Governor’s BriefingHR Business Partner Team

Nikki Craig – HR Manager Implementation & Delivery

Gillian Smith – HR Business Partner

Kate Jaques – HR Business Partner

HR Matters – December 2015

• Governors responsibility for Pay Policy, Appraisals and Performance Related Pay (PRP)

• Role of Governors in recruitment of Headteachers and the support HR can offer

• General HR Surgery

Pay Policy, Appraisal and

Performance Related Pay

Overview of pay progression for teachers

• Changes introduced in 2013:– Linking all pay to performance and removing progression

based on length of service– Option to increase teachers pay at different rates based on

performance– New pay range for leading practitioners– More freedom to determine starting salaries and removal

of requirement to match existing salary

Overview of pay progression for HTs

• Changes introduced in 2014:– Simplified framework for leadership pay – Greater autonomy for schools to set leadership pay in light

of the school size, context and challenge– Simple approach for setting pay for newly appointed HTs– Formal headroom above the current leadership maximum

to incentivise and reward HTs taking on challenging roles– Removal of spinal points and fixed differentials to provide

greater flexibility to manage performance and reward

September 2015 pay award

• 1% uplift to the minima of all pay ranges and allowances in the national pay framework incl. leadership pay range and the 8 HT group ranges

• 2% uplift to the maxima of the main pay range; an uplift of 1% to the maxima of all other pay ranges and allowances in the national pay framework. (no increase to the maxima of the eight HT group pay ranges)

Implementation of Sept 2015 changes

• There was no automatic 2% increase for those on the maxima of the main pay range – any increase should be performance related and dependent on the school’s individual pay policy

• It was for individual schools to decide how to implement the pay award in accordance with their pay policy

Pay policy

• All schools are required to have a pay policy in place agreed and adopted by the GB:– Free to adopt own approach provided consistent with

statutory frameworks and regulations– Sets out the basis on which you determine teachers’ pay– Establish procedures for determining appeals– Review regularly to set out how appraisal outcomes are

linked to pay decisions

Role of Governing Body in appraisal• Agree and adopt a comprehensive fair appraisal process.

• Set performance standards and objectives for the HT which aim to improve pupil performance and are in line with the school improvement plan, having first consulted the external adviser.

• Ensure the HT arranges for the appraisals of teaching staff to be carried out annually, and for any pay recommendations to be made to the GB

• Ensure the HT and every teacher is given a written appraisal report including a review of past performance, objectives set for the future and any pay recommendation

Appraisal cycleAutumn Term

· All objectives to be finalised

· Performance monitored as set out in the school’s appraisal policy

Spring/Summer Term

· Performance monitored as set out in the school’s appraisal policy

Summer/Autumn Term

· At end of appraisal year Headteachers and teachers receive an appraisal report giving an assessment against their objectives and the relevant standards and a recommendation on pay.

· Headteachers ensure moderation of initial recommendations before putting forward for approval by governing body

· Review and update pay and appraisal policies as necessary in light of experience.

· Governing body to determine what provision should be made in budget for discretionary pay awards and progression

The role of Governing Bodies in determining pay progression

• Consider and adopt pay and appraisal policies, including the criteria for pay progression – review regularly

• Agree the extent to which specific functions relating to pay determination and appeals processes are delegated to others, such as the HT

• Assure yourselves that appropriate arrangements for linking appraisal to pay are in place, can be applied consistently and that pay decisions can be objectively justified

Continued….

• Consider annually whether or not to increase the salary of the members of the leadership team

• Set the appropriate levels of pay for the different leadership roles

• Approve teachers’ salaries including recommendations from senior leadership team on whether to award performance pay in line with the school’s pay policy

• Monitor the outcome of pay decisions, including the extent to which different groups of teachers may progress at different rates and check processes operate fairly.

Continued….

• Act as a panel member considering final stage appeals against appraisal outcomes and pay decisions in accordance with school’s pay policy

• Identify and consider budgetary implications of pay decisions and consider these in the school’s spending plan.

How do you know if your policy being applied fairly?

• Questions you should be asking:

• How can the GB know that objectives are consistent and offer all staff equal chance to progress up the relevant pay range.

• What discussions have taken place with staff to ensure that they understand the pay policy and its interaction with appraisal?

• Can your HT provide confirmation that they have carried out a moderation process to ensure consistency?

