‘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 with competency 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 relevant to the sports sector 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 relevant to the sports sector 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 relevant to the sports sector 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 TechnicalHumanConceptual 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 TechnicalHumanConceptual 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 TechnicalHumanConceptual 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 ReasonableReasonable Demonstrate Content Declaration of understanding Declaration of delivery Ongoing refresher training Ongoing assessment

Modular Programme Module 1Module 2Module 3 Facility Specific Core Competencies Job Specific Facility Specific Job Specific Core Competencies

Training Programme Facility SpecificCore CompetenciesJob Specific Month Module Module 1 Module 2 Module 3

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 Directors (Completion of core competencies, role and organisation specific elements, inclusion at board level and regular positive review set against clear business objectives). 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). 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). 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). 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 Structures Directors Managers Supervisors Operational D20 D19 D18 D17 D16 M15 M14 M13 M12 M11 SU10 SU9 SU8 SU7 SU6 SC5 SC4 SC3 SC2 SC1 Increases in salary and position can be rewarded based 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 ManagersDevelopment 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