Transcript Slide 1
Welcome & Introductions ‘Developing the appraisal process in the wider context of the Sport and Fitness sector of Higher Education’. Content • • • • • • • • The appraisal process and what it is trying to achieve Key elements that ensure it addresses both the individual’s and organisation’s needs A competency framework for the HE sector How the framework applies to recruitment, induction, training and development , staff training, pay structures and appraisals How the overall structure is managed and implemented Using the key elements to manage a reward structure that links within your current organisational boundaries How external training (both funded and budgeted) can be applied to support career pathways Group interaction that allows you to discuss the application of the above in your university The Appraisal Process • Why have one? • Is it valued by the individual? • Does it have value to you as a Manager? What is it trying to achieve? ‘The comments on my appraisal depend not on an hour’s discussion, but on a whole year’s interaction’ (Gold, 1999, p. 213) A means to........ Manage, Measure and control performance Bureaucratic Management The key elements Summary of performance (Formal record) Assess increases or new levels in salary • Review the training and • Assessgiven future potential support over the period Assist career ••Summarise theplanning performance decisions since the last review Define requirements ••Allow the individual toto rate achieve future potential their performance Set agreed objectives ••Discuss the value of the outcomes Review performance with competency Agree clear expectations and indentify support needs Remember – In most cases this is the result of one years interaction! The wider context ‘Needed to incorporate experience & knowledge of the subject area and methods & techniques which are needed to perform the tasks’ The wider context cont... ‘The ability to deal with people and know and understand their needs. Staff must be able to supervise, support, lead, decide, control & monitor depending on their role. Staff must have good judgement and be able to work with and through people to meet objectives’ The wider context cont... ‘Developed on an understanding of the overall situations, the nature of the problems and complexities and the abilities to think clearly, analyse problems and plan carefully’ Competency Framework Technical Human Conceptual Core Competencies Core Competencies Core Competencies • Pool plant operators • First aid at work • COSHH • RIDDOR • Manual handling • Health and safety policy • Customer care • Equal opportunities • Complaints procedure • Sickness procedure •Annual leave • Pay process • Standards & expectations • Complaints procedure • Mission statements • Organisational priorities • Purchasing Competency Framework Technical Human Conceptual Job Specific Job Specific Job Specific • Pool testing • COSHH • Maintenance • Set up & layout • Energy management • Management meetings • Recruitment • Performance review • Partnership working / funding • Staffing rota's • Pool emergencies • Call out procedures • Equipment checks • Programme • Risk assessments • Budget / Resource management Competency Framework Technical Human Conceptual Facility Specific Facility Specific Facility Specific • Opening / Closing procedures • Contractors exchange of information • Security •Normal operating procedures • Communication methods • Accident / Incident reporting • Use of rest areas • User feedback / liaison • Licensing • Performance monitoring • Lost property • Terrorism threat • Pricing • Fault reporting • Lift emergency Assessing Competency Demonstrate Content Declaration of understanding Ongoing assessment Reasonable Ongoing refresher training Declaration of delivery Modular Programme Module 1 Module 2 Module 3 Core Competencies Core Competencies Core Competencies Job Specific Job Specific Job Specific Facility Specific Facility Specific Facility Specific Training Programme Month 1 2 3 4 5 6 7 8 9 10 11 12 Module Module 1 Module 2 Module 3 Core Competencies Job Specific Facility Specific Recruitment Once you have determined your competencies under each module you can design your selection criteria around it. Seek out appropriate: Skills Knowledge Experience Development Pathways Operational (Completion of core competencies, role and site specific elements, continued attendance at ongoing staff training, positive appraisals, appropriate qualifications and ability to fulfil Supervisors position). Supervisors (Completion of core competencies, role and site specific elements, continued attendance at ongoing staff training, positive appraisals, appropriate qualifications and ability to fulfil Managers position). Managers (Completion of core competencies, role, site and organisation specific elements, continued attendance at relevant staff training, positive appraisals, appropriate qualifications and ability to fulfil Directors position). Directors (Completion of core competencies, role and organisation specific elements, inclusion at board level and regular positive review set against clear business objectives). ‘Organisational structure will need to reflect development pathway’ Pay Structures T D20 Y D19 P D18 I C A L Directors D17 D16 M15 M14 M13 Managers P A SU10 Y S C SU9 SU8 Supervisors SU6 SC5 SC4 L SC3 E SC2 SC1 Completion of Objectives Completion of training SU7 A Completion of Competencies Positive Appraisal M12 M11 Increases in salary and position can be rewarded based on the following: Operational Value of contribution Career Pathways / Formal training Head / Director of Sport Operations Manager Assistant Managers Development Manager Supervisors Operational Staff Admin Manager Appraisal / Review ‘The comments on my appraisal depend not on an hour’s discussion, but on a whole year’s interaction’ A framework gives a criteria to review against, set goals appropriate to the individual and allow fair and effective management – How can you complete an appraisal without it! Thank you