• Have you seen anonymised appraisal objectives

• Have any staff raised any formal grievances about their objectives?

Links to inspection…• Ofsted school inspection handbook makes clear that rigorous

performance management should be considered as part of the judgement on the quality of leadership and management of the school

• Inspectors will look for information about the school’s performance management arrangements, including the most recent performance management outcomes and their relationship to salary progression and ask governors in their interviews

• You need to know and be comfortable with this information!

Sources of information• Implementing your school’s approach to pay – Departmental advice

for maintained schools and local authorities (DfE September 2015)

• HR Business Partner Team

Headteacher Recruitment

Challenges• The number of applicants has reduced in recent years

• Particular challenges for rural and faith schools

• Primary and special schools find it harder to recruit than secondary (two-fifths of these types of schools have to re-advertise)

• GB’s need to understand these constrained circumstances whilst not compromising on the need to select a good candidate who will deliver the GB’s vision and excellent pupil outcomes.

Legal Requirements• GB must appoint an acting HT if the outgoing HT leaves before

a replacement is in post

• GB must notify the LA (if maintained)of your HT’s resignation and the LA can exercise their right to an advisory place on selection panel

• GB must notify LA of candidates shortlisted for interview

• One member of the panel must have undertaken training on safer recruitment

• Any permanent Headteacher appointment needs to be advertised nationally

Preparation• Decision to recruit needs to be made at full meeting of GB

following discussion of needs of school and future vision - resignation or retirement of HT presents a good option to review the school’s leadership arrangements

• GB needs to appoint at least three governors to conduct the final decision making process and ultimately make a recommendation to full GB on who to appoint. Other governors can be involved during the interview day

• Only governors on the panel have a vote and the chair does not have a casting vote so odd number is preferable

Preparation continued• Time of year can affect likelihood of a successful appointment

and size and quality of field

– Half of all HT posts are advertised between January and March

– Secondary schools advertising in January and February get higher application fields than at any other time of year

– Average time to recruit increases from 143 – 175 days for posts advertised March to June compared to 93 – 102 days for those advertised between November and January

• Sensible for GBs to have thought about a potential recruitment process so you can hit the ground running if the unexpected occurs

HR Support available• Advising on the advert and the application pack ensuring

compliance with recruitment and equalities legislation

• Advising on the process to ensure it follows best practice

• Helping you establish appropriate short listing criteria

• Advising on appropriate assessment exercises and interview questions (led by governor’s knowledge of the school)

• Producing the relevant paperwork to support the selection process

• Ensuring appropriate and realistic timescales are followed

Education adviser support• Reviewing the job description and person spec to meet

specific educational needs of your school

• Shaping assessment exercises to reflect the educational challenges of your particular school

• Providing professional experience and ability to judge candidates’ relative strengths on leading

• Teaching and learning, and expertise on their suitability for your headship post

Administrative support (within the school)• Placing the advert in your agreed choice of media

• Producing the application packs and supporting information

• Sending application packs or making them available online

• Handling expressions of interest from potential candidates

• Arranging pre-visits from interested candidates

• Issuing invitations to interview and managing queries

• Scheduling interviews, accommodation and catering

• Meeting and greeting candidates on the day

Defining the pay level for the post• Simplified three stage process for new appointments

increasing flexibility to recognise school circumstances

– Stage 1 – Defining the role and determining the HT group• Assign the school to a HT group which will determine the

appropriate broad pay range by calculating the total unit score for the school in accordance with the STPCD 2015

– Stage 2 – Setting the indicative pay range – Consider whether indicative pay range should start at minimum of HT

group or at a higher level because of level of challenge

– Stage 3 – Deciding the starting salary and individual pay range• Set salary based on the specific candidate and ensure there is scope

for performance related progression

Making an appointment• Safer recruitment guidance suggests references should be

taken up prior to interview.

• Chair of Governors normally calls the successful candidate to make a verbal offer – Offer subject to satisfactory clearances including

references, DBS, medical clearance and qualifications check– Verbal offer legally binding

• Arrange for contractual documentation to be issued asap so candidate can resign from current post

• Commence induction as soon as candidate accepts – e.g. update on key decisions, invite to events etc

Sources of information• A guide to recruiting and selecting a new headteacher

(National College for School Leadership)

• HR Business Partner Team

General HR Surgery

• The BP Team will remain to speak on an individual/group basis on any general HR queries you may have