Transcript Appraisal Review

Appraisal Review
September 2014
What is an Appraisal Review
• This is the evaluation process between you and your line manager
that reviews your work over the last 12 months.
• It involves a meeting with your line manager and a written
document supported by an evidence portfolio.
• The appraisal review is used to inform pay decisions and
progression.
• Every member of staff in the school is part of this process including
the Headteacher.
• All Appraisal reviews are confidential and will not be discussed
outside of your direct line management line.
Why?
• It is your absolute entitlement as a professional and as a teacher to
receive an Appraisal Review.
• It is a fundamental part of professional development to look back at all
that you have achieved in the last year and reflect on what went well and
to ask what could have been improved.
• It is a rare chance to take the time to look at your professional
achievements and discuss your career journey and personal aspirations.
• It allows the school to recognise good and outstanding performance and
reward it accordingly.
• It is used to evaluate progress against professional targets and to ensure
the expectation of every member of staff is recognised and equally
measured.
How does it happen?
• You will have directed time to collate a record of your work in your
professional portfolio and to write a review of your year.
• You will be contacted by your Line manager to arrange a meeting.
This will be a private meeting with just you and your line manager.
• You will have a chance to look through your professional
development folder and discuss openly – “what went well” “even
better if”.
• You will have a chance to discuss your performance against your
targets, teaching standards and your written review.
What happens next?
• Your line manager will use notes from this meeting to
reflect on your performance against targets and standards.
• They will make a recommendation to the Headteacher
stating if they feel targets have been met, not met or
exceeded.
• They will record evidence to support this recommendation.
• The Headteacher will use this to inform a recommendation
to the pay committee.
What happens next?
• The pay committee will meet and review
these recommendations before making a final
decision on awarding pay progression.
• Pay will be back dated to September.
Upper Pay Point/ UPS
• UPS was replaced in our September 2013 pay policy for all
new applicants to a UPP scale.
• Details of this are described in our pay policy.
• Movement to the upper pay points is not automatic.
• Staff who wish to be considered for the upper pay scale
need to inform their line manager in advance and provide
evidence (see pay policy) to support their application as
part of their professional development folder.
Pay Scale for Classroom Teachers
Main Pay Scale/Range 2014
(pay determinations effective from 1.9.2013)
Spine
point
Sep-13 Sep-14
PP+ 2014
1
21,804
22022
1741
870.62
22893
2
23,528
23763
1911
955.46
24719
3
25,420
25674
1976
987.78
26662
4
27,376
27650
2179 1089.285
28739
5
29,533
29828
2358 1179.175
31008
6
31,868
32187
2358 1179.175
33366
Upper Pay Scale (pay determinations effective from 1.9.2013)
Spine
point
U1
U2
U3
Inner London
Sep-13 Sep-14
34,523
34868
35,802
36160
37,124
37495
PP+ 2014
1292
1335
1335
645.895
667.61
667.61
35514
36828
38163
Unqualified teachers
(pay determinations effective from 1.9.2013)
Spine
point
1
2
3
4
5
6
Inner London
Sep-13 Sep-14
15,976
16136
17,834
18012
19,692
19889
21,550
21766
23,409
23643
25,267
25520
1877
1877
1877
1878
1877
1877
PP+ 2014
938.29
17074
938.29
18951
938.29
20827
938.795
22704
938.29
24581
938.29
26458
Targets met/ not met/ exceeded
• Where targets are judged as met and a pay
increase is recommended, staff will receive an
incremental pay increase back dated to
September.
• Where targets are judged as not met, pay will
remain at the previous years pay point.
• Where targets are met and exceeded an
additional pay point plus will be allocated.
Pay Point +
• In September 2013 Wrotham School
introduced a PP+ to our pay policy. Those who
have exceeded the stated expectations for
receiving this will need to evidence this clearly
in their appraisal review.
• Those who are successful will receive the
additional PP+ scale backdated to September
2014.
Writing a Review
• To accompany your portfolio of evidence it is
important that you also write a review of your
year.
• This can be done in a variety of formats in
whatever way suits you. Some prefer “essay”
style paragraphs, others prefer bullet points.
• This is your opportunity to have your
achievements recorded and recognised. Try to
cover them all.
IMPACT
• The most important thing to remember is
IMPACT. Whatever you are describing, state
what impact your work had on the students
and the school.
Honesty
• Don’t be afraid to reflect on the things that could have
gone better or just plain failed.
• One of the most important skills of an outstanding member
of staff is the ability to recognise when things haven’t gone
to plan.
• One-sided “everything is great” reviews can look contrived
and unbalanced.
• Avoid excuses. If something didn’t go as planned, state why
but remain balanced and not defensive.
Line Managers/ Reviewers
• It is your responsibility to arrange a review meeting
and coach your staff through the process.
• The process must be supportive and open.
• It is OK to guide staff on recognising what they have
done well and how to communicate this.
• The meeting should be used to look through their
review, portfolio and to add your feelings about their
performance this year.
What to do?
• During and after the appraisal meeting you
should transfer any notes onto the appraisal
review form.
• You should make a recommendation on targets
being met, not met or exceeded for each target
agreed.
• This document MUST be signed by both parties.
How to measure progress against
targets
Aspirational Targets are not absolute.
You can apply the following criteria, in balance when making judgments.
-
Has the member of staff made progress towards their target? If Yes, then
to what extent?
-
Has the member of staff made every effort to achieve their target?
-
Has the member of staff been honest and reflective in their review about
what could have been improved?
-
Were there exceptional circumstances? Are these supported by evidence?
-
A good quality review will do the most of this work for you, encourage
staff to do this part of the process.
When targets are not met
• Explain clearly why you have made this
recommendation.
• Have clear evidence to support the decision.
• Help staff understand why this decision has been
reached.
• Hold to the decision, try not to get drawn into
negotiation. All staff have a right of appeal against
decisions but not at this time.
• Remember you are not making a direct pay decision.
• Pass any concerns to your own line manager.