Ayr College. Staff Development: Standing Priorities Lecturing Staff

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1 APPENDIX 1 Ayr College All staff members will have equal treatment in matters relating to development regardless of age, ethnicity, gender, marital status, disability, sexual orientation, religion and belief. Opportunities are available to all to develop their potential (including gaining of appropriate qualifications), to continue their professional development and to develop new skills relevant to their role. Staff Development: Standing Priorities Lecturing Staff Teaching Qualifications It is preferred that teaching staff are appropriately qualified and where necessary will undertake teaching qualifications soon after commencing work with the College. Staff will normally be expected to complete the PDA qualification(s) before embarking on the TQFE. Only in exceptional circumstances, agreed by the Workforce Planning and Development Manager and the Director of Human Resources, will a direct route into TQFE be considered. All new teaching staff, irrespective of teaching qualifications already gained, will be expected to undertake a programme of Academic Induction within the first year of teaching. Following Academic Induction all lecturing staff without formal teaching qualifications will then commence studies towards the PDA. Lecturing staff will then, on the recommendation of their Curriculum Manager, and on approval by Senior Management, commence TQFE studies after completing the relevant PDA qualification/s. If any member of staff undertakes to selffund the TQFE, he/she must inform the Workforce Planning and Development Manager in writing, requesting mentoring/assistance. (It is unlikely that the University will accept applications without an agreement from the College to provide this support). The following summary details the main teaching qualifications which are supported via the Staff Development budget, and to whom these qualifications could apply. Admission to Teaching Qualification (Further Education) (TQFE) 1 Lecturing staff who have the relevant entry qualifications set by the awarding body and are recommended by their Curriculum Manager. 2 The member of staff could be expected to complete the Professional Development Award Advanced Diploma: Teaching in Further Education: An Introduction and/or Advanced Diploma: Teaching in Further Education. Admission to the Advanced Diploma: Teaching in Further Education: An Introduction 1 Lecturing staff on the recommendation of their Curriculum Manager. Admission to the Advanced Diploma: Teaching in Further Education: 1 Lecturing staff who have completed successfully the Professional Development Award Advanced Diploma: Teaching in Further Education: An Introduction. Admission to L&D 11 (formerly V1 or D34) 1 Lecturing staff who are Curriculum Leaders and/or who internally verify, or aspire to verify and who do not hold a recognised teaching qualification (TQFE/TQSE), but who have completed L&D 9DI and L&D 9D (A1 and A2 or D32 and D33).

2 Admission to L&D 9DI (formerly A1 or D32) and L&D 9D (formerly A2 or D33) 1 Lecturing staff. 2 Lecturing staff who require the Assessor Units because of SVQ involvement. Staff Development: Standing Priorities Support Staff Admission to SVQ: SGA: HNC/D: Degree, etc Given the range and variation of support staff roles, in some cases a specific needs assessment may be required to confirm the most appropriate method of development. Staff Development: Standing Priorities All Staff All staff are entitled to take free of charge College evening classes where this is booked in advance via the Workforce Planning and Development Manager and this does not disrupt their normal duties. Failure to book in advance will result in the employee being charged the standard course fees. Additionally, except in circumstances authorised by the Director of Human Resources, if an individual does not complete the course or leaves College employment prior to completion, the standard course fees will be charged. Staff are personally responsible for purchasing any course materials. All staff will have the opportunity of attending external conferences, workshops, seminars (etc) where this is appropriate to the development of their work role. Professional, Degree, Postgraduate or Masters Awards As appropriate, the College will commit to pay tuition fees and relevant preauthorised costs for the minimal duration of a part-time, distance or online learning Professional, Degree, Postgraduate or Masters Award. The award must be gained from an acceptable institution, and be relevant to the role of the individual within the College. In most cases, the award should take no more than 3 academic years to complete. Staff interested in studying at this level will submit their request to the Workforce Planning and Development Manager who will discuss the request and seek approval from the Director of Human Resources. Leaving Ayr College: Repayment Arrangements The College recognises that the gaining of qualifications has benefit to the individual and the College. As a result, except in circumstances authorised by the Director of Human Resources, staff who leave the employment of Ayr College during their course, or within 18 months of completion of the course, will be required to repay all or part of the fees to the College. Such repayment arrangements typically apply to relevant professional qualifications, Degree level study, Postgraduate Qualifications, Masters level qualifications and evening class provision, as detailed previously. The Workforce Development and Development Manager will confirm if this applies as part of the staff development request process.

