Governor’s Briefing HR Business Partner Team Nikki Craig – HR Manager Implementation & Delivery Gillian Smith – HR Business Partner Kate Jaques – HR Business.

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<ul><li><p> Governors BriefingHR Business Partner Team</p><p>Nikki Craig HR Manager Implementation &amp; Delivery</p><p>Gillian Smith HR Business Partner</p><p>Kate Jaques HR Business Partner</p></li><li><p>HR Matters December 2015Governors responsibility for Pay Policy, Appraisals and Performance Related Pay (PRP)</p><p>Role of Governors in recruitment of Headteachers and the support HR can offer</p><p>General HR Surgery</p></li><li><p>Pay Policy, Appraisal and Performance Related Pay</p></li><li><p>Overview of pay progression for teachers</p><p>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</p></li><li><p>Overview of pay progression for HTs</p><p>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</p></li><li><p>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</p><p>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)</p></li><li><p>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</p><p>It was for individual schools to decide how to implement the pay award in accordance with their pay policy</p></li><li><p>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</p></li><li><p>Role of Governing Body in appraisalAgree and adopt a comprehensive fair appraisal process. </p><p>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 </p></li><li><p>Appraisal cycle</p></li><li><p>The role of Governing Bodies in determining pay progression</p><p>Consider and adopt pay and appraisal policies, including the criteria for pay progression review regularly</p><p>Agree the extent to which specific functions relating to pay determination and appeals processes are delegated to others, such as the HT</p><p>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</p></li><li><p>Continued.</p><p>Consider annually whether or not to increase the salary of the members of the leadership team</p><p>Set the appropriate levels of pay for the different leadership roles</p><p>Approve teachers salaries including recommendations from senior leadership team on whether to award performance pay in line with the schools pay policy </p><p>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.</p></li><li><p>Continued.</p><p>Act as a panel member considering final stage appeals against appraisal outcomes and pay decisions in accordance with schools pay policy</p><p>Identify and consider budgetary implications of pay decisions and consider these in the schools spending plan.</p></li><li><p>How do you know if your policy being applied fairly?</p><p>Questions you should be asking:</p><p>How can the GB know that objectives are consistent and offer all staff equal chance to progress up the relevant pay range. </p><p>What discussions have taken place with staff to ensure that they understand the pay policy and its interaction with appraisal?</p><p>Can your HT provide confirmation that they have carried out a moderation process to ensure consistency? </p><p>Have you seen anonymised appraisal objectives</p><p>Have any staff raised any formal grievances about their objectives?</p></li><li><p>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</p><p>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</p><p>You need to know and be comfortable with this information!</p></li><li><p>Sources of informationImplementing your schools approach to pay Departmental advice for maintained schools and local authorities (DfE September 2015)</p><p>HR Business Partner Team</p></li><li><p>Headteacher Recruitment</p></li><li><p>ChallengesThe number of applicants has reduced in recent years</p><p>Particular challenges for rural and faith schools</p><p>Primary and special schools find it harder to recruit than secondary (two-fifths of these types of schools have to re-advertise)</p><p>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.</p></li><li><p>Legal RequirementsGB must appoint an acting HT if the outgoing HT leaves before a replacement is in post</p><p>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</p><p>GB must notify LA of candidates shortlisted for interview</p><p>One member of the panel must have undertaken training on safer recruitment</p><p>Any permanent Headteacher appointment needs to be advertised nationally</p></li><li><p>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</p><p>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</p><p>Only governors on the panel have a vote and the chair does not have a casting vote so odd number is preferable</p></li><li><p>Preparation continuedTime of year can affect likelihood of a successful appointment and size and quality of field</p><p>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</p><p>Sensible for GBs to have thought about a potential recruitment process so you can hit the ground running if the unexpected occurs</p></li><li><p>HR Support availableAdvising on the advert and the application pack ensuring compliance with recruitment and equalities legislation</p><p>Advising on the process to ensure it follows best practice</p><p>Helping you establish appropriate short listing criteria </p><p>Advising on appropriate assessment exercises and interview questions (led by governors knowledge of the school)</p><p>Producing the relevant paperwork to support the selection process</p><p>Ensuring appropriate and realistic timescales are followed</p></li><li><p>Education adviser supportReviewing the job description and person spec to meet specific educational needs of your school</p><p>Shaping assessment exercises to reflect the educational challenges of your particular school </p><p>Providing professional experience and ability to judge candidates relative strengths on leading</p><p>Teaching and learning, and expertise on their suitability for your headship post</p></li><li><p>Administrative