EMPLOYEE
APPRAISAL
HANDBOOK
Employee Appraisal Handbook
BUCKINGHAMSHIRE NEW UNIVERSITY
EMPLOYEE APPRAISAL HANDBOOK
CONTENTS
Section 1:
Introduction
Section 2:
Purpose and features
Section 3:
Benefits
3.1
3.2
Section 4:
Roles and responsibilities for employee appraisal
4.1
4.2
4.3
4.4
Section 5:
Senior Management Team
Deans of Faculty or Directorate
Employees
Human Resources Directorate
The appraisal interview
5.1
5.2
5.3
5.4
5.5
5.6
Section 6:
Benefits to employees
Benefits to the University
Background
Frequency
Appraisers
Pre-appraisal planning
The interview
Post-interview
Relevant documentation
Appendices: Guidance checklist for appraisers
Guidance checklist for appraisees
Learning and Development Policy
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1.
INTRODUCTION
This handbook contains instructions and guidelines for the appraisal of
employees, which forms part of continuous professional development in
accordance with the University’s policy on Employee Development and
Appraisal. A copy of the Learning and Development Policy (Section 4 relates
to Appraisal) is included in the Appendix to this handbook.
The University recognises and acknowledges that the single factor in its
effectiveness in meeting the demands placed upon it and delivering high
quality services, is its employees. The University also recognises that
management has the responsibility of achieving the maximum contribution
from its employees in order to obtain the University’s objectives, improve
overall performance and, at the same time, to develop each individual towards
his or her potential.
2.
PURPOSE AND FEATURES
Employee appraisal is a formal part of the employee development system and
serves the following purposes:
 Appraisee can discuss his/her role over the past year with the
appraiser
 Work objectives are jointly agreed for the following year
 Professional development needs are identified
 Personal development/career plans can be discussed
The scheme aims to achieve a balance between the needs of the University
and the needs of its employees. To be successful it needs the commitment of
both appraisers and appraisees operating in a positive environment, where
thoughts and views are expressed openly, therefore enhancing
communication and leading to greater work fulfilment.
It is important to note, however, that employee appraisal is not an end in itself,
but an important part in an ongoing process of follow-up and review. It is not a
substitute for day-to-day line management where work problems and other
issues should be discussed as they occur. Neither is it part of the University
disciplinary process and it will not be directly considered in promotion or pay
issues.
The process of employee appraisal will respect confidentiality. Matters of
disagreement between appraisee and appraiser will be referred to the
Executive Dean of Faculty, Director or the Director of Human Resources for
mediation.
All appraisers will be trained in appraisal interviewing and the implementation
of the appraisal process. All appraisees will be encouraged to attend
appraisee awareness seminars prior to their first appraisal. Appraisals will not
normally be undertaken until the appraisee has completed the probationary
period and has been in post for one year.
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3.
BENEFITS
3.1
Benefits to employees
The benefits to employees of appraisal are that:
i)
ii)
iii)
iv)
they are provided with constructive feedback on their performance
and attainment of work objectives
it provides a basis for learning and development on a systematic
basis
it provides an opportunity to discuss problems and aspirations
openly with their appraisers
it enables them to review their own performance and form a basis
for future progress, development of potential and agree
opportunities to widen experience. This in turn will increase their
involvement with and commitment to the University
3.2
Benefits to the University
The benefits to the University include:
i)
ii)
iii)
iv)
v)
improvements of efficiency with which the University is managed
improved quality of education provision
support for the development of equal opportunities policies and
practices
improved relationship between management and employees and
hence the climate of the University
employees are actively encouraged to take a positive role in their
own development
4.
