APPRAISAL POLICY AND PROCEDURE FOR SUPPORT STAFF 1

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "APPRAISAL POLICY AND PROCEDURE FOR SUPPORT STAFF 1"

Transcription

1 APPRAISAL POLICY AND PROCEDURE FOR SUPPORT STAFF 1 1 The appraisal scheme will be rolled out as follows: Phase 1 (2013/2014): Grades 8-11 Phase 2 (2014/2015): Grades 5-7 Phase 3 (2015/2016): Grades 1-5 Page 1 of 12

2 TABLE OF CONTENTS 1. INTRODUCTION PAGE Purposes of Appraisal Page Scope of this Scheme Page Benefits Page Equal Opportunities Page Operating Principles Page Summary of the Operating Procedure Page 6 2. ROLES AND RESPONSIBILITIES IN THE PAGE 7 APPRAISAL PROCESS 2.1 Head of Department Page Countersigning Officer Page Appraiser Page Appraisee Page Mediator Page 9 3. ACCESS TO AND STORAGE OF DOCUMENTS PAGE 9 4. SPECIAL CIRCUMSTANCES PAGE Absence Due to Ill Health Page New Staff Page Temporary Promotion Page Substantial Periods of Leave Page Appraiser on Substantial Period of Leave/New Appraiser Page OUTCOME OF APPRAISAL PAGE APPEALING AN OUTCOME PAGE Procedure for Appeal Page LINKS TO OTHER PROCESSES AND PROCEDURES PAGE 12 Page 2 of 12

3 (1) INTRODUCTION Appraisal involves the appraiser and the member of staff in reviewing and planning the work and training needs of the member of staff within the overall context of the University College s strategy as detailed in its Corporate and Operational Plan. It is an essential part of the University College's commitment to developing its staff and to delivering a high quality service. Among other things, the appraisal system ensures that individual members of staff are clear about their responsibilities and have an opportunity to discuss any help they may need in meeting those responsibilities. Good quality appraisal is based on the principle that people are more effective when they can agree what is expected of them and receive feedback on how they are doing. A key aim of the appraisal process is staff development. Appraisal affords the opportunity to identify and address learning and training needs, and can contribute to career development for the employee. The emphasis is on a positive and constructive dialogue between appraisee and appraiser. The appraisal interview will be conducted on an annual basis and will be linked to the strategic planning process. The appraisal process is not a substitute for the ongoing dialogue and feedback between employees and managers which is a normal feature of good management practice. Where there are matters of concern, poor performance or good performance to be recognised, these should be addressed by both parties promptly and at the time they arise, and not left to the appraisal meeting. Support staff work in a variety of different organisational contexts within the University College. This appraisal scheme has been designed and developed to accommodate such diversity. Accordingly, the appraisal form is intended to be used in a flexible manner and completed in a way which reflects the staff member's career stage and job content. (1.1) PURPOSES OF APPRAISAL Appraisal: 1. Provides an opportunity for appraising, in a positive and constructive way, the previous period s work, and how this has been carried out. 2. Ensures that the employee s contribution to the University College is recognised and recorded. Page 3 of 12

4 3. Allows the identification of difficulties or obstacles which hamper effectiveness and ways to address and resolve such problems. 4. Assists communication between Departments/Teams and their members of staff. 5. Provides a link between the work of an individual/their team and the objectives of the Department/Team, and thus the objectives of the University College. 6. Informs the allocation of staff development resources. 7. Provides opportunities for the discussion of training needs for the current role and of development needs for future career opportunities so that staff may (a) seek to achieve their full potential, (b) enhance the work of the Department/Team and (c) help the University College to succeed in achieving its corporate objectives. 8. Identifying any necessary or potential changes in Departmental/Team organisation or operation. (1.2) SCOPE OF THIS SCHEME The College view is that the Appraisal Scheme will ultimately be rolled out to all support staff. This scheme will be rolled out as follows: Phase 1 (2013/2014): Grades 8-11 Phase 2 (2014/2015): Grades 5-7 Phase 3 (2015/2016): Grades 1-5 (1.3) BENEFITS (1.3.1) For the individual, appraisal can offer: 1. The opportunity to take stock, looking backward and forward in a constructive way. 2. Access to a trained appraiser with helpful experience and valuable feedback to offer. 3. Positive encouragement, record and recognition of achievement. 4. Greater focus on access to development, improved understanding of the context of his/her role and responsibilities and their contribution to the University College etc. Page 4 of 12

5 (1.3.2) For the Department, appraisal can offer: 1. Improved communications. 2. An opportunity to identify problem areas at the individual level. 3. Clarification of roles and responsibilities, including a check of the currency of the employee s job description. 4. An opportunity to draw on the ideas of a range of staff. (1.3.3) For the institution as a whole, appraisal can offer: 1. Improved overall performance through more effective staff. 2. Greater focus of staff activities on the University College mission and objectives. 3. Better value for money, since staff development resources can be targeted at identified needs. 4. More open and transparent styles of management and leadership. (1.4) EQUAL OPPORTUNITIES In addition to the above benefits, appraisal has an overall contribution to make in forwarding the equal opportunities policies of the University College, principally by ensuring fair and equal access to, and participation in, meaningful development. Within the operation of the scheme, the University College s commitment to equality of opportunity will be reflected both in specific outcomes for individuals and in the processes by which the scheme is implemented. (1.5) OPERATING PRINCIPLES 1. The process is intended to be open and two-way between the appraiser and the member of staff. It is a mutual discussion, starting from self-assessment, not a topdown judgement. 2. The process is where possible evidence based. 3. The content of the discussion is confidential to the two people concerned: however, the Head of Department/Team and the Principal will have access to the appraisal document. 4. The process is not a substitute for day to day management. 5. All appraisal processes will be conducted in the spirit of the University College s Equal Opportunities Policy, and will emphasise the principle of development. Page 5 of 12

