Welcome & Introductions

2. ‘Developing the appraisal process in the wider context of the Sport and Fitness sector of Higher Education’. Welcome & Introductions

3. 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

4. The Appraisal Process • Why have one? • Is it valued by the individual? • Does it have value to you as a Manager?

5. 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

6. The key elements Summary of performance (Formal record) Remember – In most cases this is the result of one years interaction! • 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 • Assess future potential • Assist career planning decisions • Define requirements to achieve future potential • Set agreed objectives Review performance with competency Assess increases or new levels in salary Agree clear expectations and indentify support needs

7. 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’

8. 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’

9. The wider context cont... 3 Skills relevant to the sports sector 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’

10. Competency Framework Human Conceptual Technical • 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

11. Competency Framework Human Conceptual Technical • 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

12. Competency Framework Human Conceptual Technical • 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

13. Assessing Competency Demonstrate Content Declaration of understanding Ongoing assessment Reasonable Ongoing refresher training Declaration of delivery

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

15. Training Programme Core Competencies Job Specific Facility Specific

16. Recruitment Once you have determined your competencies under each module you can design your selection criteria around it. Seek out appropriate: • Skills • Knowledge • Experience

17. 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’

18. Pay Structures TYPICAL PAY SCALE • 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

19. Career Pathways / Formal training Head / Director of Sport Operations Manager Assistant Managers Development Manager Admin Manager Supervisors Operational Staff

20. 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!

21. Thank you