ROLES AND RESPONSIBILITIES FOR EMPLOYEE APPRAISAL
4.1
Senior Management Team
The Senior Management Team should:
 demonstrate commitment to the appraisal scheme
 provide adequate resources to ensure the appraisal scheme is
effective
4.2
Executive Deans of Faculties or Directors
Executive Deans of Faculties or Directors should:
 ensure that, for all employees for whom they have responsibility,
annual appraisals are carried out and the relevant paperwork
completed
 identify persons who will be appraisers
 endeavour to plan an appraisal timetable which will provide a
complete picture of the Faculty or Directorate and its employee
development needs within an agreed three month period
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4.3
ensure that all appraisers are fully updated on Faculty or
Directorate and corporate plans
evaluate the appraisal process to assess its effectiveness and
impact on Faculty or Directorate plans
provide an annual report on learning and development to Human
Resources Directorate. This report should evaluate the previous 12
months, give details of employee development activities undertaken
within the Faculty or Directorate, and give objectives and
requirements for employee development for the forthcoming year
provide the Human Resources Directorate with any agreed changes
to role as per the Role Review and Analysis Policy and Procedure.
Employees
Employees will be:
 encouraged to participate fully in the process
 make a positive contribution to their own development and to the
aims of their Faculty or Directorate and the University
4.4
Human Resources Directorate
Human Resources Directorate will:
 provide the necessary advice, administration and monitoring of the
scheme
 ensure appraisals are being carried out and equal opportunities
policies addressed
 use the information from the appraisals to inform the employee
development programme organised within the University.
 contact the relevant Faculty or Directorate to discuss the best way
of meeting specialist development needs
 review the effectiveness of the scheme (while maintaining individual
confidentiality)
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5.
THE APPRAISAL INTERVIEW
5.1
Background
The appraisal interview is the mechanism for reviewing the effectiveness of an
individual’s current performance. It should centre on job performance and
should seek to reconcile corporate goals with individual objectives and
personal development. It should not contain any surprises, particularly about
possible shortcomings, which ought to have been dealt with as they occur.
The process should be discussion orientated with a problem solving
approach. This involves a combination of self and joint assessment.
Self assessment is an important feature of appraisal and each employee is
responsible for understanding, accepting and taking ownership of his or her
own performance and development. How an individual achieves the
objectives set should be proposed by that individual and not imposed by an
appraiser.
5.2
Frequency
The formal appraisal interview will take place annually. In addition to the
formal discussion, regular feedback through ongoing dialogue and review
should take place to ensure that progress is being made.
5.3
Appraisers
The appraiser should be an experienced and responsible employee, usually
the immediate line manager, who has knowledge of the appraisee’s work. (In
cases where the appraisee finds difficulty with the arrangements then a
request may be made to the Executive Dean or Director for a different
appraiser to be appointed.) As a general guide, appraisers will not be asked to
appraise more than eight to ten employees in order to ensure that appraisals
are conducted fairly, regularly and with an element of commitment and
goodwill.
5.4
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Pre-appraisal planning
All new employees will receive a copy of the Employee Appraisal
Handbook. The Appraisal Form and Checklist for Appraisers and
Checklist for Appraisees may be downloaded from BUCKS Extra via
the Human Resources Directorate homepage, learning and
development section.
Both appraiser and appraisee should prepare thoroughly for the
interview using the Checklist for Appraisers or Checklist for
Appraisees, as appropriate, as a guide. Both parties should have a
copy of the Appraisal Form together with the Employee Development
Report from Appraisal form (Academic Employee or Support Employee
version, as appropriate) to guide their thoughts, but this should not be
used to prejudge the outcome of any discussion. The appraisee’s job
description/Higher Education Role Analysis (HERA) record outlining
duties and responsibilities provides a useful focal point for the
identification of objectives
The interview date and time will be agreed between the appraiser and
appraisee at least one week in advance of the appraisal. Enough time
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should be set aside for the interview to allow for full discussion. The
interview should be conducted in private with no distractions or
interruptions, preferably on neutral territory.
5.5
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The Interview
The essence of the appraisal process is performance and career
management and should involve giving and receiving feedback,
therefore only the appraisee and designated appraiser should be
involved in the appraisal interview; third parties would not normally be
present.
The interview should begin with the appraisee’s thoughts on each
point, discussion of the appraiser’s views and finally reaching
agreement on outcomes.
The appraisal process looks firstly at job role, personal skills and
achievements of the appraisee, then reviews the previous 12 months in
terms of whether agreed work objectives have been met and what
employee development has been provided. It then focuses on the
forthcoming year in terms of work objectives and identified employee
development needs*.