6 6. All full-time and part-time APTC and supervisory staff are covered. The process will be conducted in a consistent way irrespective of grade or status. 7. The agreed outcomes from the process will be actively kept under review and implemented within the Department/University College. 8. Training will be provided for appraisers and briefing on the scheme for members of staff. Training for appraisers is mandatory and no nominated appraiser may undertake appraisal meetings until they have been trained. Appraisers will renew their training every 5 years. After individual appraisals have been completed, training and development needs will be reviewed at College level, so that they may be prioritised. 9. The process is rooted firmly within the University College's overall strategy; is objectives based and provides for individual, Departmental and College development within this context. 10. Appraisal is mandatory for all APTC and supervisory staff. 11. At the end of each appraisal round the Head of Department will meet with the appraisers in the Department to consider any broader issues that have arisen. 12. The operation of the scheme across the University College will be reviewed at least every two years by the Principal, Senior Management (i.e., Vice-Principal and Assistant Vice-Principal) and Corporate Planning Team in consultation with the University College s Trade Union Forum. (1.5) SUMMARY OF THE OPERATING PROCEDURE 1. Although the appraisal meeting will take place on an annual basis, the appraisal needs to be seen as part of a continuing process of communication and departmental and College development. This means that appraisal cannot be treated as an isolated event. 2. The Principal is responsible for establishing the structure for supporting appraisal and for ensuring the completion of the process within the timetable outlined on the first page of the appraisal form. 3. Consistency in the application of the principles of appraisal will be achieved through monitoring by the Principal. 4. After individual appraisals have been completed, personal development plans will be reviewed at College level, so that training and development needs may be prioritised. These will be incorporated into the Staff Development Operational Plan. Page 6 of 12

7 (2) ROLES AND RESPONSIBILITIES IN THE APPRAISAL PROCESS (2.1) THE HEAD OF DEPARTMENT The Head of Department is responsible for: 1. Creating the structure to support appraisal in the Department. 2. Nominating appraisers within the Department. As a general rule the maximum number of staff to be appraised by one person will be eight. However, it may not always be possible to adhere to this guideline. 3. Ensuring consistency and fairness in the application of appraisal principles across the Department. 4. Producing an overall summary of development and training needs within the Department as part of the Operational Planning process. A template will be provided to assist with consistency of reporting across the University College 5. Ensuring that staff development and training needs are forwarded to the Vice- Principal responsibility for Staff Development and the related budget. 6. Ensuring that appraisers are briefed on overall University College Corporate and Operational Plan. 7. Ensuring appraisals take place annually. 8. Ensuring that equality of opportunity is applied. 9. Monitoring the implementation of action plans agreed between appraisers and members of staff. 10. Ensuring that appraisal records are stored centrally in the Human Resources Department in the interests of confidentiality. (2.2) THE COUNTERSIGNING OFFICER The countersigning officer will ensure that: 1. There is a relationship between objective setting for the individual, the University College s Corporate and Operational Plan. 2. All processes have been followed by the appraisers, as required. Page 7 of 12

8 The Head of Human Resources will be the countersigning officer for all staff, with the exception of those for whom s/he acts as appraiser. The Vice-Principal will act as countersigning officer in those instances. (2.3) THE APPRAISER Appraisers are nominated by the Head of Department and will normally be the member of staff s line manager. Heads of Departments will be appraised by the Principal or an appropriate member of the Senior Management Team. It is a requirement that all those nominated as appraisers should receive full training on the appraisal system and how to operate it. The appraiser is responsible for: 1. Initiating the appraisal process. 2. Keeping agreed targets for performance, professional and personal development under review throughout the year and convening any necessary informal follow up discussions with the appraisee. 3. Ensuring that all the documentation is complete, and is forwarded to the Human Resources Department for record keeping/safekeeping. 4. Agreeing objectives for the appraisee 2. (This will be in consultation with the line manager if the appraiser is not the line manager). 5. Ensuring that the objectives set are compatible with the member of staff s role/job description and reasonable in respect of workload, timescales and resources. 6. Encouraging the appraisee to consider appropriate staff development activities and take up such opportunities as can be offered. 7. Ensuring that equality of opportunity is applied There is provision for a choice of appraiser should a member of staff, for good reason and in exceptional circumstances, feel unhappy with the nominated appraiser or feel that an alternative individual would be more appropriate. In these circumstances it is recommended that an alternative be agreed by discussion with the Head of Department or, if necessary, in consultation with the Human Resources Department. 2 Section 6 sets out the Appeal Process if objectives cannot be agreed or if agreement is not reached on the content of the appraisal record. Page 8 of 12

9 (2.4) THE APPRAISEE The appraisee is responsible for: 1. Preparing in advance of the appraisal including considering progress against targets and development needs 2. Completion of the appraisal self- assessment form at least 5 working days in advance of the meeting and providing this to the line manager. 3. Contributing to an exchange of views 4. Contributing to the identification of potential learning and development needs in discussion with the appraiser. 5. Agreeing reasonable targets with the appraiser. (2.5) THE MEDIATOR (if one is required) Any disagreement between the appraiser and appraisee should be resolved informally in the first instance between the two parties. If agreement cannot be reached following an informal meeting, there will be a meeting between the appraisee, appraiser and a mediator which will normally be a senior manager from another department (nominated, following consultation with the appraisee and appraiser, by the HR team), and with a Trade Union Representative if requested. The disagreement should be resolved with reference to factual records e.g. documents, diaries etc. where appropriate, in keeping with the evidence based approach which underpins the appraisal process. A resolution must be reached at this stage. If agreement cannot be reached between the appraisee and appraiser, the mediator will then have the final say on the matter that is, this individual will make a final decision on what information is to be included in the record of evidence. Should the appraisee remain dissatisfied, s/he may avail of the appeal process as set out in Section 6 of this document. (3) ACCESS TO AND STORAGE OF DOCUMENTS A copy of the completed Appraisal Form will be provided to the employee by the line manager. Approved documents may be accessed by: 1. The Principal 2. The relevant Senior Manager or Head of Department 3. Human Resources staff. Page 9 of 12

10 Records of all appraisals will be held by the Human Resources Department. Records will normally be kept for six years and destroyed thereafter. (4) SPECIAL CIRCUMSTANCES (4.1) ABSENCE DUE TO ILL HEALTH During review this should be taken into account in terms of what could have been realistically achieved within the reduced time-frame. A note should be made on the form to record either the modification to the objectives or an explanation of the underachievement or overachievement. (4.2) NEW STAFF If a member of staff has less than 6 months service, the Head of Department should wait until the start of the next appraisal cycle before assigning an appraiser. (4.3) TEMPORARY PROMOTION If the period of promotion is for more than six months, the appraisal should be carried out within the more senior role, if less, then the member of staff should be appraised within his/her substantive role. In such cases, flexibility in determining the appraisal date may be required. This will be determined on a case by case basis in consultation with the appraiser and appraisee. (4.4) SUBSTANTIAL PERIODS OF LEAVE (E.G., MATERNITY/PATERNITY LEAVE, ADOPTIVE LEAVE, CAREER BREAK) In such cases, flexibility in determining the appraisal date may be required. This will be determined on a case by case basis in consultation with the appraiser and appraise. (4.5) APPRAISER ON A SUBSTANTIAL PERIOD OF LEAVE/ NEW APPRAISER If an appraiser is on a substantial period of leave (such as career break, maternity or adoptive leave, etc.), staff normally appraised by that individual should be assigned to another appraiser. The onus is on the Head of Department to ensure that an alternative appraiser is nominated and that the appraisal takes place. (4.6) MEMBERS OF STAFF WITH A DISABILITY The individual has a duty to make the line manager/appraiser aware of any disability which have work related implications. Ideally this should happen as soon as the employee becomes aware of the impact of the disability on their work. This does not need to wait until an appraisal meeting. Page 10 of 12

