Recruitment and Retention
of
KTP Associates
A Guide to Good Practice
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Contents
Background ............................................................................................................. 3
How to use this guide .............................................................................................. 3
Raising the profile of KTP with your students.......................................................... 5
Associate Recruitment Checklist ............................................................................. 6
Steps towards retaining your Associate .................................................................. 8
KTP Associate Recruitment Process .......................................................................... 9
Who is the KTP Associate?................................................................................... 10
How does recruitment work in your organisation? ................................................ 10
When can recruitment begin? ............................................................................... 11
The Recruitment Timetable ................................................................................... 11
Obtaining Approval to recruit................................................................................. 13
Associate Starting Salary ...................................................................................... 14
Job Description and Person Specification ............................................................. 15
Advertising for your Associate............................................................................... 18
Where to advertise ............................................................................................ 18
Collating applications and shortlisting ................................................................... 20
Planning and Holding Interviews ........................................................................... 20
The Interview Arrangements and Format .......................................................... 21
Calling interviews .............................................................................................. 22
Post-Interview Actions........................................................................................... 23
Back to Checklist .................................................................................................. 24
What happens of we don’t appoint? ...................................................................... 24
Associate induction ............................................................................................... 26
Introduction to KTP ............................................................................................ 26
KB Partner Induction ......................................................................................... 26
Company Induction ........................................................................................... 27
Steps towards retaining your Associate .................................................................... 29
Financial Incentives for Associates ....................................................................... 30
Increments and Cost of Living Rises ................................................................. 30
Bonuses ............................................................................................................ 30
Training and Development Incentives for Associates .......................................... 31
Training Package .............................................................................................. 31
Appraisals.......................................................................................................... 31
Mentoring .......................................................................................................... 31
Buddying ........................................................................................................... 32
KTP Associate networking .................................................................................... 33
Business Leader of Tomorrow Awards ................................................................. 33
What Happens if my Associate leaves early? ........................................................... 34
Where can I get help and advice? ............................................................................ 34
Appendix 1 - Example Job Description and Person specification ......................... 35
Appendix 2 – Example advertisements ................................................................ 39
Appendix 3 – KTP Set-Up Checklist ..................................................................... 41
Appendix 4 Example KTP Associate Induction pack ............................................ 43
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Background
Recruiting the right Associate is key to the success of each KTP. Arguably,
recruitment is the most difficult part of the KTP process and should be given as much
attention as possible in order to get it right. Many things lie outside the control of the
KTP Office – employment legislation, changes in government policy on non-EU
workers, British Students being subject to student loans and so on - but some
processes within institutions can be adapted to accommodate the needs of recruiting
to KTP posts.
In recent times the ease with which good Associates are appointed has changed
dramatically and many KTPs go through two or more rounds of recruitment only to
find that the calibre of candidates is not high or the Associate who is appointed
leaves early. KTP Sponsors have expressed concern about this and have sought
the help of the KTP Community to reduce the number of early finishes and maximise
the benefit of recruitment campaigns in attracting higher numbers of British and EU
candidates. This latter factor, in turn, reduces the delay in starting the project to the
benefit of UK Plc.
This Guide has been drawn up by Val Wooff on behalf of the KTP National Forum,
with input from KTP Managers around the country to:
1) Share best practice on recruitment and retention
2) Provide as comprehensive a checklist as possible to the stages involved in
recruitment
3) Consider how Associates can be encouraged to complete their projects
All KTP Teams have the same starting point, A, “We need to recruit an Associate”
and the same end result, B, “Associate in post” but the route to get from A to B
varies. What is common to all is a series of steps to get from A to B, some of which
will apply to everyone and some of which are optional dependent on institution.
The important thing is to know which steps are mandatory for your institution,
where KTP Office responsibilities stop and at what point, if any, you have to
hand over to someone else e.g. HR.
How to use this guide
The Guide is written, first and foremost, assuming that it will be read by KB staff who
are new to KTP and therefore covers the basics in some detail. For the more
experienced practitioner it may be a case of dipping in and out as a reminder about
the various tasks relating to recruiting and retaining your Associates.
The Guide expands on, but does not reproduce, guidance given in other materials
provided by AEA which are available from www.ktponline.org.uk
 The Supervisors’ Handbook (Managing Knowledge Transfer Partnerships)
 The KTP Guidebook for KTP Advisers and offices
 KTP Recruitment Advertising Guidelines
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The Guide is intended to be used electronically and therefore includes hyperlinks in
the contents to the various sections and to useful websites.
This guide is 55 pages long. Please do not print it out unless you feel you
really have to.
It starts with two checklists which also act as a navigation aid to this document:
 Recruitment of Associates
 Retention of Associates
The checklists are designed as aides memoire and should be used in conjunction
with the more detailed notes that follow. They are aimed at ensuring that no stone
remains unturned in the recruitment process and that retention good practice is
shared and implemented based on institutional and project need.
The Associate Recruitment Checklist can be used as a working document for each
project if printed out separately, with each task being “ticked off” as it happens. Feel
free to extract it from this document and amend it as appropriate for your own
context.
As the KTP Associate will become an employee of the Knowledge Base (KB) Partner
it is assumed throughout this document that the:
 KB Partner will be taking the lead on recruitment
 company partner is fully involved in the recruitment and selection process
 KTP Office takes advice from HR professionals and heeds institutional policies
and processes
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Raising the profile of KTP with your students
Generic advertising around the KB partner and via your careers service raises the
profile of KTP amongst the final year students and post graduates. If they don’t know
about KTP how can they look out for posts and apply?
There are promotional materials available for download in the Marketing area on
www.ktponline.org.uk and it is well worth exploring what is available. These include
posters, case studies, graduate brochures etc. Some of the materials are available
in hard copy too and can be ordered through NPL, see the portal for details.
What can you do when you have the materials?
 Poster campaigns around your academic departments, halls of residence,
college notice boards etc
 Careers fairs – either university specific or more regionally based, there will be
opportunities to take stand space or give a talk or similar
 Get to know your careers advisers – they can include mention of KTP during
one-to-one advice sessions or presentations to groups of students
 Many careers offices arrange a series of careers talks for employers - can you
get a slot?
 Other opportunities open to you will depend on your institution and budget.
The following routes have all been taken and there may be others
o screen saver adverts on the open-use computers,
o banner stand at graduation ceremonies,
o KTP insert in graduation packs and/or in the pre-graduation information
sent to graduands
o article in the alumni newsletter
o Web 2.0 – Twitter, Facebook and other social networking sites provide
more opportunities
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Associate Recruitment Checklist
This checklist could be come a working document for you. Feel free to extract it from
this document and amend it to suit your context.
Task
Completed
Recruitment timetable agreed with academic and company
teams
Obtaining approval to recruit
Grant Offer accepted
Collaboration agreement in place (where needed)
What do you need to gain internal approval? Some of the items
listed below will be necessary.
Associate Starting Salary
Salary calculations/options circulated
Starting salary agreed
Salary top up confirmation received from company (may be
included in collaboration agreement)
Job Description and Person Specification
Job description and person specification drafted
Job docs circulated for comment
Job docs finalised – include salary, job ref number, closing date
etc
Examples
Advertising for your Associate
Places to advertise agreed
Adverts drawn up
Adverts placed
Examples
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Collating applications and shortlisting
Shortlisting date agreed
Applications received
Applications checked
Shortlisting team copies sent
Shortlisting carried out
Shortlist agreed and list sent to interview caller
Planning and holding interviews
Interview Date agreed
Interview format agreed
Interview arrangements at company agreed
Interviews called
Interviews held
Post-Interview actions
References requested
Appointment confirmed
Start date set
Unsuccessful candidates informed
Paperwork returned to HR for contract issue
CRB and other relevant checks carried out
Sponsorship under the Points Based Immigration System
Associate induction
Introduction to KTP including Associate Registration on
www.ktponline.org.uk
KB Partner Induction