Employee appraisal will only work successfully if there is a clear
indication of individual objectives and standards. Each employee needs
to know what is expected of them if they are to perform well. Work
objectives are statements which set the priorities of a job and indicate
specific tasks expected to be performed within the forthcoming year.
Standards (performance measures) are then applied to determine the
required level of achievement. The appraisee will need to decide how
these will be achieved.
Employee development* needs required to meet the objectives are
identified and agreed. This needs to be done carefully and the
appraiser will need to ensure that the appraisee’s development aims
are not in conflict with those of the Faculty or Directorate. It should then
be agreed, where possible, how and when the development needs are
going to be met. It may be necessary to seek advice from Human
Resources Directorate.
The University recognises how important managers are in the
successful staffing of the University. The appraisal interview should,
therefore, look at the specific needs of developing management skills,
knowledge and behaviour in managers and potential managers.
The Appraisal Forms should be completed as a written record of the
discussion and agreed action.
It is useful to set the date and time of a follow-up meeting
* “Employee development” is interpreted as the maintenance, improvement or
development of knowledge, skills or behaviour relating to the requirements of
the job (i.e. professional development) or the individual (i.e. personal
development).
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5.6
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6.
Post-interview
The Appraisal Form and Employee Development Report from
Appraisal should be completed by the appraiser as a written record of
the discussion and agreed actions and then signed by the appraiser
and the appraisee as a true record. The appraisee may ask the
appraiser for changes or clarification prior to signing.
A copy of the forms should be retained by both parties for future
reference.
Provide the Human Resources Directorate with any agreed changes to
role as per the Role Review and Analysis Policy and Procedure.
Signed copies of the two forms should be sent to the Executive Dean
or Director who will need an overview of the process. The outcome of
the appraisal should be used to inform the Faculty or Directorate
planning process. He or she should sign the forms and forward a
signed copy of the Employee Development Report from Appraisal to
Learning and Development Team, Human Resources Directorate. The
appraisee should retain a copy of both forms. The completed Appraisal
Form is not required to be sent outside the Faculty or Directorate. Any
copy kept within the Faculties or Directorate must be by agreement
with the appraisee and must meet the requirements of the Data
Protection Act.
If the appraisee is dissatisfied with the outcome of the interview, he or
she has the right to refer the matter to the Executive Dean of Faculty,
or Director and have a personal interview. If following this appeal, the
appraisee is still dissatisfied, he or she will have resource to the
Human Resources Director, who will mediate and try to resolve any
differences. If still not resolved, then the appraisee will have recourse
to the further stages of the Grievance Procedures.
Any general queries on the Employee Appraisal Scheme should be
addressed to the Learning and Development Manager. Queries on
individual appraisals should be made to the Executive Dean of Faculty
or Director.
RELEVANT DOCUMENTATION
The following documents may be downloaded from BUCKS Extra via the
Human Resources Directorate homepage, learning and development section.
Appraisal handbook
Appraisal form
Employee development report from appraisal (academic version)
Employee development report from appraisal (support version)
Checklist for appraisers
Checklist for appraisees
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APPENDICES
CONTENTS
Guidance checklist for appraisers
Guidance checklist for appraisees
Learning and Development Policy
Updated Oct 08
9
GUIDANCE CHECKLIST FOR APPRAISERS
This checklist has been designed to provide a systematic approach to the
appraisal process. For a full understanding of the appraisal scheme you
should refer to the Appraisal Handbook. If for some reason you have not
received a personal copy you will be able to access this from BUCKS Extra
via the Human Resources Directorate homepage, learning and development
section.
Prior to the appraisal interview
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Attend an Appraisal Skills for Appraisers workshop prior to undertaking
your first appraisal. (These are run by the Learning and Development
Team; contact them on extension 3228 to book a place on the next
available workshop. The workshop will enable you to understand the
appraisal process and get the most out of the appraisal interview.)
Ensure that you have been adequately briefed by your Executive Dean
of Faculty or Director regarding institutional and faculty/directorate aims
and objectives
You will be advised who your appraisees will be. This will generally be
individuals for whom you are the line manager, although it is advisable
that an appraiser does not appraise more than eight to ten employees
Arrange an interview date, time and venue with each of your
appraisees. You should give a minimum of one week’s notice to enable
you both to have sufficient time to prepare for the appraisal interview.
