Skip to content ↓

King's Cliffe Endowed Primary School

Growing a Love for Learning

Pay & Appraisal

Introduction

The Governing Body is responsible for setting and ensuring the effective operation of the Pay Policy. There are two main functions:

  1. To monitor the annual pattern of pay progression at each level having regard to:

  • the correlation between pay, quality of teaching and outcomes for pupils;

  • the expectation of differentiated pay;

  • the need to reward good performance and also to ensure underperformance is dealt with robustly.

  1. To ratify pay decisions for individual teachers as required by the Pay Policy, taking into account the recommendations contained on Performance Management Review Statements and to deal with Pay Appeals.

1. Monitoring

1.1 The Pay and Appraisal representatives should receive and review sample Performance Management (PM) objectives at the beginning of the annual PM cycle.

  • Samples should be anonymous where possible, but should still be provided even where it may be known to which individual they relate (eg there is only one teacher in a particular category). The samples need not include any personal development objectives.

  • The Pay and Appraisal representatives should have examples of objectives (where relevant) for:

    • Teachers on the Main Pay Range

    • Teachers on the Upper Pay Range

    • Teachers on the Leadership Scale

  • The Pay and Appraisal representatives may seek, where possible, to have examples of objectives for staff at the top and bottom of the main and upper pay ranges

1.1.1 The Pay Pay and Appraisal representatives should satisfy themselves that the objectives:

  • are sufficiently differentiated between the different pay ranges and where appropriate within pay ranges

  • relate to the priorities and plans of the school in terms of school improvement

  • are SMART objectives (specific, measurable, attainable, relevant, time-bound) and that there are clear success criteria.

1.1.2 It is not for the Pay and Appraisal representatives to set or revise objectives. Where there are concerns that the elements of 1.1.1 are not satisfied, the Pay and Appraisal representatives should discuss these concerns with the headteacher. Any revisions to PM objectives should be made by the PM Reviewer in discussion with the employee.

1.2 Mid-year monitoring

The Pay and Appraisal representatives should receive, mid-year, information about the overall performance of all teachers. The overall performance of teachers includes:

  • Progress against objectives

  • Performance against the teaching standards (including eg classroom observations)

  • Performance in the job role

  • Personal responsibility for Continuous Professional Development (CPD)

1.2.1 The information the Pay and Appraisal representatives receives at this stage need not be very detailed, but should give an indication, by pay level, of whether teachers are on track to meet overall performance expectations or are above or below this level. See Appendix A for sample format.

  • The information should again be anonymous (where possible) and should be an indication of the progress of teachers at different levels.

    1. The information should be examined and compared to information about the overall quality of teaching and pupil progress/attainment. Any disparity should be discussed with the headteacher. Any revisions to PM objectives should be made by the PM Reviewer in discussion with the employee.

    1. End of year monitoring

      1. The Pay and Appraisal representatives has a role in ratifying/making pay decisions at the end of each year for individual teachers and this is dealt with in Section 2. Alongside looking at individual decisions, the Pay and Appraisal representatives has a responsibility to monitor the overall picture of performance and pay progression each year to ensure consistency of pay decisions between teachers, and between pay decisions and overall school performance. It is recommended that the Pay and Appraisal representatives review the overall picture prior to making individual pay decisions. This moderation allows the Pay and Appraisal representatives to challenge any inconsistencies between the data and affords the headteacher the opportunity to review any pay recommendations, prior to consideration by the Pay and Appraisal representatives.

1.3.2 The Pay and Appraisal representatives should receive, at the end of the PM year, information about the overall performance of all teachers (as set out in 1.2 above) and any pay recommendations. See Appendix B for example format.

  • The information should again be anonymous (where possible) and should be an indication of the progress of teachers at different levels.

1.3.3 The information should be examined and compared to information about the overall quality of teaching and pupil progress/attainment and any disparity discussed with the headteacher.