the assessment, both interview reports are included in the employee's personnel file in HR2Day.

Employees and managers are jointly responsible, as equal discussion partners, for realising valuable discussions.

Roles:

• Employee: is responsible for his/her own development and takes the initiative for a discussion.
• PM: facilitates, stimulates and asks questions. But he also guards the overview and checks regularly to see how things are going.

The frequency of the talks is determined in mutual consultation between the employee and the PM. The initiative lies with the employee, the PM monitors this process. After all, the employee is the owner of his own development. There are at least two development interviews per year. If one of the two (employee or PM) thinks there is reason to talk more often, then the frequency can of course be increased. We are not bound by a planning in calendar months / school year. Discussions can be spread over the year as desired.

There is no assessment interview for employees who perform 'well'. They automatically receive a periodical raise as of 1 august (if there is room in the scale). However, an employee can request an assessment interview. The employee can submit a request to this end to his or her PM, who must ensure that the appraisal interview still takes place within three months.

Employees who function well above the expected job level may qualify for an excellent assessment. This is signalled by the PM (based on input from the organisation), but the employee himself can also take the initiative. In this case, the employee prepares his own assessment and substantiates why he thinks he qualifies for an excellent assessment. An assessment interview takes place and is recorded in HR2Day. If the employee receives an excellent assessment, he or she will receive 2 periodic payments per 1 august (up to the maximum of the salary scale).

Employees who lag behind in their development and therefore do not function adequately can be assessed as unsatisfactory. However, this should never come as a surprise to the employee. The PM signals in time that extra effort is needed to get functioning and development back on the right level. And takes the initiative for a discussion. If performance nevertheless leads to an unsatisfactory assessment, the PM conducts an assessment interview with the employee concerned before 1 July, in which the assessment is explained and recorded in HR2Day. The employee does not receive a periodic increase as of 1 august. An improvement plan is also drawn up. This also includes the concrete agreements and actions that are made to realise the desired improvement. During the improvement process, the People Manager has regular progress meetings with the employee, possibly supported by HR. If the desired improvement has been achieved, the normal development cycle can be resumed. If there has been no improvement, a discussion will take place about the alternatives.

The agreements made in the development interview are recorded in HR2Day. In HR2Day forms are available for the development interview, the assessment interview and the improvement plan.

• Talent Notes form for new employees 1-year contract
• Talent Notes form for new employees 2-year contract