3 The level of repayment is as follows: Staff member leaves Ayr College during the course: Staff member leaves Ayr College within 6 months of course completion: Staff member leaves Ayr College within 12 months of course completion: Staff member leaves Ayr College within 18 months of course completion: Will be required to repay 100% of the fees processed/committed. Will be required to repay 75% of the fees. Will be required to repay 50% of the fees. Will be required to repay 25% of the fees.

4 Ayr College APPENDIX 2 Staff Development Procedures 1 No recording pro-forma or record keeping mechanisms other than those described and/or attached should be used for staff development purposes. 2 Each member of staff must be made aware of their Line Manager with staff development responsibility. 3 It is the responsibility of each member of staff to keep their CPD Development Log up-to-date. (See Attachment 1). 4 Every discrete staff development activity should be recorded separately on the CPD Development Log. 5 Each member of staff should pass a completed copy of their CPD Development Log to their Line Manager by the end of June each year. 6 Each member of staff should pass a completed copy of their CPD Development Log to the Workforce Planning and Development Manager by the end of June each year for the purpose of analysis. 7 Members of staff should complete a Staff Development Activity Request Form and submit to their Line Manager for ALL staff development activities requested. (See Attachment 2). 8 Line Managers should submit this form to the Workforce Planning and Development Manager for approval. 9 All activities should be recorded, especially those incurring a cost to the College (including staff time). 10 Although staff may have completed an Evaluation Form for any course/event/workshop attended, a College Evaluation Form should be completed as soon as possible after the event and returned to the Workforce Planning and Development Manager. (See Attachment 3). 11 Staff should be advised of these records and their rights of access under the Data Protection Act. 12 Members of staff with six months continuous service are entitled to a staff development and career review interview. 13 Staff should receive a private and confidential SD&CR interview at least once every year. If any member of staff requests an interim review the Line Manager should facilitate this. A checklist for the SD&CR Interview is available. (See Attachment 4). 14 The Line Manager should issue a SD&CR document to staff approximately 2 weeks before the review. The front page and pages 1-5 should be completed by the member of staff and the whole document returned to the Line Manager one week before the review interview. (See Attachment 5).

5 15 Achievable targets should be set and, if possible, planned to span the time period between SDCR interviews. These should be entered on page 6 of the SD&CR document. The Line Manager and the member of staff should sign this. This information should then be entered on the CPD Planning Log (See Attachment 6) to include any support needs. The Line Manager and the member of staff should sign this. A copy will be given to the staff member as soon as possible after the Review. Where possible targets should be SMART (See Attachment 7). 16 Line Managers should be aware of their duty of care and concern to their staff and, to this end, review formally and in some detail during the interview, workload and factors which could affect progress. The aim of this is to attempt to resolve any concerns as far as possible. Specific targets to resolve these, if appropriate, should be entered on the CPD Planning Log. 17 All electronic and paper records relating to staff development should be retained by the department during the period of employment of the member of staff. 18 A copy of the CPD Planning Log should be sent to the Workforce Planning and Development Manager who will keep a permanent record on a data file. 19 Line Managers and individuals are encouraged to participate in the Return to Industry programme, and should complete an Application Form (See Attachment 8). The viability of this request will then be examined and a decision returned to the manager and individual as soon as possible thereafter. 20 If any member of staff participates in the Return to Industry programme he/she must complete the Evaluation Form (See Attachment 9). 21 A copy of the Evaluation Form should be given to the Line Manager and another copy to the Workforce Planning and Development Manager. 22 On completion of the SDCR interview Line Managers should ensure that a copy of the SDCR questionnaire is given to the member of staff concerned (See Attachment 10). The completed questionnaire should then be returned to the Workforce Planning and Development Manager.

6 Ayr College APPENDIX 3 Statutory Right to Request Time Off to Train 1. Introduction Ayr College recognises the statutory right of employees to request time off to undertake training that they believe will improve their performance and that of the College. Ayr College is committed to providing development opportunities for employees and already has a Staff Development Policy in place, detailing the procedure employees should use to request training and development activities. Employees will be expected to continue to apply for time off to undertake training in accordance with the arrangements set out in the Staff Development Policy (Appendix 2). It is anticipated therefore that an employee making a statutory request for time off to undertake training will only consider doing so if their application made under the Staff Development Policy is refused. 2. Scope This process applies to all employees who have worked for the College continuously for at least 26 weeks on the date the request is made. Employees can only make one request for time-off to train in any twelve month period. 3. Training employees can request Employees can make requests to undertake any training which they believe will improve their effectiveness and the performance of the College. This can include accredited programmes leading to a recognised qualification or shorter unaccredited programmes helping to develop specific skills. 4. Payment for training Employees do not have the right to be paid for the time spent training and the College does not have to pay for the training the employee wishes to attend. 5. Making a request Any statutory request for time off to train must be made, in writing, to the Workforce Development and Development Manager, at least 40 working days before the date that the time off to train is due to commence. Requests should be made in the standard Statutory Request for Time Off to Train Form (See Attachment 11). 6. Timescales for Considering a Request Within 20 working days of receiving a valid request, following discussion with and approval of the relevant manager/s, the Workforce Planning and Development Manager will either: approve the request on the basis of the information set out on the request form and notify the employee of their decision; or arrange to meet with the employee to discuss their request in more detail, and notify the employee of their decision within 10 working days of this meeting. If the Workforce Planning and Development Manager is absent from work on the day the application is received, the period within which the request must be considered is

