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updated on 30 September 2020
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Know how to present anonymous staff pay and appraisal reports to your governing board, and download our templates to help you prepare this information.

Presenting pay recommendations in light of coronavirus

Conversations with your governors about pay recommendations may be a little different this year. That's because you're reporting on performance and making your pay recommendations following a period of school closure.

You can still expect your governors to scrutinise your judgements by asking you about:

  • How pay recommendations are linked to performance
  • What evidence you're using to make your decisions (and how robust this evidence is)
  • What support you're providing for those staff who you aren't recommending for progression, or who didn't meet their objectives
  • How you know you're being fair and consistent in your pay and progression decisions

However, you'll likely be asked to provide more detail than normal. This is so that governors can feel confident about the school's approach to pay and performance management in light of:

  • A shorter appraisal period
  • Less evidence to support judgements
  • The impact of coronavirus on individual circumstances

Make sure pay and appraisal reports are anonymous

Your governing board will expect you to present them with some of your staff's appraisal information and pay recommendation – you'll usually present this to the relevant committee, such as the pay committee. 

These reports should be anonymous – this is to make sure governors don't learn the salary details of individual members of staff.

The committee will then either approve or reject your pay recommendations on the basis of the anonymised reports it has looked at.

How many reports should you present governors?

This'll depend on the size of your school:

  • In a small primary school the pay committee might only view 1 report
  • In a secondary school the committee may see a sample of 3 or 4

How to ensure anonymity

  • You could anonymise the documents created by line managers when they conduct individual staff members' performance management, according to Vicky Redding, one of our associate education experts. Scroll down to download our template for presenting anonymised appraisal information for individual staff members
  • If you think it'll be difficult to maintain anonymity, for example if you're in a small school where it would be easy to identify individual teachers, carefully consider whether the information your governors are requesting is essential. A representative from the Association of School and College Leaders (ASCL) told us this

What to include in reports

Your reports should be detailed enough, but not violate confidentiality

It's your job to give the governing board "the information it needs to do its job well," and "provide whatever management information the board requires to monitor different aspects of life in the school throughout the year".

This is outlined in the governance handbook (page 22).

Your board might request specific information in appraisal reports, but your reports should generally include:

  • Pay recommendations
  • An overview of staff pay and progression across your school – see below to download our whole-school template, which will help you compile this

Don't include:

  • Performance objectives set for all staff. However, governors could ask for anonymised examples of objectives that have been set for the next year, which may help them to quality assure the appraisal process

If the purpose of the report is to allow governors to approve pay decisions, it may be appropriate for the report to show only those employees who are eligible for a pay rise. However, governors could request more information, such as the percentage of staff eligible for a pay rise and an explanatory overview of why staff were not eligible for pay increases.

Vicky Redding told us this.

Download our appraisal templates

Individual staff members

Download our template to present anonymised appraisal information about individual staff members to governors. 

It has sections for:

  • The staff member's assessment against objectives
  • Comments on the staff member's assessment
  • The staff member's assessment against relevant standards
  • A recommendation for pay progression, if applicable, and the reasons for the decision

One of our associate experts, Jeremy Bird, helped us to produce this template.

Whole-school template

Use this to input pay and performance data for all staff, or for groups on different pay ranges – the data you enter will automatically be displayed in a graph opposite. Present this information to your governors if they've requested to see it. 

We've included 1 completed example of pay and performance data, for the leadership group pay range, for you to look at.

You can:

  • Move between the templates for different groups by clicking on the tabs at the bottom of the document
  • Adapt the template by changing the headings on the data table and chart

One of our associate education experts, Terry Gillard, helped us to produce this template. 

Role of the governing board

The role your governing board plays in pay and performance management will depend on whether you're a maintained school or an academy. 

If you're an academy, check your trust's pay policy to understand what your governors are expected to do. 

If you're in a maintained school, your governors are responsible for:

  • Reviewing and approving your school's teacher pay policy
  • Making sure your school's approach to appraisal is robust, and doesn't impact on workload
  • Making sure your approach to appraisal is objective and can be applied consistently
  • Considering and approving recommendations about performance-related pay progression
  • Monitoring the outcomes of pay decisions
  • Monitoring the impact of pay decisions on the school budget
  • Checking that your pay and performance management processes are fair

This is outlined on pages 9-10 of the School teachers' pay and conditions document (STPCD).

Governors are also responsible for monitoring staff performance. They'll do this by asking you questions about:

  • The school's development and reward arrangements
  • Compliance with the STPCD
  • How you're planning to make sure the school continues to have the right staff
  • CPD

See the Governance handbook (pages 19 and 20).

For more information on the statutory appraisal duties of boards in maintained schools, see pages 79 to 81 of the governance handbook (academies can determine their own appraisal process).

Further reading

 

Sources

Vicky Redding is a governance trainer and consultant. She provides training, advice and support on effective school governance.

Jeremy Bird has extensive experience of primary headship. He has also worked with local authorities and published guidance for new and aspiring headteachers and senior leaders.

Terry Gillard is an experienced school business manager who has worked in several primary schools.

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