‘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 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 FrameworkTechnical 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 FrameworkTechnical 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 FrameworkTechnical 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 ProgrammeModule 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