11 Appraisal is an opportunity for a manager and staff member to discuss the context of the staff member s job. Appraisers should ensure that all reasonable adjustments have been made to facilitate the needs of those members of staff with disabilities. (5) OUTCOME OF APPRAISAL (5.1) In most cases the outcome of appraisal will be a satisfactory one with the agreement of a set of new objectives for the incoming cycle and an agreed statement about the achievements of the previous one. (5.2) On a few occasions, agreement may not be achieved and may result in the need for arbitration with the input of the countersigning officer, and an appeal process is also available. (6) APPEALING AN OUTCOME The objective of all appraisal discussions is to achieve agreement on what is recorded on Part B of the appraisal form, taking into consideration the viewpoint of both appraiser and appraisee, and the appraisal meeting should emphasise this principle throughout. However, in the unlikely event that agreement cannot be reached on what should be recorded, appraiser and appraisee should seek the help of the countersigning officer who will arbitrate between them. After this stage if the appraisee still feels unhappy, he/she may seek to appeal the outcome. (6.1) THE PROCEDURE FOR APPEAL Any steps under this procedure shall be taken promptly unless there is a good reason for delay (e.g., ill health precluding attendance at a meeting). Time limits in this appeal process will be extended if it is reasonable to do so. 1. The countersigning officer records his/her views and shares the document with the appraisee. 2. The appraisee contacts Human Resources to initiate the appeal process and submits in writing their view on the matter/s in dispute. This notice of appeal must be lodged within ten working days of the appraisee receiving the appraiser s written record of the appraisal and set out the reasons for appeal. 3. The Human Resources Department will convene the meeting of an appraisal appeals panel comprising: A manager, normally of at least the same level/grade as the appraiser, but not from the Department in dispute, An independent Chair Person who will normally be the Vice-Principal or Assistant Vice-Principal. The Head of Human Resources or Human Resources Officer Page 11 of 12

12 The appeal meeting will normally take place within ten working days of receipt of notice of appeal. All written information submitted about the matter in dispute must be disclosed to both the appraiser and appraisee in advance of the meeting. The appraisee is entitled to be accompanied by a fellow College employee or trade union representative to accompany her/him to such a meeting. The appraisee must take all reasonable steps to attend any appeal meeting arranged under this procedure. If the appraisee or the work colleague or trade union representative cannot attend at the time specified for a meeting, the employee must inform the Human Resources Department immediately, and the College will make reasonable efforts to arrange an alternative time, normally within 5 working days. If the employee fails to attend a meeting, in the absence of reasonable grounds, the appeal will be heard in his/her absence, and the panel will decide on the matter based on the information available to them. The panel will review all the documents, hear representations from: the appraisee; the appraiser and, the countersigning officer and will reach and record a decision, the outcome of which will be final. (6) LINKS TO OTHER UNIVERSITY COLLEGE PROCESSES AND PROCEDURES The appraisal meeting is not the forum in which to pursue disciplinary matters. These should be dealt with within the normal management processes and disciplinary procedures. Equally, the appraisal process is not the forum for employees to pursue grievances. These should be addressed within the informal and formal routes available, e.g., raising issues informally with the manager at the time they arise, or using the grievance procedure. The appraiser and appraisee should ensure that any duties or targets identified are appropriate in view of the salary grading of the role. If there is any uncertainity, the HR department can check, using the HERA (Higher Education Role Analysis) scheme that the proposed actions are grade appropriate. Training needs identified will be addressed in accordance with the Staff Development Policy and Procedures. Page 12 of 12

DISPUTE RESOLUTION GRIEVANCE PROCEDURE FOR TEACHING & SUPPORT STAFF IN SCHOOLS

DISPUTE RESOLUTION GRIEVANCE PROCEDURE FOR TEACHING & SUPPORT STAFF IN SCHOOLS DISPUTE RESOLUTION GRIEVANCE PROCEDURE FOR TEACHING & SUPPORT STAFF IN SCHOOLS PLEASE NOTE: This document replaces the previous Grievance and Dignity at Work Policies and Procedures. 1. INTRODUCTION It

More information

Grievance Policy. 1. Policy Statement

Grievance Policy. 1. Policy Statement Grievance Policy 1. Policy Statement The University is keen to provide a positive and supportive working environment for all of its employees, and as such will take every step to resolve issues in the

More information

Performance Management Development System (PMDS) for all Staff at NUI Galway

Performance Management Development System (PMDS) for all Staff at NUI Galway Performance Management Development System (PMDS) for all Staff at NUI Galway PMDS.doc 1 1. Introduction The Performance and Development Review System (PMDS) for NUI Galway has its foundation in Sustaining

More information

Thurrock Council. Managing Sickness Absence Policy

Thurrock Council. Managing Sickness Absence Policy Thurrock Council Managing Sickness Absence Policy Contents Page 1. Introduction 5 2 Purpose 5 3. Scope 6 4. Key Responsibilities 6 Employees Managers Human Resources 5. Reporting Sickness Absence 7 Reporting

More information

Ratified by: Fully ratified via committee 2008

Ratified by: Fully ratified via committee 2008 Reference: Author & Title: Responsible Director: Performance Review and Development Policy Andy Catterall HR Director HRD Review Date: March 2015 Ratified by: Fully ratified via committee 2008 Date Ratified:

More information

APPRAISAL POLICY 1. BACKGROUND

APPRAISAL POLICY 1. BACKGROUND APPRAISAL POLICY 1. BACKGROUND 1.1 Appraisals are part of performance management. Within the School appraisal is about motivating and developing employees and supporting them in performing their roles

More information

Redundancy & Redeployment Policy. Transformation & Human Resources

Redundancy & Redeployment Policy. Transformation & Human Resources Redundancy & Redeployment Policy Transformation & Human Resources Issued by HR Policy Team Effective from REDUNDANCY AND REDEPLOYMENT POLICY 1 General Principles Purpose 1.1 The purpose of the policy is