Company Induction
Example induction Pack (Salford University based on Queens
University Belfast pack)
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Steps towards retaining your Associate
Financial Incentives for Associates
Increments and Cost of living Rises
Salary review discussed at LMC
Increment agreed by LMC
Bonuses
Mid term
Completion
Training and Development Incentives for Associates
Training Package
Appraisals
Buddying – a more experienced KTP Associate “buddies” a
newer one
Mentoring
KTP Associate networking
Associate Forum
Regional Events Regional
Training Events .
Social events
Modules
Mailbases and social networking sites
Business Leader of Tomorrow Awards
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KTP Associate Recruitment Process
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Who is the KTP Associate?
Your KTP Associate is a relatively fresh graduate at any level (NVQ level 4 or
equivalent upto PhD) regardless of age. What we are looking for is someone who
can transfer up-to-date knowledge or technology to the company partner so anyone
who has graduated recently in a subject closely related to the project is a potential
candidate. However, degree discipline is not the only factor. The ability to acquire
business acumen is also important as your Associate will need to relate their project
directly to the competitiveness and profitability of the company partner.
How does recruitment work in your organisation?
If you don’t know, it is important to find out. There will be particular processes and
policies you will need to follow and it is vital that you understand these clearly before
you begin to recruit an Associate. Your HR department will advise.
In some institutions, particularly those new to KTP, there may be some standard
processes that need to be adapted. One example might be the make up of the
interview panel. It may not be usual to include an external (company partner) panel
member or have interviews off site or use a wider variety of selection techniques than
a single formal interview to recruit staff. Another example might be the requirement,
in some institutions, for a member of HR staff to attend interviews.
Do all of your staff involved in recruitment need to attend a training course before
they can even sit on an interview panel? If so, there will be recruitment and selection
courses available to you and your academic team. Check with your staff training and
development office.
Your HR department will be interested in attracting the best candidate for the post
and so should help you in achieving this aim. However, KTP posts are not standard
university positions and there may be something of an education job for you to do
with your HR Manager(s) on what KTP is, how it operates and why the posts are
different.
A little bit of imagination and flexibility on both sides will help you agree variances
from the institutional norm with your HR department will be worth the effort as will
compiling notes on the agreed procedure to ensure continuity after the person you
have negotiated it all with leaves.
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When can recruitment begin?
“As soon as possible” is the answer in an ideal world but it is worth checking what
your institution needs in place before any post can be advertised. This might include
receipt of the grant offer letter, signatures on an approval form, confirmation of salary
top-up, fully completed job specification and more.
Some experienced KTP Managers speed up the process and keep the company
engaged by agreeing the recruitment timetable, drafting job specifications and
agreeing salary etc prior to the offer letter being issued. This means that the
background work is already done by the time the offer letter arrives and the full
institutional administrative process begins.
The Recruitment Timetable
As of 1 October 2010 the six-month window to appoint stipulated in the Grant Offer
Letter is being strictly observed. This makes your timetable to recruit ever more
important.
Company expectations and timescales often differ from those within the KB Partner.
It is well worth remembering that recruitment can take a considerable length of time
so trying to adopt processes that shorten this period can help to manage
expectations. Treating recruitment as a mini-project often works well.
The Recruitment Timetable includes the following:
 drawing up the job specifications and person specification and receiving any
necessary approval to recruit including HERA/job evaluation if needed – this
could be started immediately after submitting the proposal as long as you are
confident that PAG will approve it.
 advertising your post
 closing date for applications
 date for shortlisting
 date for interviews, leaving enough time after shortlisting to allow candidates to
prepare (again shortlisting and interview dates can be pencilled into diaries
before the necessary approvals to advertise are obtained)
 Associate start date
Factors that might affect your timetable include:
 The time of year – you might want to advertise for longer at holiday periods or
at a time when fresh graduates are in short supply (under the Points Based
Immigration System there is a four-week minimum period for advertising –
check with your HR department)
 Whether each KTP Associate post needs to go through the HERA Process
(Universities)
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 Availability of your interview panel for both shortlisting and interviews
 Interview calling schedule – can you shortcut this or do you have to go with
your HR department’s process?
 Company expectations – the KTP might be time-critical
 Associate start date – what is a convenient date for company and KB Partners
and Associate? Do you need CRB or other checks to be carried out? (the
need for work permit/visa can skew this)
Fast Tracking the Recruitment Process
Starting the recruitment process before you receive the Grant Offer Letter is
preferable as it speeds up the whole process. There are two general scenarios:
1) Where the KB Partner can advertise before receiving the GOL
Start the recruitment process as early as you are able. Some KB Partners can
advertise as early as the approval of the Expression of Interest and in this
case, recruitment can run in parallel with the development of the full proposal.
2) Where the KB Partner cannot advertise before receiving the GOL
For various reasons, some KB Partners insist on the funding being assured
before posts can be advertised.
In this case, it is best to ensure that the job specification and anything else
required (see list below) is prepared, agreed and ready “to go” as soon as the
GOL is received.
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Obtaining Approval to recruit
It is important to understand what your institution needs in place before a post can be
advertised. We all work for large employers who need to keep a check on who is
recruiting and that the necessary funds are in place to cover the cost of new posts.
You may need some or all of these documents to receive permission for
advertisements to be placed.
 Grant offer letter from KTP Programme Office
 A full collaboration agreement which includes agreement on recruitment
processes, salary top up by the company partner and more
 A letter from the company confirming that they agree with, and will pay for, the
negotiated salary top up
 A completed job description and person specification
 An internal form (or forms) signed by the grant holder, their Head of
Department, finance department. Your HR Department will advise on the
requirement. At some KB partners there is no constraint on when these forms
can be signed but at others there are only one or two dates per month when
this approval can be obtained.
 For some universities, each post may need to be put through the HERA job
evaluation process. Some universities have reached agreement with their HR
departments on how to deal with KTP posts and can avoid each one being
“HERA’D”. Some colleges of FE may also have formal job evaluation
systems which set the grade for each post - it is worth checking.
 Other institution specific documentation
Back to Checklist
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Associate Starting Salary
The Associate Employment Costs included within the KTP budget are capped and
any employment costs over an above this amount must be covered by the company
partner.
It is good practice to consider appropriate salary level for the Associate at proposal
stage. An estimate should be included in Section 8 of the KTP Application and
Proposal Form as part of the Additional Company Costs.
More detailed salary projections can be agreed later. It is important that the KB
Partner receives written confirmation from the company regarding the salary top up,
whether this is by letter or through clause(s) within a collaboration agreement.
Salary setting is not a precise science and calculations need to take the following into
account:
 Associate starting salary plus on-costs of Employer’s NI and Pension
Contributions
 Pay rises during the KTP – cost of living rises and increment(s) (many KB
partners can dissociate increments from the Associate’s salary but not cost of
living rises). It is important to keep up to date with pay awards. See
Associate Salary Review and Bonuses below.
 Company salary policy for similar posts. This is important as the option of the
company partner employing the Associate at the end of the KTP should not be
put in jeopardy by paying too high a salary during the project.
 Graduate salaries in the sector (Prospects Today website can inform this)
 Alignment to KB partner pay scales. The national recommendation is to
negotiate salaries off university scales. Some KB Partners can do this easily
where others cannot but a compromise is to discuss approximate salary with
the company and use the nearest spine point in the KB salary scale.
Employment legislation now dictates that any staff member on a fixed term contract
of two years or more should receive statutory redundancy pay at the end of their
contract regardless of whether they are employed by the company partner or not.
Each institution deals with this differently and it is worth discussing with your HR
Department how it affects KTP Associates and therefore KTP budgets.
At Newcastle University the redundancy payment is incorporated into the Associate’s
salary budget and is included in the salary costings when agreeing the Associate’s
salary. At Durham there is a central budget held by HR which covers the cost.
Back to Checklist
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Job Description and Person Specification
The job specification not only describes the post and required duties but also the
qualifications, skills, knowledge and other attributes of your ideal candidate The
latter is the person specification and is used as the set of criteria for shortlisting.
Clarity in the person specification and the setting of reasonable essential and
desirable criteria does help at shortlisting stage. It is also good practice to describe
the benefits that being a KTP Associate can bring. An example of a Job Description
and Person Specification can be found at Appendix 1.
Your institution may have a standard format and process for producing job
specifications. Check with your HR Department. They may have templates or
require that you provide the basic information and they write it, or they may be able to
train you in compiling them.
If training is not available, take advice from your HR Department on the details
required to compile a job specification. Another good route is to look at the
vacancies posted on www.ktponline.org.uk and look at the job descriptions for other
KTP Associates.
It goes without saying that your starting point for the job description is the KTP
Proposal form. The headings in the workplan can form the basis for the list of duties,
the company description can be edited and included and so on.
However, the
wording in the proposal form may not be appropriate for the job specification and
adverts so a little wordsmithing will not go amiss. Also, think about what was said in
the proposal and whether the company wants all of this broadcast to the world. A