7 automatically extended. A 20 working day extension period begins on the day that the Workforce Planning and Development Manager returns to work. The timescales for holding meetings and reaching decisions can be extended by agreement with the employee making the request. If the Workforce Planning and Development Manager has received a valid request but needs additional information to be able to consider the request, the employee will be asked to provide the additional information. If the employee refuses to provide additional information, their request will be considered withdrawn. 7. Meeting an Employee to Consider their Request The employee has the right to be accompanied by a colleague or trade union representative at the meeting to consider their request for time off to train. 8. Outcome of Considering a Request Within the timescales set out above, the employee will be notified in writing of the outcome of their request. The outcome will be one of the following: the request has been approved; the request has been approved in part; the request has been refused A request for time off to train can be refused for one or more of the following reasons: the proposed study or training would not improve the employee s effectiveness in their employment; the proposed study or training would not improve the performance of the College; the burden or additional costs would be too great; the proposed study or training would have a detrimental affect on the College s ability to meet customer demand; the College would be unable to reorganise work among existing staff; the College would be unable to recruit additional staff; the proposed study or training would have a detrimental impact on quality; the proposed study or training would have a detrimental impact on performance; there would be insufficient work during the periods that the employee proposed to work; there are planned structural changes during the proposed study or training period. 9. Appeal The employee will have the right to appeal if their request for time off to train is refused or part of their request is refused. The appeal must be submitted in writing, to the Human Resources Department within 10 working days of the date of issue of the letter confirming the outcome of their request. The employee must clearly set out their grounds for making the appeal. The Human Resources Department will appoint an appropriate member of the Senior Management Team to hear the appeal within 10 working days of receipt of appeal letter. The appeal meeting will take the same format as the original meeting with the employee having the right to be accompanied by a colleague or trade union representative.

8 Once the appeal process has been completed, the decision of the College must be taken as final. Employees are not permitted to repeat the application within 12 months from the date of the decision.

9 ATTACHMENT 1 CPD DEVELOPMENT LOG Date What CPD Activity Did I Undertake? What Did I Learn From This? How Will I Use This Learning? Do I Need To Take Any Further Action? Hours Recorded Name:. Signature: Date. Line Manager:.. Signature: Date:

10 ATTACHMENT 2 STAFF DEVELOPMENT ACTIVITY REQUEST FORM Date of Request: Activity/Course: Date(s) of Activity: Cost (if known): Person Requesting Activity/Course: Reason for Request: How Does this Link with Strategic/ Operational Plans Endorsement of Line Manager/Director: Date: Approved by WPDM: Date:

11 ATTACHMENT 3 STAFF DEVELOPMENT ACTIVITY EVALUATION FORM Name:.. Section:... Date of Activity:. Activity Title:. Please help us to keep our Staff Development Activities relevant and useful by carefully completing this form. The form should be returned to the Workforce Planning and Development Manager as soon as possible after the completion of the activity. Reply anonymously if you wish. All replies are treated confidentially. Please reply to the questions by ticking the box or adding your comments. GRADING ACTIVITY CONTENT POOR FAIR GOOD VERY GOOD EXCELLENT VENUE/FACILITIES ORGANISATION OVERHEADS/EVENT MATERIALS QUALITY OF PRESENTATION OVERALL ASSESSMENT

12 What did you think of the activity duration? TOO SHORT JUST RIGHT TOO LONG How was your overall understanding of the subject matters improved by the activity? Didn t learn anything Fairly informative Good information Really valuable Essential knowledge gained SPECIFIC ACTIVITY COMMENTS: What part(s) of the activity needed more time?.. What part(s) of the activity were most useful?.. What part(s) of the activity needed less time?.. Is there anything you think was missed?. ANY OTHER COMMENTS (Please use space below).

