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‘Developing the appraisal process in the wider context of the Sport and Fitness
sector of Higher Education’.
Welcome & Introductions
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
Remember – In most cases this is the result of one years interaction!
Summary of performance(Formal record)
Agree clear expectations and indentify support needs
• Assess future potential• Assist career planning
decisions• Define requirements to
achieve future potential
• Set agreed objectives
Assess increases or new levels in
salary
Review performance
withcompetency
• Review the training and support given over the period
• Summarise the performance since the last review
• Allow the individual to rate their performance
• Discuss the value of the outcomes
The wider context
3 Skills re
levant to
the sports
secto
r Technical‘Needed to incorporate experience & knowledge of the subject area and methods & techniques which are needed to perform the tasks’
The wider context cont...
3 Skills re
levant to
the sports
secto
r
Human
‘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’
3 Skills re
levant to
the sports
secto
r
The wider context cont...
Conceptual‘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• Pool plant operators
• First aid at work• COSHH• RIDDOR
• Manual handling• Health and safety policy
Core Competencies• Customer care
• Equal opportunities• Complaints procedure
• Sickness procedure• Annual leave• Pay process
• Standards & expectations
Core Competencies• Complaints procedure
• Mission statements• Organisational priorities
• Purchasing
Competency Framework
Technical Human Conceptual
Job Specific • Pool testing
• COSHH• Maintenance
• Set up & layout• Energy management
Job Specific • Management
meetings• Recruitment
• Performance review• Partnership working /
funding
Job Specific • Staffing rota's
• Pool emergencies• Call out procedures• Equipment checks
• Programme• Risk assessments• Budget / Resource
management
Competency Framework
Technical Human Conceptual
Facility Specific
• Opening / Closing procedures
• Contractors exchange of information
• Security • Normal operating
procedures
Facility Specific
• Communication methods
• Accident / Incident reporting
• Use of rest areas• User feedback /
liaison
Facility Specific
• Licensing• Performance
monitoring• Lost property
• Terrorism threat• Pricing
• Fault reporting• Lift emergency
Assessing Competency
Reasonable
Demonstrate Content
Declaration of understanding
Declaration of delivery
Ongoing refresher training
Ongoing assessment
Modular Programme
Module 1 Module 2 Module 3
Facility Specific
Core Competencies
Job Specific
Facility Specific Facility Specific
Job Specific Job Specific
Core Competencies
Core Competencies
Training Programme
Facility SpecificCore Competencies
Job Specific
Month
Module
1 2 3 4 5 6 7 8 9 10 11 12
Module 1
Module 2
Module 3
RecruitmentOnce you have determined your competencies under each module
you can design your selection criteria around it.
Seek out appropriate: Skills Knowledge Experience
Development Pathways
Directors(Completion of core competencies, role and organisation specific elements, inclusion at board level
and regular positive review set against clear business objectives).
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).
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).
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).
‘Organisational structure will need to reflect development pathway’
Pay StructuresDirectors
Managers
Supervisors
Operational
D20
D19
D18
D17
D16
M15
M14
M13
M12
M11
SU10
SU9
SU8
SU7
SU6
SC5
SC4
SC3
SC2
SC1
TYPICAL PAY SCALE
Increases in salary and position can be rewardedbased on the following:
Completion of Competencies
Positive Appraisal
Completion of Objectives
Completion of training
Value of contribution
Career Pathways / Formal training
Head / Director of Sport
Operations Manager
Assistant Managers Development Manager
Admin Manager
Operational Staff
Supervisors
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