More information

CONTENTS. What is long term sickness? Page 2. Keeping in Contact during Absence Page 2. Medical Certificates Page 2

CONTENTS. What is long term sickness? Page 2. Keeping in Contact during Absence Page 2. Medical Certificates Page 2 CONTENTS What is long term sickness? Page 2 Keeping in Contact during Absence Page 2 Medical Certificates Page 2 The Role of the Occupational Health Service Page 2 Access to Health Records Act (1990) Page

More information

Disciplinary Policy and Procedure

Disciplinary Policy and Procedure Disciplinary Policy and Procedure Policy The success of the University is dependent on its most important resource, its staff. It is therefore vital that all employees are encouraged to work to the best

More information

Performance Management in the Scottish Government Main bargaining unit

Performance Management in the Scottish Government Main bargaining unit Performance Management Performance Management in the Scottish Government Main bargaining unit Performance Management is a process which brings together many of the elements which go to make up the successful

More information

ATTENDANCE AGREEMENT NATIONAL AGREEMENT BETWEEN ROYAL MAIL AND THE CWU

ATTENDANCE AGREEMENT NATIONAL AGREEMENT BETWEEN ROYAL MAIL AND THE CWU ATTENDANCE AGREEMENT NATIONAL AGREEMENT BETWEEN ROYAL MAIL AND THE CWU THE AGREEMENT 1. INTRODUCTION 2. APPROACH TO INDIVIDUALS 3. RETURN TO WORK DISCUSSIONS 4. UNSATISFACTORY ATTENDANCE PATTERN 5. STAGES

More information

Fairness at Work (Grievance Policy & Procedure)

Fairness at Work (Grievance Policy & Procedure) Fairness at Work (Grievance Policy & Procedure) Publication Scheme Y/N Department of Origin Policy Holder Author Related Documents Can be Published on Force Website HR Operations Head of HR Operations

More information

PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010

PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010 PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010 1 PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME INDEX Page Introduction 3 PPDP Cycle 4 Performance planning meeting 5 Performance planning

More information

BUCKINGHAMSHIRE COUNTY COUNCIL SCHOOLS GRIEVANCE POLICY AND PROCEDURE

BUCKINGHAMSHIRE COUNTY COUNCIL SCHOOLS GRIEVANCE POLICY AND PROCEDURE BUCKINGHAMSHIRE COUNTY COUNCIL SCHOOLS GRIEVANCE POLICY AND PROCEDURE Version 2 Page 1 of 16 Revised June 2012 BUCKINGHAMSHIRE COUNTY COUNCIL GRIEVANCE POLICY AND PROCEDURE FOR SCHOOLS 1. Introduction

More information

Staff Performance Review Policy and Procedure

Staff Performance Review Policy and Procedure Staff Performance Review Policy and Procedure Policy/Document Approval Body: Governance Board Date Created: 26 October 2012 Policy Custodian: Policy Contact: File Location: Location on EIT website: Review

More information

HEADLANDS PRIMARY SCHOOL GRIEVANCE POLICY

HEADLANDS PRIMARY SCHOOL GRIEVANCE POLICY HEADLANDS PRIMARY SCHOOL GRIEVANCE POLICY GRIEVANCE POLICY Persons Responsible: Headteacher, Personnel Governors. Review Date: May 2014 Distribution: Web Page: Governors and staff. www.headlandsprimary.co.uk

More information

SUPPORT STAFF DISCIPLINARY AND DISMISSAL PROCEDURE

SUPPORT STAFF DISCIPLINARY AND DISMISSAL PROCEDURE SUPPORT STAFF DISCIPLINARY AND DISMISSAL PROCEDURE SUPPORT STAFF DISCIPLINARY AND DISMISSAL PROCEDURE 1. INTRODUCTION 1.1 The Procedure has been established to help and encourage members of staff to achieve

More information

Birkbeck, University of London. Student Complaints Policy and Procedure

Birkbeck, University of London. Student Complaints Policy and Procedure Birkbeck, University of London Student Complaints Policy and Procedure Introduction 1. Birkbeck College is committed to giving to you the best student experience possible. However, there may be times when

More information

WORCESTERSHIRE MENTAL HEALTH PARTNERSHIP NHS TRUST GATEWAY POLICY

WORCESTERSHIRE MENTAL HEALTH PARTNERSHIP NHS TRUST GATEWAY POLICY WORCESTERSHIRE MENTAL HEALTH PARTNERSHIP NHS TRUST GATEWAY POLICY This policy should be read in conjunction with Worcestershire Mental Health Partnership NHS Trust Policy Data Unique Identifier: HR015

More information

DISCIPLINARY POLICY AND PROCEDURE

DISCIPLINARY POLICY AND PROCEDURE DISCIPLINARY POLICY AND PROCEDURE Content Policy statement 1. Principles 2. Standards 3. Disciplinary procedure 4. Investigation

More information

EMPLOYMENT SECURITY AND REDUNDANCY POLICY

EMPLOYMENT SECURITY AND REDUNDANCY POLICY BD 3/2009/103 EMPLOYMENT SECURITY AND REDUNDANCY POLICY Created: September 2009 Page 1 of 12 Contents 1. Introduction and purpose of the policy page 3 2. Measures to preserve employment security page 3

More information

Managing Absence Procedure

Managing Absence Procedure Managing Absence Procedure Human Resources 1 Introduction 1.1 The University is committed to maintaining the health, safety and wellbeing of its most important asset its workforce, and will seek to adopt

More information

Managing Change HR Policy and Procedures

Managing Change HR Policy and Procedures Managing Change HR Policy and Procedures Incorporating changes following the review process in September 2012 Issued October 2012 2 Contents Page 1. Scope 3 2. Managing Organisational Change Key Principles

More information

POLICY AND PROCEDURE

POLICY AND PROCEDURE SICKNESS ABSENCE MANAGEMENT POLICY AND PROCEDURE 2 Version History Version Status Author Date Comments 1 Initial Draft AGH 23/04/13 Initial draft for discussion 2 Amended AGH 11/11/13 Amended following

More information

SECONDMENT POLICY. Reviewer: Grampian Area Partnership Forum. Signature Signature Signature. Review date:

SECONDMENT POLICY. Reviewer: Grampian Area Partnership Forum. Signature Signature Signature. Review date: SECONDMENT POLICY Co-ordinator: Reviewer: Approver: Director of HR and Strategic Change Grampian Area Partnership Forum Grampian Area Partnership Forum Signature Signature Signature Identifier: NHSG/POL/07/HR