little tact and diplomacy does not go amiss either!
When you have drafted your job specification re-read it. Does it answer the basic
questions about the post? For instance, you can double check the content using six
key words:
 What - job title? The duties? The salary? The training package?
 Why – background to the post? Description of KTP? KTP Benefits for the
Associate?
 Where – KB employee working at company? Company address?
 When – fixed term contract. closing date for applications? Interview date if
set?
 Who – the ideal candidate? person specification? contact for informal chat?
 How – to apply? Get further information?
Job descriptions and person specifications should be agreed between the KB and
company partners so, once drafted, the job specification should be circulated for
editing and amendments incorporated.
Some of the company’s requirements may come as a surprise to your HR
department so be prepared for them to query details and also be prepared to argue
your corner. Remind them gently that the company has a say in who is appointed, is
contributing to their salary and that the Associate will be required to work as though
they are a staff member in the company. So, if it is essential that the Associate
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holds a UK driving licence because the company uses hire cars as a matter of
routine then say so (this has been known to upset many an HR department).
Additional security checks over and above a CRB check can also cause
consternation. The queries vary by project so have your answers ready.
Have you agreed your closing and interview dates? If you have, a good tip is to
include a line in or near the closing date and application procedure section in the job
specification saying “Interviews will be held on dd/mm/yy at the company. If you
have not heard by then please assume you have been unsuccessful on this
occasion”. This should ensure that applicants are forewarned about the interview
date (how many job applicants have been shortlisted only to find they are on holiday
when the interviews are called?) and it saves someone the task of contacting all the
unsuccessful applicants
Back to Checklist
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KTP Office, University of Durham
Subject: FC 7 Associate Recruitment - 1. Ads
Author: Val Wooff
Date: 7 November 2007
Title: KTP Manager
KTP Formally approved and
accepted
Yes
Salary
Top up
Salary top up letter
from company
Agree Closing Date
with Supervisors
No
Agree Ad
Placement with
Supervisors
Financial Approval
Form
Part Completed by
KTP Office
Job Ad - 1 page
To Academic
Department for
signatures
Job Ad - Short
Initiate
Advertisements
Return to KTP
Office (retain copy)
Further
Particulars
To Treasury for
Signature
(Research Grants
Claim Team)
Paid
Ads?
Yes
To HR
Wherever Agreed, placed
by HR and charged to the
company
Assoc.
Recruit
2
Responses sent to Lead
Academic
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No
Free - By KTP Office
www.ktponline.org.uk
KTP Managers' JiscMail
www.jobcentresplus.gov.uk
Durham Careers Service
Free - By HR
UD Website
www.jobs.ac.uk
Advertising for your Associate
Equal opportunities legislation dictates that we advertise openly for KTP Associates
and advertising as widely as possible does ensure that enough candidates apply. It
also ensures that the advertising requirements for issue of work permits are met.
The quality of applicants varies and is dependent on many factors – salary, industry
sector, company location, time of year, availability of graduates in the required
disciplines - as well as the quality of the adverts placed.
Drafting your Advertisements
Advertising to attract the best calibre candidates possible is an art. There are some
brief guidelines on advertising in the Marketing pages on the ktponline portal. Where
possible the KTP identity should be used in advertisements to raise the profile of KTP
amongst new graduates and final year students.
We must take equal opportunities and employment legislation into account when
drafting advertisements including the Age Discrimination Act. There is an official
definition of a KTP Associate which has been agreed under the latter which is:
‘A person qualified at NVQ Level 4 (HNC/D or equivalent) upto a PhD in an
appropriate subject who has the potential of being a business leader of
tomorrow’.
Advice will be available from your HR Department.
Where to advertise
Your HR department will advise on the places they usually advertise and which
adverts, if any they will need to place on your behalf.
Free Advertising
 Use your own KB partner vacancy web pages as the “home point”. All your
other adverts can point back to this ensuring that all candidates receive the
same information and follow the required application procedure. Your HR
department will probably control adverts being placed here.
 www.jobs.ac.uk is used by many universities and colleges as a matter of
course. Your HR department will be able to advise and may have an account
allowing all KB vacancies to be posted. If so, this should be free at the point of
use.
 www.ktponline.org.uk has the facility to advertise KTP Associate Posts - the
KB Administrator as named on the proposal form and the KB Supervisor both
have the necessary access to manage vacancies.
 Under the Points Based Immigration System advertising for four weeks on
www.jocentreplus.gov.uk is required.
 Any other free websites you may have found
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 The KTP Community around the country has a system of circulating KTP
Associate posts via the “jiscmail”. If you are not registered to use this system
please contact Sarah Durkin of Sheffield Hallam University who is the list
owner. s.durkin@shu.ac.uk
 Make the most of Departmental notice boards and KB Supervisor
contacts. Your KB supervisors may know of final year students who maybe
interested in the post, other institutions where courses are particularly relevant
to their project or may have access to professional institution websites etc.
 Also make the most of your company contacts. Their own website, trade
association or other routes that may be open to them.
 It is wise to check the marketing area of www.ktponline for offers on
advertising KTP Posts. Monster, for example, has been made available from
time to time.
 Don’t forget the opportunities of Web 2.0 – Twitter, LinkedIn and other social
networking sites offer free opportunities to alert potential associates to your
job.
Paid Advertising
This can be expensive and some KB partners will not fund adverts in the press.
There is no specific provision in the KTP grant for paid advertising but with local
agreement part of the Associate Employment costs and/or part of the indirect costs
can be used. However, the company may be prepared to pay in full and this should
be negotiated as appropriate. Any adverts paid for by the company should still point
back to your “home point” ensuring candidates receive the correct information and
follow the required application procedure.
At Northumbria University the HR Department has virtually given up on paid
advertising having carried out the an analysis of the cost-effectiveness. The
academic team is asked about specialist websites that cater for their specific
discipline or sector. Also, advance notice of a KTP proposal being submitted is
provided to HR which allows them to raise interest amongst the graduands and
Company Partners have given presentations on imminent Associate vacancies.
Back to Checklist
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Collating applications and shortlisting
As ever, talk to your HR department and agree who has responsibility for collating
and circulating the applications for each post. It may be HR, or the employing
department or faculty or it may fall to the KTP Office. It could also be some
combination of these.
At Durham University, all applications are received electronically via the website and
it is HR’s responsibility to collate the applications after the closing date and send
them to the KTP Office along with the shortlisting form. The KTP Office staff then
ensure that the academic and company teams have the necessary paperwork to
carry out shortlisting and subsequent activities. The KTP Manager does not get
involved in shortlisting but attends interviews. HR comes back into the picture at the
point of issuing contracts.
At Salford all applications are received by the HR Department. The day after the
closing date, the KTP Office collects all applications. The KTP Administrator checks
each application, in the first instance, to ensure applicants – at the very least - have
the basic qualification asked for and have provided supporting evidence. Those
applications having met these two basic criteria are then copied to the academic and
company teams with shortlisting documentation. The KTP Manager chairs the
interview panel. HR comes back into the picture at the point of issuing contracts.
Shortlisting should be carried objectively against the person specification. The
academic and company teams, and in some institutions the KTP Manager, should
agree the shortlist and use your HR Departments format to inform whoever is calling
interviews.
Everyone on the shortlist should meet as many of the criteria in the person
specification as possible. If more candidates than you want to interview meet all the
essential criteria then distinguish between them by looking at your desirable criteria.
Back to Checklist
Planning and Holding Interviews
Interviewing for KTP Associates may not follow the usual pattern used by your
organisation. What are the major differences? Are there any adaptations you need
to make to your normal methodology? Talk to your HR Department about KTP and
the differences between interviewing for an Associate compared to another member
of staff in the KB partner. For example, obvious differences include the need to
involve someone from an external partner and interviews taking place off-site. Do
HR need a representative on the panel or to attend interviews to check candidate’s
documents for eligibility to work in the UK? Again it is worth the discussion.
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The Interview Arrangements and Format
Getting dates for interview into the relevant diaries can be difficult so the earlier the
dates are set the better. The interview, venue and format should be agreed early in
proceedings too. Interviews need thought and preparation as this is the team’s
chance to appoint the right candidate.
Interviews are a two-way process, KTP Team assessing the candidates and
candidates assessing their own position in relation to the project.
Ideally, interviews should be held at the company partner – that is where the
Associate will spend most of their time – so the company team need to ensure a
room and any necessary equipment e.g. PowerPoint Facilities are available. Agree
catering arrangements too.
Gone are the days when every job offer is based on 30 minutes of formal interview.
The selection process can include a presentation or some other exercise which will
inform the decision. The nature of the exercise depends on what characteristics or
aptitudes are particularly relevant to the post.
Salford University has started setting a scenario based on the KTP where the
candidates need to do some background research into the company, its markets etc
to demonstrate research abilities, assimilation of unfamiliar material and how they
communicate/present the topic to the interview panel
A useful technique can be to involve someone else from the company in giving a tour
of the site. This works on several levels, giving the candidates a picture of the
company and also giving the tour-giver an idea of the candidates, how do the
candidates react to the more informal setting? what types of questions do they ask?
Do they smile or say hello to the staff? The tour-giver can give a different
perspective during the decision making process.
Some KB Partners use Assessment Centres for academic and management posts
and this method could be applied to KTP Associates. An Assessment Centre
involves candidates doing a series of activities which could include a selection of the
following:

Formal interview

A presentation to the group or the panel

A group exercise

Written literacy, numeracy or computer tests (difficulty depends on grade)

A group tour

Chance to meet other staff – you could do this over lunch

Anything else you want to include
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It should be remembered that all candidates should be given the same opportunity at
the interview so they should be asked the same set of primary questions
(supplementary questions can change) and be asked to attempt the same exercises
etc. If you want to run interviews over more than one day, either because the
interview is in two stages or due to number of candidates, you will need to ensure
that the panel make-up is consistent.
Calling interviews
Who calls your interviews? Do HR insist? If so, you need to build on the discussion
mentioned above and adapt any standard calling letters to reflect venue, format etc.
How long do HR recommend for calling interviews and why? You will need to fall into
their pattern on this.
If the KTP Office calls interviews you have more control over the process. Again
adapt calling letters and keep a template so you don’t have to re-invent the letter
every time (this is a good tip for anything that you do repeatedly.)
People involved on the day of the interviews need to receive information before the
event. This table shows who needs what detail.
Information Required
Date, times and venue of interviews
Directions to the venue (including phone
number for lost candidates)
Format for the interviews
Catering arrangements
Details on interview expenses and
claims procedure
Full interview schedule
Information on all candidates (CVs etc)
Question and answer recording sheets
Form to recommend appointment
Full job specification
What happens next?
Back to Checklist
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Candidates







Interview panel

Some may – e.g. HR
representative







KTP Office, University of Durham
Subject: FC 8 Associate Recruitment 2
Author: Val Wooff
Date: 7 November 2006
Title: KTP Manager
Responses sent to lead
Academic
Interviews are
held at the
company
Shortlisting
KTP Office
Interviews
Other
Advise as
needed
Identify Panel
Recommendation
for appointment
form to HR
Set date, times,
venue
Inform Panel
Length of contract
Employment
Contract sent by
HR
Check format of
interview
Company Supervisor
Name
No of days holiday
Company Business
Send Calling
letter
Employment
contract signed
and returned by
Associate
Request
References
Collate responses
LMC1
List of
interviewees to
panel, CVs, refs
Assoc
Induction
Interviews held
Associate Starts Work
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Post-Interview Actions
Once you have a preferred candidate, what happens next? First, they need to be
offered the job, and to accept it, but what happens if they turn the offer down?
When your preferred candidate accepts the post it should set off a series of actions.
Agree a procedure or set of procedures within your institution to ensure everyone
knows their responsibilities at this stage.
For the successful candidate:

The starting date needs to be agreed (may be dependent on other actions
in this list)

A form recommending the appointment will need to be signed and sent to
whoever issues contracts

References need to be taken up (if not already done)

Contract needs to be issued – this may be issued subject to satisfactory
references and other conditions being met. Do you need to adapt your
institution’ s standard contract to meet the needs of KTP?

There may be the need for CRB checks, sponsorship under the Points
Based System for immigration etc.
For the unsuccessful candidates:

They need to be informed of your decision – who carries out this task and
what level of feedback is generally given?
Back to Checklist
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What happens of we don’t appoint?
If you don’t succeed, DON’T PANIC, try again as long as all parties are in
agreement.
You have six months to appoint your Associate from the date of the offer letter. Note
the word “Appoint” as this is different to “start work”.
Two rounds of recruitment are not unusual for KTP and some projects take more. If
you are running out of time, contact your KTP Adviser who will talk you through your
options.
As long as you have taken active and timely steps to recruit during the six month
window, there is always the option of requesting an extension to allow another round
of advertising. This is done through AEA and your Adviser will be able to help.
As ever, good communication works wonders and as long as everyone is kept
abreast of developments you shouldn’t go far wrong.
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Associate induction
Becoming a KTP Associate can be very confusing. Being a staff member of one
partner and working mostly at the other means they have two new organisations to
understand in addition to registering for a higher degree and diploma. By the end of
their first week, the average Associate has been overloaded with information, taken
copious notes and is trying to assimilate it all. Is it any wonder that a month or so in
they are wondering what they have let themselves in for?
Associate induction comes in several stages and if planned carefully, one stage
should build on another with the aim of supporting the new staff member through the
early stages of their project.
Induction should be discussed at both the Launch LMC, to ensure company and
academic teams understand their responsibilities and at LMC1 to ensure it has been
completed.
Introduction to KTP
As soon as the Associate has returned their contract of employment, they should be
registered on www.ktponline.org.uk. This does two things:
1) it begins the welcome process and allows your new Associate to explore the
Portal, complete Module 1 (online) and helps them understand more about
their new role
2) It flags that there is no longer a vacancy for the project and the notifications on
the project database should change.
Both the KB Supervisor and the KB Administrator for the project have access to the
Associate Registration facility on www.ktponline.org.uk. It should be agreed between
these two people who ill take responsibility for registering the Associate and
information them that they will start receiving emails. It should become the
Associate’s responsibility to keep their registration details up to date.
KB Partner Induction
The KB Partner Induction should introduce the new Associate to the institution perhaps via the standard HR “welcome session” if there is one - their “home”
academic department and the KTP Office staff. This can be divided into several
sessions delivered by different people but should comprise as a minimum:
 Your HR department will arrange a document check for eligibility to work in the
UK . This is now a legal requirement and applies to all new staff. Employers
are also required to monitor unauthorised absences of all staff on work permits
as part of the changes to the immigration system introduced in 2008. It is wise
to check your institution’s timings and processes for both of these issues and
ensure that new Associates are made aware of them.
 Introduction to the academic team and other key staff including the
departmental office
 Discussion of the KTP workplan and supervision arrangements including
booking holidays and sickness reporting
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 Briefing on facilities available to the Associate and related health and safety
 Overview of other aspects of the KTP e.g. higher degree registration etc
 Issuing of identification cards and/or library card and/or parking permit etc
 Ensuring the Associate’s IT account is functioning
 Discussion on financial issues – salary payments, claiming expenses,
purchasing, travel and laptop insurance cover etc
 Useful contacts for HR, payroll, KTP Office, KTP Adviser etc
 Other e.g. introduction to the library and other facilities
Your HR department will arrange a document check for eligibility to work in the UK
(the timing varies on this – some HR Departments check eligibility at interview stage,
some when the new staff member starts work – check when it happens in your
organisation . This is now a legal requirement and applies to all new staff.
Employers are also required to monitor unauthorised absences of all staff on work
permits as part of the changes to the immigration system introduced in 2008. It is
wise to check your institutions processes for both of these and ensure that new
Associates are made aware of them.
See Appendix 4 for Salford University’s Induction Pack which is based on the pack
originally compiled at Queens University Belfast.
Company Induction
The KTP Associate is essentially a contractor working on company premises and
should receive the appropriate on-site induction. This should comprise as a
minimum:
 Introduction to key staff including company supervisor, facilitator and LMC
chairman where different, and the immediate team with whom the Associate
will be working
 Receipt of necessary identification/security passes and company uniform
where applicable
 Briefing on Health and Safety (which is even more important if the Associate
will work on the shop floor, or off-site e.g. on company customer sites, or
where special conditions occur e.g. cold stores, holiday bookings, sickness
reporting etc
 Discussion on company confidentiality policy to ensure that confidentiality is
not breached unwittingly and IT policy etc.
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KTP Office, University of Durham
Subject:
FC 9 Associate Induction
Author:
Val Wooff
Date:
7 November 2006
Title:
KTP Manager
Induction to
take place in
Associate's
first week
Associate Start
Date Known
H&S Docs
Instigate
Induction
Company
Department
Tour + H&S
Briefing
KTP
General
Introduction
Induction
Pack incl.
CD
Meet Key
People
Tour + H&S
Briefing
Meet Key
People
Meeting with
KTP
Manager
ITS Account
Campus
Card
Library
Account
Inform Graduate School
of KTP Associate Name
and Department.
Masters/PhD
Registration
at appropriate
time
Induction complete
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Steps towards retaining your Associate
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Financial Incentives for Associates
Increments and Cost of Living Rises
An increment is the increase in pay that happens on the anniversary of a staff
member’s start date.
Many KB Partners have dissociated the automatic increments received by other staff
from KTP Associate Salaries. This is because the increment awarded to an
Associate is by no means automatic and should be agreed by the LMC. You should
have incorporated the cost of the increment when you were calculating expenditure
against the salary budget before appointing your Associate.
Increments should be discussed in Reserved Business at the appropriate LMCs.
Cost of living increases are paid in addition to increments and are agreed at
national level. KB partners can find it more difficult to dissociate Associate salaries
from cost of living increases. Difficulties can arise where public sector cost of living
rises are out of step with company practice, either in percentage increase awarded or
timing throughout the year. Good communication is the answer here. Keep your
company partner informed so that you can work through any little local difficulties
together.
It can be tricky explaining the two sets of pay rises to your company partner so you
need to understand them and how they relate to Associate Salaries.
Bonuses
Completion Bonus: One way of encouraging your Associate to complete their
project is to award them a completion bonus. This must be done with the agreement
of the LMC and needs to be discussed early in the final year of your project. Why
this timing? It allows the company to make the critical decisions such as
 whether to offer the Associate a job at the end of the KTP
 if not, then is a bonus appropriate?
 Is the bonus to be linked to any targets?
Mid-term Bonus – this depends very much on the company’s policy on bonuses.
The company may wish to include your KTP Associate in their bonus scheme and it
is guaranteed to upset your HR department because it will constitute different
treatment for individual employees. As it is the company’s decision, you need to talk
to your HR department and agree a way forward. .
Whatever is decided on bonus payments, work out a way of paying the associate via
the KB partner (if completion bonus with their final payslip) otherwise the Associate
will be liable for 40% tax and will have to claim back any overpaid tax.
Back to Checklist
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Training and Development Incentives for Associates
Training Package
The training package that is on offer to KTP Associates is substantial and should be
used to best advantage. Each Associate is expected to produce a Personal
Development Plan early in their project and this should be discussed with their
supervisors. Details of the training package available should be indicated in the job
details and advertisements as a career-building benefit for the Associate. Much is
written elsewhere on the training package and this is not repeated here but the
potential benefits include:
 Higher degree (often a masters by thesis)
 Diploma in Management
 Professional Institute membership and examination fees leading to it
 Training courses pertinent to the project
 Personal development courses relevant to the Associate
 Attendance at academic and/or trade conference(s)
Appraisals
As a minimum, KTP Associates should receive an Appraisal at six months, 18
months and, if the project is long enough, 30 months. If the appraisals are held at
these times, they will be dissociated from increases in salary. In some institutions,
probation arrangements may provide different opportunities for appraisals especially
if probation is three or six months. A reminder regarding appraisals should feature in
Reserved Business at the appropriate LMCs.
Appraisals are a good opportunity to agree expectations of the KB and company
teams and the Associate as well as agreeing targets and other performance
measures. Your HR may run training on how to be an appraiser and an appraisee
which may be valuable.
The appraisal should be held jointly by the KB and Company Supervisors. The
format should be appropriate and the company system can be used if they have one,
or an amended KB partner system could be used.
Why amend your KB System? Your KB Appraisal System will either be designed as
a one-size-fits-all method or will have variants for different categories of staff. It is
probable that any KB partner system will not take into account commercial outcomes
and therefore will not be wholly relevant to your Associates. In some institutions
replace any annual appraisal required by the KB partner.
Mentoring
Arrangements for mentoring vary between institutions. Some require a mentor
(usually a more experienced staff member appropriate to the post) to be nominated
at appointment stage, some have special arrangements in place for formal mentoring
of KTP Associates. Find out what happens in your institution and if there is nothing
formal consider what your approach might be.
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Buddying
Buddying up a more experienced Associate with one who I just beginning their
project can work well and most experienced Associates are more than happy to help
a newer Associate find their feet. Buddying can supplement the formal mentoring
arrangements required by your institution and can be as formal or as informal as the
two Associates want to make it. In some cases it might be more appropriate to
approach another university for a buddy.
Considerations on allocating buddies include:
 Geographical location, especially if the KTP is a long way from the KB Partner
or where there is no significant community from the same ethnic background
as the Associate
 Type of project – two Associates working in the NHS, for instance, can support
each other through the many changes that are happening around them or two
Associates in manufacturing companies can work together to mutual benefit
 Age, gender, Associates with similar backgrounds etc
 Other factors will be as numerous as the Associates so
Back to Checklist
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KTP Associate networking
A large proportion of graduates employed as KTP Associates are from out of the
area. In order to try and help these graduates establish a network of fellow
Associates there are various methods employed in different regions. Examples
include.
 Associate Forum run by an experienced Associate who sets an informal
agenda which discusses pertinent issues to embarking upon a KTP project
from the graduates perspective. The Forum is held once a month in the
evening at different venues around the region. Refreshments are provided.
The nominal cost (£50 per Associate pa) of the Forum is taken from the
Development budget of each Associate. It is a not-for-profit run activity with all
monies raised used in the servicing of the Forums activities. (West Midlands)
 Regional Events held every three or four months with the aim of Associates
making presentations on their projects for other Associates and supervisors.
This can be run by the Associates themselves or through the KTP Offices. A
charge can be made and taken from the Associate Development Budget
(North East)
 Regional Training Events can be organised where there is demand for similar
specialist training. Several Associates working on similar projects could come
together for specific software training, for example Nvivo. (North East).
 Social events for Associates run by Associates have also happened from time
to time although finding a gregarious Associate who is happy to co-ordinate
such events can be a challenge
 Mail bases and social networking sites –
o Associates who met at the Residential Training Modules often keep in
touch by setting up a group on FaceBook or similar social networking
site.
o Many regional groups have set up a Jiscmail group for their Associates,
KTP office staff and advisers.
o Some institutions have their own KTP website, part of which is an
Associate forum, with Associate login and password.
o There is an Associate Forum in the Associate’s Area on
www.ktponline.org.uk
Business Leader of Tomorrow Awards
Not one for everybody but Business Leader of Tomorrow entry is one way of showing
your Associate that they are valued. Be creative in your thinking when considering
which of your Associates might be appropriate. Your Associate may not become the
next Managing Director of the company but may be leading on introducing new
technology and identifying opportunities to grow business in that way.
Back to Checklist
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What Happens if my Associate leaves early?
If, after all the care and attention you have given over to recruiting and supporting
your Associate, they still decide to leave early, DON’T PANIC!
If the project is still in its early days – a good rule of thumb is within the first half
of the KTP – there is the possibility of extending the project by topping up the grant
and recruiting a new Associate. Later in the project it is much more difficult for a
new Associate to start and complete the remainder of the workplan and other options
can be discussed.
Discuss the options with your KTP Adviser, academic team and company partner.
The options are:
Consider resetting the clock to an appropriate point in the project. This could be the
beginning or part way through dependent on how much work has already been
carried out. The grant can be reset to the appropriate point with agreement from the
company. (See the Revisions pages on www.ktponline.org.uk for how to request a
change to the grant)
Consider how to complete the project within budget and without appointing a new
Associate, especially if the project is into its second half. There are several ways to
do this so be creative.
Consider ending the project and closing it in the usual way. Be prepared for a poor
grading of the final report if this option is chosen.
Where can I get help and advice?
You are not on your own! Someone will have met the situation you are facing before
so don’t be afraid to ask. As well as the formal information on www.ktponline.org.uk
you can approach:




Your KTP Adviser
Fellow KTP Managers locally via your regional group
Fellow KTP Managers nationally via the Jiscmail system
The KTP Programme Office via the KTP Helpline 0870 190 2829
An alternative could be to start a discussion thread on www.ktponline.org.uk . The
facility is there but rarely gets used.
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Appendix 1 - Example Job Description and Person specification
Enterprise & Development
School of the Built Environment
Job Opportunity
KTP Associate – John McCall Architects
Based in Central Liverpool
Salary: £18,984 to £20,096
2 year fixed term
Overview, Job Description and Person Specification
KTP Associate with John McCall Architects
Overview
In collaboration with John McCall Architects, the School of the Built Environment has been awarded
a Knowledge Transfer Partnership. The project’s aim is to identify, map and re-engineer John
McCall’s strategic and operational change processes through lean thinking and the implementation
of Building Information Modelling (BIM). Based at the company premises in Central Liverpool, the
successful applicant will manage the project supported by the experienced staff from both John
McCall Architects and the University of Salford.
Established in 1991, John McCall Architects has been involved in Architecture and construction for
17+ years designing buildings throughout NW England. The company focus primarily on Social
Housing and regeneration, private housing and one off homes, and is known for good quality,
economical and environmentally friendly design. Since inception JMA has been involved in Best
Practice Management and systems, and is now looking to fully integrate and embed Building
Information Modelling (BIM) into their strategic operation; leading to improved performance; more
efficient working practices and extended capability.
This project will enable JMA to enhance and develop current and new services with the aim being to
improve processes at every level and stage. The Associate will have the opportunity to work at a
strategic level within the organisation with the support of the Academic team from the University of
Salford.
The Academic team comprises of Professor Mike Kagioglou, Professor of Process Management,
Professor Lauri Koskela, Professor of Lean Construction Management and Dr Yusuf Arayici, Lecturer
at the University of Salford.
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Job Purpose
JMA are primarily focussed on the housing and regeneration markets with particular expertise in
working for Housing Associations and Building Contractors/Developers serving the publicly funded
housing providers. With the credit crunch the housing market will become increasingly competitive
and the practice wants to ensure that it becomes more efficient and competitive to achieve a growing
market share by offering clients and contractors a high quality service with added value to attract
further business. Projects in which JMA are involved typically range from £1m - £100m and of 2 ½ 10 years duration. In order to achieve a competitive edge JMA need to be focussed on providing
services that set them apart from the many competitors.
The expertise provided by the knowledge base will enable a critical look at the operations from a lean
perspective which will allow JMA to achieve implementation of BIM through re-engineered processes
that are more efficient. The KTP will therefore help the business to market efficient working practices
to clients and roll the benefits of this out to the supply chain.
Due to the nature of the project, the programme will be highly visible within the company; with the
opportunity for the KTP Associate to be appointed as CAD Manager/IT Support and
Lean/Efficiency/Standardisation advocate within the practice upon completion of the KTP project.
Responsibilities
The project will enable the growth of John McCall Architects by integrating and re-engineering its
processes and through establishing a niche capability in BIM, both with its clients and through the
supply chain.
Stage 1 – Detailed review and analysis of current company situation
Stage 2 – Detailed review and Identification of ‘Lean Thinking’ efficiency gains from its
implementation
Stage 3 – Design of new business processes and technology adoption path
Stage 4 – Implementation and roll out of Business Information Modelling (BIM)
Stage 5 – Project Review, evaluation, dissemination and integration into the Strategic Plan
including cost benefit analysis
This Job Description is a guide to the work you will initially be required to undertake. It may be
changed from time to time to meet changing circumstances. It does not form part of your Contract of
Employment
36 of 55
Person Specification
Qualifications
The successful candidate should:
A good honours degree (1st or 2:1) or higher degree in
Architecture, Architectural Technology or some CAD/IT related
discipline
Essential/
Desirable
Tested by*
E
A
D
A/I
D
A/I
D
A/I
E
A/I
E
A/I
E
A/I
E
A/I
E
A/I
E
A/I
E
A/I
E
A/I
Background & Experience
The successful candidate should have:
Commercial experience
Experience of process mapping techniques
Experience of lean thinking implementation
Knowledge
The successful candidate should have demonstrable knowledge
of:
CAD/IT applications
Network/Server based communication Technologies
Skills & Competencies
The successful candidate should demonstrate:
Excellent IT/IS Skills
An effective communicator both orally and in writing with excellent
interpersonal and analytical skills
Empathetic approach – enjoy meeting people; The ability to
motivate and inspire a wide range of people from different
backgrounds; lead staff at all levels through a programme of
change
Ability to undertake multiple tasks, work under own initiative and/or
as part of a team, and lead a team.
Confidence and assertiveness to drive and manage projects
and prioritise
Tasks
Professional attitude
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Another way of producing a person specification is this:
UNIVERSITY OF WOLVERHAMPTON
PERS 034
EMPLOYEE SPECIFICATION (to be derived from Job Description/PERS 001)
JOB TITLE: WEB DEVELOPMENT OFFICER (KTP with Creativity International Limited)
SCHOOL/DEPARTMENT: School of Computing & Information Technology
ATTRIBUTE
ESSENTIAL
DESIRABLE
Standard of General
Education
Academic Qualifications
Professional
Qualifications
General
Skills/Experience
Good level of general education
Computer Science Degree 1st or
2.1
Personal communication and
presentation skills
Project management skills
Analytical Skills
Good IT and communication skills
Specific Knowledge and
Skills
Research skills
Business Systems development
knowledge
Specific Qualities related
to particular position
UBS Administration software
experience
Understanding of the web based
community
Other
Self motivated, enthusiastic and
well presented
Being able to see tasks through to
their conclusion
Ability to work well under pressure
and to tight deadlines
Searching, logical and disciplined
approach to problem solving.
Flexible working approach
Ability to work as part of a team
Punctual
Tenacious
Readiness to undertake the travel
necessary to develop and manage
the partnership element of the
project within the UK and abroad.
Issued by.............Marc Fleetham...................
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Understanding of web portal
technologies
Understanding of the ethos and
constraints found within small
manufacturing businesses
Date of Issue.......July 2008
Appendix 2 – Example advertisements
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Appendix 3 – KTP Set-Up Checklist
This checklist is used at Durham University, shaded boxes are completed tasks and
some projects have other items added in as necessary e.g. CRB checks :
KTP Set Up Checklist
Company Name
Company
Tasks – Recruitment
Tasks - General
Approval
Salary
Informal Approval Received
Salary calculations spreadsheet circulated
Amends done and form returned
Salary top up letter received from company
Offer letter signed in Durham
Financial approval obtained
Offer letter returned to Momenta
Job Docs
IP Agreement signed by partners
50 word ad drafted
One-page ad drafted
Files etc
Further particulars drafted
E-mail group set up
All above circulated
Electronic files moved to Current
Partnerships
50 word ad finalised
White Folder set up including front sheet
One-page ad finalised
R-code set up
Further particulars finalised
Facilitator’s Report created
Advertising
LMC0
Closing date set
Next Steps e-mail sent
LMC0 date set
Ads placed
Durham Webpages
Durham Careers
LMC0 papers circulated
Jobs.ac.uk
Grad School
Meeting held
KTP Online
Monster
Minutes circulated
KTP Managers’
Jiscmail
Check KTP Website
for any other free
offers
Interviews
Supervisors
Short listing date agreed
Registered
Interview Date agreed
Booked on Supervisors Workshop
Interview format agreed
Interview arrangements at company agreed
Associate Induction
Interviews called
Meeting with VW
References requested
Interviews held
Appointment made
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Start date set
Unsuccessful candidates informed
Paperwork returned to HR
Associate registered
Associate informed of registration
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Appendix 4 - Example KTP Associate Induction pack based on
pack originally compiled at Queens University Belfast.
KTP at the University of Salford
Associate Induction Pack
KTP Office
University of Salford
April 2008
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KTP AT THE UNIVERSITY OF SALFORD
Associate Induction Pack
Table of Contents
Knowledge Transfer Partnerships and the University Of Salford .......................... 45
KTP Office Staff .................................................................................................... 45
Management of KTP in the UK ............................................................................. 45
Structure and Purpose of Knowledge Transfer Partnerships ................................ 46
Managing Your Project.......................................................................................... 46
Meetings ............................................................................................................... 47
Personal and Professional Development .............................................................. 49
Diploma in Management ....................................................................................... 50
KTP Final Report .................................................................................................. 50
KTP Associates at the University of Salford .......................................................... 51
In addition, there is a secure members only site for use by the University of
Salford’s KTP Associates, the KTP Office and the Regional Advisors. Please ask
the KTP office for a web forum registration form. .................................................. 51
University of Salford Policies and Procedures ...................................................... 51
Staff Expense Claims ............................................................................................ 52
Purchasing – ......................................................................................................... 53
Annex 1. – Project Proposal Form (including your workplan)
Annex 2. – Partnership deliverables log a) Template
b) Example of good practice
Annex 3. – Finance presentation notes
Annex 4. – KTP Induction Checklist
Annex 5. – Registering with KTP Programme Office
Annex 6. – KTP Finance forms (copies)
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Knowledge Transfer Partnerships and the University Of Salford
Knowledge Transfer Partnerships is a UK-wide activity that helps businesses
improve their competitiveness and productivity by making better use of knowledge,
technology and skills within universities, colleges and research organizations.
The University of Salford has a number KTP’s throughout the UK and is managed by
the staff in the KTP Office which is located in the Enterprise and Development
Department, Faraday House, The Crescent, Salford, M54WT.
The KTP Office provides a complete administration service for all academics,
companies and Associates participating in KTP. This includes purchasing, booking
courses and travel, claiming staff expenses, arranging meetings, taking and
circulating minutes, financial management and associate recruitment and appraisal.
KTP Office Staff
KTP Manager
Janet Topping
KTP Manager
0161 295 2902
Planning and
j.topping@salford.ac.uk implementing KTP
activity throughout the
University and nationally
Paul Cihlar
Business
Development
Manager
0161 295 5173
Internal & External
p.m.cihlar@salford.ac.uk Development of KTP
Projects
Vicky Russell
0161 295 7089
HR Management, office
KTP Support Officer v.russell@salford.ac.uk administration, Staff
expenses, Travel
Booking, Purchasing
Promotion & events
The KTP Office should be your first contact for any query.
If we can’t help you, we can find someone who will!
****
0161 295 7089
****
Management of KTP in the UK
KTP is managed on behalf of the UK Government by Momenta. Momenta are
responsible for the implementation and administration of all the Partnerships in the
UK and they do this by employing around 40 Regional KTP Advisers. Here in the
North West, the Advisers are:
Ms Fiona Nightingale
fmn.tcd@dial.pipex.com
North West
Mr Bob Astley
bob.astley@btinternet.com
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North West
Ms Collete Williams
ktp@therefractor.com
North West
Dr Russ Bromley
rb.ktp@dsl.pipex.com
North West
From time to time we also work with Advisers from further afield dependent on the
geographical location of the Company partner.
Mr Richard Parker Smith
rhps@dial.pipex.com
North East
Mr John Clayton
Mr Martin Fackley
One KTP Adviser is assigned to each Partnership and he/she will attend the Local
Management Committee meetings which are held every 3-4 months, usually on the
company premises. They also provide coaching and mentoring support to progress
towards the completion of the Diploma in Management (Level 5). Each Adviser has
extensive industrial experience and you should regard them as a source of
independent advice.
Structure and Purpose of Knowledge Transfer Partnerships
There are three partners in each KTP:
Company
usually a company, but can sometimes be a public sector
organization or charity.
Knowledge Base a University, College or research organization.
Associate
one or more KTP Associates are employed in each Partnership.
The Associate carries out a strategic project which will benefit
the business of the company partner, whilst they gain
professional experience. In carrying out their projects,
Associates are supported by both the company and knowledge
base supervisors and receive extensive professional and
management training.
Knowledge Transfer Partnerships exist not only to benefit the company partner’s
business and the Associate’s career, but also to help the knowledge base partner
build closer links with industry so that they can carry out research and teaching which
reflects the needs of the economy.
Managing Your Project
Your Role
You are expected to take responsibility for managing your project. It is up to you to
drive the project forward, and you will be given considerable support by your
Supervisors, the KTP Office and your KTP Adviser. The KTP Associate development
training will also help you develop your management skills.
Your project details
In order to manage your project effectively, you need to understand its objectives, the
plan to achieve these and the benefits expected for all three partners. This
information is available in the KTP Partnership Proposal form. This is attached at the
end of your induction pack, and includes a detailed workplan (Annex 1).
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The project team
You and your two supervisors are the project team who are responsible for the
management of the project. From time to time, it may be necessary to draft in other
people from the company or the university or even outside, who can make a
contribution and ensure that the project moves ahead.
It is your job to lead and coordinate the project team.
Meetings
Project Meetings
Between the LMC meetings, you should organize and lead meetings of the project
team at least once a month.
These meetings should review progress against the objectives agreed at the last
LMC meeting and plan future activities in line with these objectives. The meetings
should lead to clear agreement of actions to be taken, who is responsible and the
timescales expected. This is also a good time to look at the partnership outcomes for
all three parties and updates the deliverables log (Annex 2).
Before each meeting, you should circulate an agenda to team members and it is your
job to take minutes at the meeting. These minutes will take the form of action points
and should be circulated to the team members shortly after the meeting and copied
to the KTP Office and your Adviser for their records.
Local Management Committee Meetings
Each Knowledge Transfer Partnership has its own Local Management Committee
(LMC). This Committee is responsible for top level decisions regarding the
Partnership. Membership includes the Managing Director of the company (or
nominated representative), the company and academic supervisors and the KTP
Adviser. As the Associate, you are not a formal member of the Committee, although
you must attend to present the work that you have completed since the last meeting,
your proposed plan for future work and a brief outline of your personal development
activities. A member of staff from the KTP Office will also attend to take minutes and
present the financial statement.
The activities of the LMC members include:






Approving any revisions of the Partnership objectives
Agreeing the plan of work for the next period
Monitoring progress towards the overall objectives
Monitoring and advising on Associate development and training activities
Control expenditure of grant funds and resource allocation
Reporting to the KTP sponsors on the results of the Partnership.
The LMC for each Partnership meets every three to four months, usually on the
company premises.
The first LMC meeting will be arranged by the KTP Office and subsequent dates will
be arranged at the end of each meeting. Please note, that as the Committees are
large and everyone involved is usually extremely busy, it is not easy to change the
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date at short notice. If there is an issue with the date, please contact the KTP Office
to discuss rescheduling.
Executive Summary Reports – see Annex 3
One week before each LMC meeting, you will be expected to produce an executive
summary report that will form the basis of your presentation that you will formally
present during the LMC meeting.
The executive summary is a formal report describing the progress made on your
Project relative to the objectives, and proposals for the work to be carried out in the
next period.
The executive summary should also report on your personal and professional
development and make proposals for future activities.
It should be concise and understandable to non-specialists. If you need any help or
assistance putting your Executive Summary together, please contact the KTP Office.
You should send this through to the KTP Office to circulate with other papers no later
than one week prior to the meeting date.
At the meeting
You will give a formal, 15 minute (maximum) presentation of your work using MS
Powerpoint. It should be non-technical, but it must provide an overview of your work
and how it fits in with the strategic plans of the project and the longer term aims of
the company. You are responsible for booking the room and making the catering
arrangements. If you require any other facilities, eg data projector or laptop, you
should contact the KTP Office if the company does not have the necessary
equipment. Please note, that detailed technical discussions should not take place at
the LMC meeting – this is a sure sign to the Adviser that your project team meetings
have not been taking place!
The last item on the LMC agenda is “Reserved Business”. This is where the
Associate is asked to leave the room and the Committee members have an
opportunity to discuss the project in confidence. The discussions may cover
Associate performance, salary increases, bonuses, sensitive company information
etc, but any issues raised will be relayed to the Associate after the meeting. Don’t be
alarmed by this process – even if you think it has lasted a long time - the Committee
members usually end up discussing topics completely unrelated to the project!
Financial statement
The financial statement will be presented at each LMC meeting. This statement
provides the Committee with details of money spent since the project commenced,
that spent since the last meeting and a forecast for future expenditure. To assist with
compiling this statement, you should ensure that you email a copy of the LMC
preparation sheet (see end of document) to the KTP Support Officer at least one
week before your meeting.
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Personal and Professional Development
As a KTP Associate you will face a considerable challenge in fulfilling the objectives
of your Partnership. In addition to the support from your Supervisors, you will need
to develop and apply inter-personal skills and project management techniques as
well as developing and applying your technical knowledge to practical situations.
The project management skills you will need to develop include planning,
communicating, influencing, team working and problem solving.
All KTP Associates are expected to spend around 10% of their working time on
personal and professional development activities. The 15 days needed to attend the
three compulsory residential modules are included in this allowance.
Finance
The budget for your Partnership includes funding for development activities. These
are provided to meet the cost of your personal and professional development and are
subject to the agreement of the LMC members. You are expected to take the
initiative in proposing personal development activities to your supervisors and
ultimately to the LMC members. These activities can take the form of attendance at
conferences or trade shows, visiting customers or suppliers, registering with an
appropriate professional institution or attending specialized training courses.
Associates are also encouraged to enroll for a higher degree, if they don’t already
hold one. You should discuss this with the KTP Office and both supervisors.
Personal Development Plan
In order to make the most of your opportunity as a KTP Associate, you will need to
plan your personal and professional development. To do this, you should draw up a
Personal Development Plan which will evolve as your qualifications and experience
increase. You can get advice on this at your KTP modules which you will attend in
months 3, 6 and 9 of your Associateship.
Professional Membership
You are encouraged to join the professional institution most appropriate to you. This
will open up networking and educational opportunities as well as enabling you to start
on the path of professional recognition. The experience you gain by working on your
project should count towards the professional experience requirement and you
should join an institution at an early stage in your project.
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Diploma in Management
All KTP Associates are required to undertake the Diploma in Management (Level 5)
which is accredited by the Chartered Management Institute. This award will allow
you to develop and demonstrate your management competence and your Adviser
will be able to provide you with advice and guidance.
The Diploma begins in Month 1 of your Partnership and concludes in month 14.
Task
Timescale
Comments
Module 1 (online)
Month 1
Assignment 1 – Personal
Development Plan
Month 2
Module 2 – (5 day residential)
Month 3
Assignment 2 – Mini project
Month 4
Module 3 (5 day residential)
Month 6
Assignment 3
Month 7
Module 4 (5 day residential)
Month 9
Assignment 4
Month 10
Project and report
Month 14
Interactive online modules
to introduce you to KTP.
This mini project should
take about 3 days to
completed and is designed
to introduce you to the
company staff, complement
your main project and
provide the basis of a report
and presentation to other
Associates during Module 3.
Further details on the Diploma in Management can be obtained from your KTP
Adviser.
KTP Final Report
This report gives your personal account of the Partnership and your achievements. It
forms part of the overall final report which will be completed by the company and
university supervisors.
The report provides information for the government to evaluate the return on its
investment in KTP and provides feedback on the effectiveness of the management
arrangements for the whole KTP Programme.
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KTP Associates at the University of Salford
Name
Company
University
Department
Telephone
In addition, there is a secure members only site for use by the
University of Salford’s KTP Associates, the KTP Office and the
Regional Advisors. Please ask the KTP office for a web forum
registration form.
University of Salford Policies and Procedures
Employment arrangements
You have been employed by the University of Salford on a fixed term contract to
carry out the work of a KTP Associate. While you are an employee of the University,
please note that your terms and conditions, including the hours of work, holiday
entitlement is that currently set out by the Company and you should liaise with your
company supervisor. Your normal place of work is the Company premises. Any
changes to this will be discussed by the Local Management Committee.
Resignation
If you wish to leave your Partnership at any time, please note that you are required to
give one month’s notice. You should put your letter of resignation in writing to the
KTP Office. You should also complete your Associate final report as soon as
possible and forward it to the KTP Office.
Performance reviews
You will have an interim probation appraisal at 3 months and two formal appraisals at
approximately the sixth and eighteenth month of your Associateship. The purpose of
these appraisals is for your Supervisors to discuss your performance with you and
identify areas for improvement or development.
Pension
Associates are automatically entered into the University pension scheme on starting
their employment. Copies of explanatory guides and further information may be
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obtained from A.N. Other, Pensions Officer who is based in the Personnel Division,
Crescent House - telephone number 0161 xxx xxxx or e-mail on
a.n.other@salford.ac.uk
Confidentiality
You should remember that the Programme of work you are undertaking is of strategic
importance to the company and confidentiality is extremely important. You may be
asked to sign a confidentiality agreement.
If you have any questions about confidentiality issues you should discuss them with
your Supervisors.
Email
Please note that when using company or university email facilities the content
remains the property of the owner and hence should not be used for the creation or
transmission of any unsuitable material.
Annual / Sick Leave
If you are off on any Leave please inform your company and the KTP Office as soon as possible.
Please note, in relation to sick leave:
You should inform the company and KTP Office as early as possible on the first day that you are ill.
Insurance
Car Insurance - If you are using your car for business purposes you should make sure that you are
insured. Most insurance companies should insure you at no extra cost for occasional business car
miles per year. Mileage claim forms ask specifically if you are insured for business use. The
University is unable to process any mileage claims or hire a car on you behalf until they have a copy of
your driving licence on file.
Travel insurance -All University staff are covered by a University travel insurance policy if they are
travelling for any business purposes and the travel has been booked through the KTP Office. If, you
take additional holiday as part of a trip you will need additional personal insurance to cover this period.
Staff Expense Claims
General Expenses
General expenses should be claimed on a yellow “Staff Expenses Claim” form and Expenditure
relating to Business Trips on a blue ”Business Trip Request“ form. Please ask the relevant member of
staff in the KTP Office for some copies of each of these forms. The completion of these forms are
given in more detail in accompanying documentation (Annex 4), however a brief overview of the
information required for the staff expenses – weekly report form is given below.
Fill in all shaded areas:




Personnel No. – On top of payslip and also your personnel ID Card
The project code – obtained from the KTP Office
Your name
Trip number – leave blank (for completion by finance officer)
Details of the trip
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




Details of expenses, and reasons for the expenditure eg. ‘Attendance at Training Module,
taxi (airport to course venue)’
Car mileage - reasons for car journeys must also be provided and then put in the mileage
for the return trip - the allowance per mile is 40p for the first 100 miles and 12p thereafter
Check with your car insurer to make sure that you are insured for business mileage.
Sign and Post the form attaching ALL original receipts to the KTP Office.
The form will authorised and processed
Please note:




Payments are made directly to the claimant’s bank account if their details are held in the salaries
office. A remittance advice will be sent to the claimant to confirm the payment has been made;
Staff should note that claims for reimbursement of expenses should be submitted as soon as
possible after the event giving rise to the expenditure and giving rise to the claim and NO LATER
THAN EIGHT WEEKS following the date of expenditure;
Credit card vouchers and copies of credit card statements ARE NOT valid receipts.
Original receipts for all expenses claimed must accompany the Staff Expenses Claim form.
Purchasing –
All purchasing must be done through the KTP Office. This includes equipment,
books, travel, accommodation, courses and conferences. If you have any
queries please contact the KTP Office Staff.
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LMC Preparation Sheet
Please complete this form and email to v.russell@salford.ac.uk at the KTP Office at least 10 DAYS
before your LMC.
PRESENTATION REQUIREMENTS
Please indicate if you need any of the following items for your LMC presentation where these are not
available at the company:
Laptop
Data Projector
PROPOSED SPEND
So that an up-to-date financial statement can be prepared, please complete the table below.

Only include details of all development, travel and equipment expenditure forecast for the
future that has been agreed by your supervisors.

Do NOT include details of previous expenditure that we are already aware of.
PERSONAL & PROFESSIONAL DEVELOPMENT
Item
Date
Approximate Cost
Date
Approximate Cost
Date
Approximate Cost
TRAVEL & SUBSISTENCE
Item
EQUIPMENT, CONSUMABLES & OTHER
Item
Note this sheet will be emailed to you, together with the meeting agenda.
Annex 1
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Executive Summary Report for LMC ?
Summary of Associate Project
Between Company and The University of Salford
Associate Name
Date of LMC
LMC Committee Members
Chair & Company Facilitator
Company Supervisor
Academic Supervisor
Academic Support
KTP Adviser
KTP Support Officer
List Of Contents to be included in Report
1.
2.
2.1
2.2
3.
3.1
3.2
4.
4.1
4.2
4.3
Project Aim
Brief outline of the project aim with bulleted key points.
Activity since Previous Meeting
Project status at previous meeting
Comparison of intended progress and actual progress
Achievements to date
List of Achievements to date
Benefits
A full breakdown into the deliverables / benefits of the project at this stage can
be found in the Deliverables Log, which is available for your reference.
Costs
Eg. laptop, additional MS Office software.
Proposals for Future Action
Changes to Project Proposal
Proposed Plan before next LMC.
Resources Required
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