Ensure that you allow sufficient time in your diary for the interview (up
to two hours). The venue should preferably be neutral territory where
there will be privacy and no interruptions
Check that the appraisee has access to relevant paperwork (blank
Appraisal Form and Employee Development Report from Appraisal
(Academic or Support version, as appropriate), Guidance Checklist for
Appraisees, job description/HERA record)
Ensure that you are familiar with the appraisee’s job and that you have
a current job description/ person specification /HERA record available.
You may request a C.V. if you feel it is necessary
Set aside time to look at the previous appraisal record and to think
about the appraisee’s performance since the last meeting. Think about
issues which would be appropriate for discussion with the appraisee
Updated Oct 08
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At the appraisal interview
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Make sure you have with you a copy of the appraisee’s current job
description/ person specification/HERA record, copies of previous
appraisal forms and the Appraisal Form and Employee Development
Report from Appraisal (Academic or Support version, as appropriate)
for this meeting
Ensure that the atmosphere and environment are right for conducting
the interview, so that the appraisee will feel at ease. Arrange the
seating/lighting to provide a comfortable setting and avoid, where
possible, sitting either side of a desk, although it is helpful to sit at a
table where notes can be taken more easily. Ensure that there will not
be any interruptions from telephone calls or people coming into the
room
Make the appraisee feel at ease and stress the confidentiality of the
interview
Clarify the purpose of the interview and the criteria by which you
assess performance and agree these with the appraisee
From the very beginning of the interview, make every effort to ensure
that it does not become a mere formality. Be positive and constructive,
try to set a tone of joint responsibility and refer to “we” wherever
possible, as well as “you” and “I”.
Make notes during the interview which will enable you to complete the
sections of the appraisal forms accurately
Using the appraisal form, you should endeavour to let the individual
assess their own performance. Encourage the appraisee to review the
work progress/achievement levels of both work and personal objectives
over the last year. Listen carefully to the views the appraisee
expresses and the replies to questions asked. Encourage the
appraisee to do most of the talking. The object of the interview should
be kept in mind at all times, and every effort made to avoid being
sidetracked
Go over the main points arising from the previous appraisal and check
on progress. Concentrate initially on discussing results achieved and
how they impact on the future, and avoid negative issues at the start of
the interview
Discuss your views and reasons behind them as you go through the
headings on the appraisal form, exploring any differences of opinion
and try to resolve them. Justify any judgements you may make with
practical specific examples
Explore any areas of difficulty and encourage the appraisee to suggest
solutions to overcome them. Use a problem solving approach rather
than be overtly critical. You should also avoid allowing isolated
examples to bias overall judgement
Obtain details of all the employee development activities undertaken in
the previous year using the headings on the Employee Development
Report from Appraisal form as the guidelines
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Look ahead to the forthcoming year and agree on relevant work
objectives which will further the work of the faculty/directorate. It is
essential that you do not impose objectives or there will be little
commitment from the appraisee to achieve them. They should be
demanding but achievable and measurable. You should try to reach
agreement on how performance will be measured and how to
overcome any constraints. Discuss any changes that may be taking
place and their possible effect on performance and achievement of
objectives
Discuss, identify and agree any employee development requirements
in order for the appraisee to meet his or her objectives and enter these
in the relevant section of the Employee Development Report from
Appraisal form.
Discuss the appraisee’s personal development requirements and
career plans. Be careful not to make any firm commitments which
cannot be delivered. The appraisee’s expectations should not be raised
unless you are certain that you are in a position to implement the action
to which you agreed
At the end of the appraisal it is helpful if the appraiser gives a summary
of the discussion and agreed actions. This ensures accuracy of
understanding and sometimes acts as a useful prompt for an issue
which has been overlooked
Where possible a provisional date and time for a follow up interview
should be arranged
After the interview
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Complete and sign the two appraisal forms and then give them to the
appraisee to sign. If there have been any points of disagreement
ensure that these are clearly stated and both of you are clear as to
whether there will be an appeal. Both the appraiser and appraisee
should keep a copy of the appraisal forms for future reference
Provide a copy of the signed forms to the Executive Dean of Faculty or
Director and discuss any outcomes in person. The information will be
used to inform faculty/directorate planning. The Executive Dean of
Faculty or Director will then sign the forms and send a copy of the
Employee Development Report from Appraisal form to the Learning
and Development Team, Human Resources Directorate, who will use
the information to inform the employee development programme. The
completed Appraisal Form is not required to be sent outside the
Faculty or Directorate. Any copy kept within the Faculty or Directorate
must be by agreement with the appraisee and must meet the
requirements of the Data Protection Act.