More information

Sickness Absence Management Policy and Procedure

Sickness Absence Management Policy and Procedure Sickness Absence Management Policy and Procedure September 2012 SICKNESS ABSENCE MANAGEMENT & POLICY & PROCEDURE POLICY STATEMENT 1. Purpose and Core Principles 1.1 Leeds Metropolitan University aims to

More information

Grading and Re-Grading Processes and Principles

Grading and Re-Grading Processes and Principles Grading and Re-Grading Processes and Principles 1. Introduction 1.1 Scope This document sets out the procedures which will apply to the grading of new jobs and the re-grading of existing jobs with effect

More information

Workforce Performance Management Policy and Procedure

Workforce Performance Management Policy and Procedure Workforce Performance Management Policy and Procedure Workforce Performance Management Policy and Procedure Page: Page 1 of 19 Recommended by Approved by Executive Management Team Workforce Committee Approval

More information

ROYAL HOLLOWAY University of London. DISCIPLINARY POLICY AND PROCEDURE (for all staff other than academic teaching staff)

ROYAL HOLLOWAY University of London. DISCIPLINARY POLICY AND PROCEDURE (for all staff other than academic teaching staff) APPROVED BY COUNCIL September 2002 ROYAL HOLLOWAY University of London DISCIPLINARY POLICY AND PROCEDURE (for all staff other than academic teaching staff) Disciplinary Policy and Procedure September 2002

More information

NEWMAN UNIVERSITY DISCIPLINARY POLICY AND PROCEDURE

NEWMAN UNIVERSITY DISCIPLINARY POLICY AND PROCEDURE 1. Scope and Purpose NEWMAN UNIVERSITY DISCIPLINARY POLICY AND PROCEDURE 1.1 Newman University [hereafter referred to as the University] recognises disciplinary rules and procedures are necessary for the

More information

Procedure for Managing Sickness Absence and Promoting Attendance for Teachers and Associated Professionals

Procedure for Managing Sickness Absence and Promoting Attendance for Teachers and Associated Professionals 1 Procedure for Managing Sickness Absence and Promoting Attendance for Teachers and Associated Professionals December 2013 2 Contents Pages Introduction and Dundee City Council Corporate Policy 3-4 Absence

More information

PERFORMANCE MANAGEMENT POLICY

PERFORMANCE MANAGEMENT POLICY PERFORMANCE MANAGEMENT POLICY Updated July 2010 2007 1 CONTENTS Page 1 Purpose 3 2 Scope of the policy 3 Policy Framework 4 Roles and Responsibilities 5 Introduction to performance management in HelpAge

More information

Sickness Absence Management Policy and Procedure

Sickness Absence Management Policy and Procedure Sickness Absence Management Policy and Procedure February 2014 SICKNESS ABSENCE MANAGEMENT AND POLICY AND PROCEDURE POLICY STATEMENT 1. Purpose and Core Principles 1.1. Leeds Beckett University aims to

More information

SOLIHULL METROPOLITAN BOROUGH COUNCIL. Sickness Absence Management

SOLIHULL METROPOLITAN BOROUGH COUNCIL. Sickness Absence Management SOLIHULL METROPOLITAN BOROUGH COUNCIL Sickness Absence Management 1 SICKNESS ABSENCE MANAGEMENT What does this procedure cover? Page 1. Introduction 3 2. Scope of Policy 3 3. Policy Statement 3 4. Principles

More information

Consulted with: Ormiston Academies Trust, ASCL, ATL, GMB, NAHT, NASUWT, NUT, Unison and Unite.

Consulted with: Ormiston Academies Trust, ASCL, ATL, GMB, NAHT, NASUWT, NUT, Unison and Unite. Policy name: Managing teacher performance - Appraisal procedure Date consulted on: September 2014 Date for review: August 2015 Author: Ormiston Academies Trust - HR department Consulted with: Ormiston

More information

Employee Performance Management Policy and Procedure

Employee Performance Management Policy and Procedure Employee Performance Management Policy and Procedure Document Control Document Ref: HREPM001 Date Created: Sept 2007 Version: 1.4 Date Modified: April 2015 Revision due Author: Jane Milone Sign & Date:

More information

SICKNESS ABSENCE MANAGEMENT PROCEDURE. With effect from xxxxxx

SICKNESS ABSENCE MANAGEMENT PROCEDURE. With effect from xxxxxx SICKNESS ABSENCE MANAGEMENT PROCEDURE With effect from xxxxxx Purpose The purpose of this policy is to provide guidelines on how to manage and support staff through absence due to ill health. When is this

More information

Performance and Development Review and Pay Progression Policy

Performance and Development Review and Pay Progression Policy Performance and Development Review and Pay Progression Policy To receive this document in large print, Braille, audio or a language other than English, please contact the Corporate Diversity Team on 01375

More information

SIR THOMAS RICH S Staff Sickness Absence Policy

SIR THOMAS RICH S Staff Sickness Absence Policy 1 SIR THOMAS RICH S Staff Sickness Absence Policy Date reviewed: October 2014 Status: Responsibility: The School s senior management team (SMT) draws up the school s Staff Sickness Absence Policy. It is

More information

Wiltshire Council Human Resources. Improving Work Performance Policy and Procedure

Wiltshire Council Human Resources. Improving Work Performance Policy and Procedure Wiltshire Council Human Resources Improving Work Performance Policy and Procedure This policy can be made available in other languages and formats such as large print and audio on request. What is it?

More information

Restructure, Redeployment and Redundancy

Restructure, Redeployment and Redundancy Restructure, Redeployment and Redundancy Purpose and Scope From time to time the Lake District National Park Authority will need to reorganise its services and staffing to meet changes that arise in future

More information

Riccall Pre-school Staff Disciplinary Procedure

Riccall Pre-school Staff Disciplinary Procedure Riccall Pre-school Staff Disciplinary Procedure Staff Management and Development It is important that staff are managed well from the beginning, to benefit the setting as a whole and the staff themselves.