13 ATTACHMENT 4 You can use this checklist for each Staff Development Review. STAFF DEVELOPMENT & CAREER REVIEW Checklist for Discussions Skills 1 Be prepared Establish the 2 right atmosphere 3 Follow a Pattern 4 Encourage honest discussion 5 Decide action A B C D A B C A B C D E A B C D A B C Basic Rules Be familiar with the Post Holders Past History Study Relevant Documents Appropriate Seating Arrangements No Disturbance Ice Breaker/conversation unrelated to interview Outline the objectives and structure of the interview Emphasise that the interview is a joint discussion Listen and Provide Feedback Use the structure of the form to guide the discussion Investigate specific Examples Assist Postholder to Identify Problem Areas Give Recognition for a job well done Reviewer should always control the situation Discuss Results, Targets, Difficulties, and Ambitions Adopt a Constructive Approach Identify Training and Development Needs where appropriate Obtain Commitment to agreed tasks and objectives Employee/Reviewer should be as objective as possible Employee motivated to maintain/improve performance

14 ATTACHMENT 5 CONFIDENTIAL Staff Development & Career Review NAME: POSITION: DEPARTMENT: DATE COMPLETED: REVIEW PERIOD:

15 CONFIDENTIAL SECTION A LOOKING BACK TO BE COMPLETED BEFORE THE DISCUSSION The purpose of self assessment is to prepare you for your performance and development review. It should encourage you to assess your performance at work and to think about your training and development needs, and the future direction of your job and career. Please summarise the main tasks you have performed over the assessment period, highlighting your successes and achievements. Comments from Member of Staff: Line Manager s Comments: Please summarise any shortfalls or disappointments in achievement with reasons. Comments from Member of Staff: Line Manager s Comments:

16 CONFIDENTIAL Working Relationships - please comment upon the effectiveness of relationships with the person to whom you report, your ability to work with others within your team and department, and your major clients. Comments from Member of Staff: Line Manager s Comments: What suggestions do you have for ways in which the organisation of work in your department/section could be improved? Comments from Member of Staff: Line Manager s Comments:

17 CONFIDENTIAL What are your career objectives for the coming year? Comments from Member of Staff: Line Manager s Comments:

18 CONFIDENTIAL SECTION B JOB FACTORS TO BE COMPLETED BEFORE THE DISCUSSION This section allows for a review of your performance by discussing specific job factors. From this discussion, any development activity that is identified should be transferred to your CPD Planning Log. Please provide specific examples for each factor. Note: Not all performance factors will apply to all jobs, only complete where relevant. VOLUME AND QUALITY OF WORK Please comment on the volume, accuracy and presentation of your work compared to requirements. Comments from Member of Staff: Line Manager s Comments: KNOWLEDGE OF JOB Please consider your understanding of job procedures, equipment and methods, responsibilities and scope of duties. Comments from Member of Staff: Line Manager s Comments:

19 ORGANISATIONAL SKILLS Please consider your time management/ability to prioritise and manage workload. Comments from Member of Staff: CONFIDENTIAL Line Manager s Comments: COMMUNICATION SKILLS Please consider your verbal and/or written communication skills. Comments from Member of Staff: Line Manager s Comments: STAFF DEVELOPMENT FOR LINE MANAGERS ONLY Please consider how you plan, monitor and develop your staff. Line Manager s Comments

20 CONFIDENTIAL SECTION C CONTINUING PROFESSIONAL DEVELOPMENT TO BE COMPLETED BEFORE THE DISCUSSION AND SIGNED BY YOUR MANAGER AT THE DISCUSSION Please ensure that you take your completed CPD Log along to your SDCR and that you have counted and documented completed CPD hours. MANAGER Have you read and signed the CPD Log for your member of staff? Yes No (Tick as appropriate) If Yes please ensure that a copy is sent to the Workforce Planning and Development Manager along with a copy of the Objectives. If No please ensure that these are completed by your member of staff and reviewed by you as soon as possible after the review, signed and sent to the Workforce Planning and Development Manager. Please remember that your staff should participate in a minimum of 6 days CPD per annum (full-time) pro rata for part-time. It is, therefore, imperative that you discuss CPD activity and progress towards this annual requirement. SECTION D LOOKING FORWARD TO BE COMPLETED AT THE DISCUSSION Please detail Objectives for the coming year. (These should meet personal, operational and strategic objectives). Objectives should meet SMART criteria, i.e. be Specific - define exactly what is required Measurable - ensure a means of measurement Achievable - be realistic about what can be achieved Realistic - aim to get a result Timed - include a date for completion Objective Target Date

21 CONFIDENTIAL Any Other Comments? REVIEW DATES Date for Next Review We agree that this form represents a true record of the Staff Development & Career Review, and that all personal objectives and development needs resulting from this discussion have been mutually agreed. NAME (Please Print) (Manager) Signed: (Manager) Date: NAME (Please Print) (Member of Staff) Signed: (Member of Staff) Date:

22 ATTACHMENT 6 CPD PLANNING LOG What Do I Need/Want to Learn? What CPD Activity Will Support This? What Do I Hope To Achieve? What Is The Agreed Completion Date? Name:. Signature: Date. Line Manager:.. Signature: Date:

23 ATTACHMENT 7 SMART OBJECTIVES Specific Expressing results in the terms you want to achieve, not in terms of activities needed to achieve them, ie outputs, not inputs. Avoid ambiguity. Measurable Define objectives in measurable terms. Clearly state the performance measures. Make them as quantifiable and specific as possible, ie time, quality, quantity and cost. Achievable An individual should have the opportunity to discuss the objective rather than simply have it imposed. However, once there has been an appropriate degree of discussion, Interviewers have the right to prescribe objectives that are achievable to meet the needs of the College. Realistic and Relevant Objectives should be relevant in light of the needs of the College, but must be realistic to the capability of the employee. The objectives should be stretching but fair. Employees doing the same job may have different objectives depending on specific skills and expertise. Timely A date by which the objective should be achieved, interim milestones and review points if the overall timescale is long should be included.

24 Return to Industry Programme Application Form The College wishes to encourage you to gain practical experience (up to five days) working in an external environment that will help to keep you up-to-date in your profession. In order to find suitable placements satisfactory to you, the host organisation, and the College, some information is needed to start this process rolling forward. ATTACHMENT 8 Question Answer Please enter your name and section. Which industry, organisation or person, do you want to work with? Where is the host located? (Please consider local placements first). Why have you chosen this placement? When do you want to visit your host organisation? (A suitable time may be when you are in College but students are not) How long do you consider it necessary to work with your host? (This could be over 5 consecutive days or 5 days spread over a period of weeks). What is your estimates of the total cost to the College of this placement? (Consider travel, subsistence, and your section s extra costs). What benefits will this placement bring to you and the College? (New contacts, more experience, opportunities for students, improved skills, and so on). When completed please return this form to your Line Manager, with a copy to the Workforce Planning and Development Manager.

25 ATTACHMENT 9 Return to Industry Programme Evaluation Form Having completed your Return to Industry programme, it would be beneficial to your Section and to the College if you completed the Evaluation Form below. Name.. Section Name of Host Organisation Dates of programme Question Answer 1 Did this return to work benefit you? Yes No (Tick as appropriate) 2 Explain the reasons for your answer. 3 Do you think that the return to work has been beneficial for the College? 4 Explain the reasons for your answer. Yes No (Tick as appropriate) 5 Do you think that the return to work has been beneficial for your students? 6 Explain the reasons for your answer. Yes No (Tick as appropriate) 7 Use the space opposite to make any other comments. When completed please return this form to your Line Manager, with a copy to the Workforce Planning and Development Manager.

26 ATTACHMENT 10 Staff Development and Career Review Questionnaire Please complete this anonymous questionnaire following the signed agreement of your Staff Development and Career Review CPD Planning Log and send it in confidence to the Workforce Planning and Development Manager for analysis. The analysis will inform improvement of the Staff Development process at Ayr College. SECTION: 1 Did your current Staff Development and Career Review take place within the Academic Year following the previous review? YES NO If NO, in what year did the last one take place: 2 To what extent do you feel that your Staff Development and Career Review enabled you to discuss meaningfully your role (please circle ONE) To a Large Extent To Some Extent To a Small Extent 3 To what extent do you feel that the objectives set should, if achieved, enable you to have a more fulfilling role and/or help clarify your role within Ayr College (please circle ONE): To a Large Extent To Some Extent To a Small Extent 4 Was the experience of your Staff Development and Career Review a positive one (please circle ONE): Very Much So To Some Extent Not Much At All If you want to make further comment, please do so: Please send in confidence to the Workforce Planning and Development Manager.

27 ATTACHMENT 11 STATUTORY REQUEST FOR TIME OFF TO TRAIN (This request is submitted under Section 63D of the Employment Rights Act 1996) Name of employee Department Detail of proposed training or study Time off requested for proposed training or study (dates & duration) Where the proposed training or study would take place Who would provide or supervise the proposed training or study Cost of proposed training or study How the proposed training or study would improve your effectiveness or the effectiveness of the College Signed: Date: Please submit this form to the Workforce Planning and Development Manager For WPDM use only Date application received: Date of discussion with manager: Date of meeting with employee: (if applicable) Outcome of request: APPROVED / REFUSED