support (within the school)Placing the advert in your agreed choice of media</p><p>Producing the application packs and supporting information</p><p>Sending application packs or making them available online</p><p>Handling expressions of interest from potential candidates</p><p>Arranging pre-visits from interested candidates</p><p>Issuing invitations to interview and managing queries</p><p>Scheduling interviews, accommodation and catering</p><p>Meeting and greeting candidates on the day</p></li><li><p>Defining the pay level for the postSimplified three stage process for new appointments increasing flexibility to recognise school circumstances</p><p>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</p><p>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 </p><p>Stage 3 Deciding the starting salary and individual pay rangeSet salary based on the specific candidate and ensure there is scope for performance related progression</p></li><li><p>Making an appointmentSafer recruitment guidance suggests references should be taken up prior to interview. </p><p>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 checkVerbal offer legally binding</p><p>Arrange for contractual documentation to be issued asap so candidate can resign from current post </p><p>Commence induction as soon as candidate accepts e.g. update on key decisions, invite to events etc</p></li><li><p>Sources of informationA guide to recruiting and selecting a new headteacher (National College for School Leadership) </p><p>HR Business Partner Team</p></li><li><p>General HR Surgery</p><p>The BP Team will remain to speak on an individual/group basis on any general HR queries you may have</p><p>Major changes introduced in September 2013 and so all should be familiar and living and breathing them by now so this is just a refresher and we will wizz through.</p><p>No longer M1 M6 and UPS 1 3 however many school have stuck with these as discretionary points.Again these changes should be well bedded in my now so will wizz through. Same framework as for teachers. Need to have changed your pay policy to reflect what you are doing in your school.You will have all just been through implementation of the pay award but there was some confusion at the time so just to run through</p><p>Teacher Accomplished Expert 2% applies to the top of main or accomplished</p><p>Max uplift of 25%Pay policy should have reflected your decision makingA good appraisal process is the key to PRP working well. Appraisal is statutory for teachers. Best practice that it is done for all staff in schools.You should have just finished an appraisal cycle and your HTs should be well into objective setting for the new appraisal year now.At the start of the appraisal cycle the teacher should know what they need to do to reach good, excellent, outstanding etc.</p><p>A good process: evaluates performance against relevant professional standards as well as objectives. and gathers evidence from a range of sourcesConsiders evidence from a range of sources including self-assessment, peer review, tracking pupil progress, lesson observations, views of parents and pupilsReviews throughout the year not just at the end.Governors should challenge the Headteacher to ensure the process is completed regularly.Objectives set by appraiser if cannot reach agreementProcess should be complete for 14/15 and objectives should have been set for 15/16 appraisal yearLinking appraisal to pay again what does good, excellent and outstanding look like? Monetary value applied to each level?Making the final decision about the pay of all teaching staff is a statutory responsibility. Governors role to ratify the HTs decision.It is not the responsibility of governors to manage the performance of all staff, just the headteacher, but should always hold an overviewHeadteachers should provide information to the GB about quality of teaching and appraisal outcomes (anonymised) so GB can evaluate the schools performanceUse of external adviser for managing HT performanceExpected levels of performance for a relatively in-experienced teacher may be different compared to a teacher nearing the top of the main pay scale.Look at your existing pay policy and consider if it worked for your school in progressing pay in September 2015?What changes to you need to make?Recruiting a HT is arguably the most important task a governing body will undertakeIt is a competitive market and vital to understand the challenges of the situation</p><p>Reduced number of applicants due to: Retirement of the baby-boom generationLow geographical mobility (three-fifths of headship posts are filled within a LA area)</p><p>Preparation is key if not there is a potential that the process will fail, damage to reputation and risk of legal challenge if you dont get it rightSchools that advertise for a HT in the summer term particularly from June onwards are unlikely to recruit for the start of the school year in Sept and so are likely to need an acting head</p><p>Existing Assistant or Deputy Heads will have to give notice of by the half term before taking up the new post, and serving heads will need to give a full terms notice. </p><p>Notice periods for academies may be differentIncluded in your SLA if appropriateAvailable from your RBWM adviser or external adviser depending on where you get your support fromAdministrative management of the process is key to everything running smoothly. HR can provide templates, production of documentation and the tasks above are normally handled by the school officeGovernors make an important decision on setting the pay that the post commands and should seek advice on this advice available from HR BP Team.Advertise salary range too low and risk narrowing the field, set it too high and may be unsustainable for the schoolNo longer a 7 point range but many schools have still retained it.Offer letter to confirm appointment</p></li></ul>