More information

PROCEDURE FOR MANAGING SICKNESS ABSENCE

PROCEDURE FOR MANAGING SICKNESS ABSENCE PROCEDURE FOR MANAGING SICKNESS ABSENCE ORKNEY ISLAND S COUNCIL PROCEDURE FOR MANAGING SICKNESS ABSENCE 1 INTRODUCTION The Council s procedure on the management of sickness absence is outlined below. The

More information

Tasmania Prison Service Department of Justice. Performance Management Policy and Framework

Tasmania Prison Service Department of Justice. Performance Management Policy and Framework Tasmania Prison Service Department of Justice Performance Management Policy and Framework January 2014 1 Authorised by: Position of authorising person: Brian Edwards Director, Tasmania Prison Service Date

More information

Human Resources CAPABILITY POLICY & PROCEDURE. September 2012 Updated June 2015. 1 of 18

Human Resources CAPABILITY POLICY & PROCEDURE. September 2012 Updated June 2015. 1 of 18 Human Resources CAPABILITY POLICY & PROCEDURE September 2012 Updated June 2015 1 of 18 1. Purpose and Scope The procedures set out in this document apply to all University staff and aim to: Demonstrate

More information

Disciplinary Procedure

Disciplinary Procedure Disciplinary Procedure Human Resources 1 Introduction The University is committed to supporting its staff in carrying out their responsibilities within an environment which encourages productive, safe

More information

STAFF SICKNESS MANAGEMENT POLICY MAY

STAFF SICKNESS MANAGEMENT POLICY MAY STAFF SICKNESS MANAGEMENT POLICY MAY 2015 Harington School Rutland office@haringtonschool..com www.haringtonschool.com CONTENTS 1 PURPOSE OF THE POLICY AND PROCEDURE... 3 2 MANAGEMENT RESPONSIBILITIES...

More information

DISCIPLINARY POLICY. 1. Introduction. 2. Structured support. 3. Formal action process 3.1. Investigations. 4. Notes of the Hearing and Investigation

DISCIPLINARY POLICY. 1. Introduction. 2. Structured support. 3. Formal action process 3.1. Investigations. 4. Notes of the Hearing and Investigation HUMAN RESOURCES DISCIPLINARY POLICY 1. Introduction 2. Structured support 3. Formal action process 3.1. Investigations 4. Notes of the Hearing and Investigation 5. Suspension 6. Grievance 7. Convening

More information

Staff Sickness and Absence Policy Kelsey Primary School

Staff Sickness and Absence Policy Kelsey Primary School Introduction This document outlines the procedure and policy for the operational management of staff sickness and absence in Kelsey Primary School. Linked Policies This policy should be read in conjunction

More information

Performance Management Policy. Version No 3.1

Performance Management Policy. Version No 3.1 Plymouth Community Healthcare CIC Performance Management Policy Version No 3.1 Notice to staff using a paper copy of this guidance The policies and procedures page of PCH Intranet holds the most recent

More information

Managing poor performance policy and procedure

Managing poor performance policy and procedure Managing poor performance policy and procedure Final Draft - 1-27 October 2006 1 Introduction At the Information Commissioner s Office (ICO), we expect all employees to achieve a satisfactory level of

More information

DISCIPLINARY POLICY AND PROCEDURE

DISCIPLINARY POLICY AND PROCEDURE DISCIPLINARY POLICY AND PROCEDURE Date of Publication: April 2013 Agreed by: Vice Chancellor s Executive March 2013 Page 1 of 13 Policy 1.0 Introduction The purpose of the disciplinary policy and procedure

More information

DISCIPLINE (Ordinance Policy)

DISCIPLINE (Ordinance Policy) UNIVERSITY OF LEICESTER ORDINANCE DISCIPLINE (Ordinance Policy) For use in: For use by: Owner All Divisions/Schools/Departments/Colleges of the University All University employees Staffing Policy Committee

More information

LSE Internal Audit procedures (to be read in conjunction with the attached flowchart)

LSE Internal Audit procedures (to be read in conjunction with the attached flowchart) LSE Internal Audit procedures (to be read in conjunction with the attached flowchart) Audit activity is governed by the HEFCE Code of Audit Practice. 1. Determining audit activity a) Audits will be conducted

More information

Attendance Management Policy 1

Attendance Management Policy 1 Scope: All Staff Effective Date: Aug 2009 Responsible Dept: Human Resources Equality Impact Assessment: Completed April 2012 Last updated by/date: May 2012 Next review date: May 2015 Associated links &

More information

Heads of Schools: Appointment Process and Job Description

Heads of Schools: Appointment Process and Job Description Heads of Schools: Appointment Process and Job Description I. Procedure for the Appointment of Heads of Schools The appointment, rather than the nomination, of Heads of Colleges was a sine qua non of the

More information

University of the Arts London. Complaints Procedures. Introduction

University of the Arts London. Complaints Procedures. Introduction University of the Arts London Complaints Procedures Introduction 1. The University has clear procedures for dealing with student complaints which form part of its quality assurance system and reflect current

More information

Policy C11 Staff Disciplinary Policy and Procedure

Policy C11 Staff Disciplinary Policy and Procedure Policy C11 Staff Disciplinary Policy and Procedure Providing a Clear Framework to Help Promote Good Employment Relations Disciplinary rules and procedures provide guidance to employees on the standards

More information

Capability Procedure: Managing Poor Performance

Capability Procedure: Managing Poor Performance Capability Procedure: Managing Poor Performance This policy/apd supersedes: New Policy Name and title of author Christine White Human Resources Advisor Date written/revised September 2007 Approved by (Committee/Group)

More information

SOUTHERN EDUCATION AND LIBRARY BOARD MANAGING ATTENDANCE AT WORK. Staff in Grant Aided Schools with Fully Delegated Budgets

SOUTHERN EDUCATION AND LIBRARY BOARD MANAGING ATTENDANCE AT WORK. Staff in Grant Aided Schools with Fully Delegated Budgets SOUTHERN EDUCATION AND LIBRARY BOARD MANAGING ATTENDANCE AT WORK Staff in Grant Aided Schools with Fully Delegated Budgets POLICY STATEMENT The Southern Education and Library Board is committed to promoting

More information

Effective Management of Sickness Absence Procedure

Effective Management of Sickness Absence Procedure Effective Management of Sickness Absence Procedure 1. Introduction 1.1. This procedure is intended to be read in conjunction with the Managing Sickness Absence Policy and Code of Practice. 1.2. The University

More information

Elm Park Primary School. Managing Staff Sickness Policy

Elm Park Primary School. Managing Staff Sickness Policy Elm Park Primary School Enriching, Learning, Motivating Managing Staff Sickness Policy Written/reviewed by (SGC model policy 2009) Debbie Williams Start Date January 2012 Review Date January 2014 Headteacher

More information

Health & Wellbeing Framework. Absence Management Policy

Health & Wellbeing Framework. Absence Management Policy Health & Wellbeing Framework Absence Management Policy 1 Introduction This Policy is part of the Health & Wellbeing Framework which is made up of a number of elements which together encompass all formal

