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  • Governors BriefingHR Business Partner Team

    Nikki Craig HR Manager Implementation & Delivery

    Gillian Smith HR Business Partner

    Kate Jaques HR Business Partner

  • HR Matters December 2015Governors 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 serviceOption to increase teachers pay at different rates based on performanceNew pay range for leading practitionersMore 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 challengeSimple approach for setting pay for newly appointed HTsFormal headroom above the current leadership maximum to incentivise and reward HTs taking on challenging rolesRemoval of spinal points and fixed differentials to provide greater flexibility to manage performance and reward

  • September 2015 pay award1% 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 changesThere 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 schools individual pay policy

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

  • Pay policyAll 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 regulationsSets out the basis on which you determine teachers payEstablish procedures for determining appealsReview regularly to set out how appraisal outcomes are linked to pay decisions

  • Role of Governing Body in appraisalAgree 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 cycle

  • 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 schools 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 schools pay policy

    Identify and consider budgetary implications of pay decisions and consider these in the schools 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 inspectionOfsted 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 schools 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 informationImplementing your schools approach to pay Departmental advice for maintained schools and local authorities (DfE September 2015)

    HR Business Partner Team

  • Headteacher Recruitment

  • ChallengesThe 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)

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

  • Legal RequirementsGB 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 HTs 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

  • PreparationDecision 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 schools 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 continuedTime 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 MarchSecondary schools advertising in January and February get higher application fields than at any other time of yearAverage 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 availableAdvising 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 governors knowledge of the school)

    Producing the relevant paperwork to support the selection process

    Ensuring appropriate and realistic timescales are followed

  • Education adviser supportReviewing 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 postSimplified three stage process for new appointments increasing flexibility to recognise school circumstances

    Stage 1 Defining the role and determining the HT groupAssign 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

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