More information

Absence Management Policy

Absence Management Policy Absence Management Policy 1. Policy Statement The University is committed to developing a working environment and working practices which help maintain and improve the health of our employees. As such,

More information

POSTS OF ASSISTANT PRINCIPAL AND SPECIAL DUTIES TEACHERS IN VOLUNTARY SECONDARY SCHOOLS

POSTS OF ASSISTANT PRINCIPAL AND SPECIAL DUTIES TEACHERS IN VOLUNTARY SECONDARY SCHOOLS Circular 05/98 Circular 5/98 To: Authorities of Secondary Schools Revised In-School Management Structures in Secondary School Further to Circular 3 /98, the Minister for Education and Science hereby authorises

More information

Attendance management Policy

Attendance management Policy Attendance management Policy Policy summary West Yorkshire Police supports police officers and police staff, absent from work due to sickness and will treat them with compassion and respect. This policy

More information

Appendix S ATTENDANCE MANAGEMENT POLICY

Appendix S ATTENDANCE MANAGEMENT POLICY Appendix S ATTENDANCE MANAGEMENT POLICY This Policy sets out the Council's expectations of both managers and employees in the management of attendance at work, particularly with regard to sickness absence.

More information

Harbour School. Performance Management Policy. Version: 2.01. Learning & Achieving Together

Harbour School. Performance Management Policy. Version: 2.01. Learning & Achieving Together Harbour School Learning & Achieving Together Performance Management Policy Version: 2.01 Date Released: 28 th November 2012 1 Please note: This is a model policy for the effective appraisal staff in schools

More information

Disciplinary Policy and Procedure

Disciplinary Policy and Procedure Disciplinary Policy and Procedure Providing a Clear Framework to Help Promote Good Employment Relations Disciplinary rules and procedures provide guidance to employees on the standards and conduct expected

More information

LOCAL DISCIPLINARY PROCEDURE

LOCAL DISCIPLINARY PROCEDURE LOCAL DISCIPLINARY PROCEDURE 1 2 LOCAL DISCIPLINARY PROCEDURE 1. Introduction... 4 2. Aims and objectives... 4 3. The procedure... 4 4. Officers responsible for taking disciplinary action are as follows...

More information

Grievance Policy and Procedure

Grievance Policy and Procedure Grievance Policy and Procedure Page 1 Grievance Policy and Procedure Policy ref no: HR012-14 Author (inc job Judith Champion, Senior HR Business Partner title) Date Approved May 2014 Approved by Quality

More information

Job planning, appraisal and revalidation

Job planning, appraisal and revalidation BMA Medical Academic Staff Committee Job planning, appraisal and revalidation Integrated job planning A job plan is a detailed description of the duties and responsibilities of a doctor and of the supporting

More information

University Appraisal Scheme

University Appraisal Scheme University Appraisal Scheme 1. Policy Statement 1.1 Cardiff University recognises the need to develop all staff to allow them to meet their full potential and make a valued contribution to the institution

More information

Appraisal Policy and Proceedure for Support Staff

Appraisal Policy and Proceedure for Support Staff Appraisal Policy and Proceedure for Support Staff 2014-15 MISSION STATEMENT At St. Patrick s school we will provide excellence in education inspired by the practice of our Catholic Faith. We will make

More information

Human Resources and Data Protection

Human Resources and Data Protection Human Resources and Data Protection Contents 1. Policy Statement... 1 2. Scope... 2 3. What is personal data?... 2 4. Processing data... 3 5. The eight principles of the Data Protection Act... 4 6. Council

More information

Information Sheet 9: Supervising your Staff

Information Sheet 9: Supervising your Staff Shaw Trust Direct Payments Support Services Information Sheet 9: Supervising your Staff Sheet Outline: Conducting an Appraisal interview Discipline and Grievances Outcome: To increase awareness of the

More information

Human Resources ATTENDANCE MANAGEMENT POLICY AND PROCEDURE. Agreed June 2013

Human Resources ATTENDANCE MANAGEMENT POLICY AND PROCEDURE. Agreed June 2013 Human Resources ATTENDANCE MANAGEMENT POLICY AND PROCEDURE Agreed June 2013 To be reviewed 2015 Contents Page 1. Scope and Policy 3 2. Accountability 3 3. Learner Involvement 3 4. Process 4.1 Rules for

More information

NORTH CAROLINA WESLEYAN COLLEGE POLICY ON GENDER DISCRIMINATION AND SEXUAL HARASSMENT

NORTH CAROLINA WESLEYAN COLLEGE POLICY ON GENDER DISCRIMINATION AND SEXUAL HARASSMENT NORTH CAROLINA WESLEYAN COLLEGE POLICY ON GENDER DISCRIMINATION AND SEXUAL HARASSMENT It is the policy of North Carolina Wesleyan college that unlawful gender discrimination in any form, including sexual

More information

Chapter 2: Salaries and Grading

Chapter 2: Salaries and Grading Chapter 2: Salaries and Grading 2.1 How and when you get paid 2.1.1 Unless otherwise stated you will be paid monthly on the 27th of each month. Where the 27th falls on a weekend or a bank holiday you will

More information

Work-related stress risk assessment guidance

Work-related stress risk assessment guidance Safety and Health Services Work-related stress risk assessment guidance Document control information Published document name: stress-ra-gn Date issued: Version: 5.0 Previous review dates: Next review date:

More information

APPRAISAL POLICY. Policy description:

APPRAISAL POLICY. Policy description: APPRAISAL POLICY Policy description: Craven College s appraisal scheme aims to enhance the quality of service provided by the College by promoting the individual professional and personal development of

More information

MANAGING ATTENDANCE PROCEDURE (SICKNESS) (All Staff) September 2013

MANAGING ATTENDANCE PROCEDURE (SICKNESS) (All Staff) September 2013 MANAGING ATTENDANCE PROCEDURE (SICKNESS) (All Staff) September 2013 The Academy Board of Washwood Heath Academy adopted this procedure on 8 October 2013 and it will be reviewed on annually Washwood Heath

More information

QAHC Feedback and Conflict Management Policy and Procedures

QAHC Feedback and Conflict Management Policy and Procedures QAHC Feedback and Conflict Management Policy and Procedures Prepared By Erica Waters Consulting June 2000 Revised & Endorsed October 2000 Revised by QAHC September 2007 Policy Statement The Queensland

More information

Mendip Edge Federation

Mendip Edge Federation Mendip Edge Federation Fairlands Middle School POLICY FOR APPRAISING TEACHER PERFORMANCE Contents PURPOSE... 2 APPLICATION OF THE APPRAISAL POLICY... 2 THE APPRAISAL PERIOD... 2 SETTING OBJECTIVES... 3

More information

JOB DESCRIPTION. Regional Human Resources Manager (RHRM) Department/Region/Section: Human Resources Based at North Region, Leeds RHQ

JOB DESCRIPTION. Regional Human Resources Manager (RHRM) Department/Region/Section: Human Resources Based at North Region, Leeds RHQ A JOB DESCRIPTION Job Title: Regional Human Resources Manager (RHRM) Division: Human Resources Department/Region/Section: Human Resources Location: Based at North Region, Leeds RHQ Reports to: Head of

More information

TEACHER CAPABILITY POLICY Guidelines and Procedural Document

TEACHER CAPABILITY POLICY Guidelines and Procedural Document Human Resources Manual for Schools TEACHER CAPABILITY POLICY Guidelines and Procedural Document 1. Purpose This policy applies only to teachers or head teachers about whose performance there are concerns

More information

C3 Attendance Management Policy

C3 Attendance Management Policy C3 Attendance Management Policy 1. Policy 1.1. Barnet Council is committed to improving the health, wellbeing and attendance of its employees. The Council values the contribution its employees make, so

More information

Attendance Management Policy and Procedures

Attendance Management Policy and Procedures Attendance Management Policy and Procedures Attendance Management Policy..2 The Short Term Attendance Management Procedure...10 Explanation of Terms Used.13 The Stages of the Short Term Procedure.16 Introduction

More information

CAREY OLSEN STARTING POINT EMPLOYMENT LAW GUIDES: PERFORMANCE MANAGEMENT

CAREY OLSEN STARTING POINT EMPLOYMENT LAW GUIDES: PERFORMANCE MANAGEMENT CAREY OLSEN STARTING POINT EMPLOYMENT LAW GUIDES: PERFORMANCE MANAGEMENT MARCH 2014 EMPLOYMENT, PENSIONS & INCENTIVES W W W.C A R E YO L S E N.C O M B R I T I S H V I RG I N I S L A N D S C AY M A N I

More information

Policy for the Appraisal of School Staff

Policy for the Appraisal of School Staff Please note: This is a model policy for the effective appraisal staff in schools or academies. This is a model policy that has been developed in partnership between key advisors from SPS and KCC s Education,

More information

MANAGING ATTENDANCE POLICY

MANAGING ATTENDANCE POLICY 1 The Royal Liberty School Where boys are ambitious, where boys succeed MANAGING ATTENDANCE POLICY Reviewed by: Finance and Personnel Committee Review Date: June 2015 Next Review: June 2016 2 CONTENTS

More information

Leadership - Managing Performance HOW TO GUIDE. for Academic & Support Staff with Leadership / Management Roles

Leadership - Managing Performance HOW TO GUIDE. for Academic & Support Staff with Leadership / Management Roles Leadership - Managing Performance HOW TO GUIDE for Academic & Support Staff with Leadership / Management Roles Introduction The purpose of the How To Guide 2 Why managing performance is important for those

More information

The post holder will be guided by general polices and regulations, but will need to establish the way in which these should be interpreted.

The post holder will be guided by general polices and regulations, but will need to establish the way in which these should be interpreted. JOB DESCRIPTION Job Title: Membership and Events Manager Band: 7 Hours: 37.5 Location: Elms, Tatchbury Mount Accountable to: Head of Strategic Relationship Management 1. MAIN PURPOSE OF JOB The post holder

More information

NATIONAL INSTITUTE FOR HEALTH AND CLINICAL EXCELLENCE SPECIAL HEALTH AUTHORITY

NATIONAL INSTITUTE FOR HEALTH AND CLINICAL EXCELLENCE SPECIAL HEALTH AUTHORITY NATIONAL INSTITUTE FOR HEALTH AND CLINICAL EXCELLENCE SPECIAL HEALTH AUTHORITY Performance Management Policy and Procedure 16 March 2006 TABLE OF CONTENTS Page 1 Introduction 3 2 Ongoing performance management

More information

STATE HOSPITAL QUALITY PROCEDURES MANUAL

STATE HOSPITAL QUALITY PROCEDURES MANUAL APPROVED BY: PAGE: Page 1 of 8 1.0 Purpose To define a complaints procedure which is as transparent, fair and impartial as possible to all users and providers of the services undertaken by the State Hospital.

More information

MANAGING SICKNESS ABSENCE PROCEDURE

MANAGING SICKNESS ABSENCE PROCEDURE MANAGING SICKNESS ABSENCE PROCEDURE MANAGING SICKNESS ABSENCE CONTENTS PAGE OVERALL CONTEXT 2 OUTLINE OF PROCEDURE SHORT TERM SICKNESS- 4 (1.0) FIRST FORMAL STAGE 4 (3.0) STAGE 2 6 (4.0) STAGE 3 7 (5.0)

More information

CAPABILITY POLICY. Date Impact Assessed: Version No: 1 No of pages: 20. Capability Policy Version 1 Page 1

CAPABILITY POLICY. Date Impact Assessed: Version No: 1 No of pages: 20. Capability Policy Version 1 Page 1 CAPABILITY POLICY Date Impact Assessed: Version No: 1 No of pages: 20 Date of issue: Distribution: Date of next review: Published: Page 1 Page 2 Page 3 CONTENTS 1 Introduction 5 2 Scope 5 3 Policy Statement

More information

Human Resources Directorate. Appraisal Policy

Human Resources Directorate. Appraisal Policy Human Resources Directorate Appraisal Policy The University of Hull appraisal 1. This document outlines the policy of the University on the appraisal of all employees. 2. The University is fully committed

More information

The Folkestone School for Girls Policy on Performance Management

The Folkestone School for Girls Policy on Performance Management The Folkestone School for Girls Policy on Performance Management 1. Introduction - Purpose of the Policy We are committed to continually improve the quality of teaching and learning for all our students

More information

Compassion Courage Hope Integrity Justice Respect Responsibility - Wisdom. Herne Bay Junior School. Appraisal Policy. Policy Agreed: Sept 2015

Compassion Courage Hope Integrity Justice Respect Responsibility - Wisdom. Herne Bay Junior School. Appraisal Policy. Policy Agreed: Sept 2015 Compassion Courage Hope Integrity Justice Respect Responsibility - Wisdom Herne Bay Junior School Appraisal Policy Policy Agreed: Sept 2015 Review Date: Sept 2016 1 1 Introduction Purpose of the Policy

More information