Updated Oct 08
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Provide Human Resources Directorate with any agreed changes to role
as per the Role Review and Analysis Policy and Procedure. Ensure
that you and the appraisee have a written record of agreed changes
To ensure that the value of the appraisal is not lost, it is important that
you check on progress informally every few months. You should
continue to encourage the appraisee and be prepared to give advice
and support where necessary. These regular interviews should be
diarised to ensure that they are carried out. It is important to realise
that improvement in your appraisee’s performance is a shared
responsibility and that follow up is an essential part of the appraiser’s
duties in this respect
If circumstances change in such a way as to overtake objectives set for
the appraisee then considerations should be given, where necessary,
to varying the agreed tasks/objectives. This should be done as part of a
regular informal review process. A note should be kept of agreed
changes.
If you require help or advice regarding suitable employee development
opportunities to meet the identified requirements, contact the Learning
and Development Manager
Refer any queries to your line manager in the first instance
Updated Oct 08
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GUIDANCE CHECKLIST FOR APPRAISEES
This checklist has been designed to provide a systematic approach to the
appraisal process. For a full understanding of the appraisal scheme you
should refer to the Appraisal Handbook. If for some reason you have not
received a personal copy you will be able to access this from BUCKS Extra
via the Human Resources Directorate homepage, learning and development
section.
Prior to the appraisal interview

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




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Attend an Appraisee Awareness seminar prior to your first appraisal.
(These are run by the Learning and Development Team; contact them
on extension 3228 to book a place on the next available seminar. The
seminar will enable you to understand the appraisal process and get
the most out of your appraisal interview.)
You will be advised who your appraiser will be. This will generally be
your line manager. If you have any difficulties with the arrangements
you may ask your Executive Dean of Faculty or Director for a different
appraiser
Your appraiser will agree an interview date, time and venue with you.
You should be given a minimum of one week’s notice to enable you to
have sufficient time to prepare for the appraisal interview. Ensure that
you allow sufficient time in your diary for the interview (up to two hours)
Set aside time to read your previous appraisal record forms (if
applicable) and your current job description/ person specification/HERA
record. Make notes of anything that occurs to you while doing this.
If you have been asked to provide a CV, ensure that this is current in
terms of personal details (address etc.)
Using the appraisal forms as guidance, prepare for the discussion by
reflecting on your own performance and achievements and those of the
work team/office/faculty or directorate during the last 12 months. You
may be given blank appraisal forms by your appraiser or you can
download these from BUCKS Extra, Human Resources Directorate,
Learning and Development section. (Note you will need an Appraisal
Form and an Employee Development Report from Appraisal (academic
or support version, as appropriate).
Check that you have met all your objectives from the previous
appraisal and if not try to identify the reasons
Think about your preferred objectives for the forthcoming year and
attempt to prioritise these and suggest any appropriate performance
measures which you feel might help the review process
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List all the employee development activities that you have undertaken
in the past 12 months using the relevant section in the Employee
Development Report from Appraisal form. Try to identify any employee
development which you will need in the coming year to support your
proposed work objectives or generally improve your performance
Think about your personal development requirements and future career
path
At the appraisal interview
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Make sure that you take all relevant paperwork to the appraisal
interview (previous appraisal record, appraisal forms, job/person
specification/HERA record, C.V. (if requested))
Help the appraiser produce a relaxed atmosphere, which will promote
an open discussion
Keep your own notes of the discussion. This will help you to ensure the
accuracy of the completed appraisal form
Under each of the headings on the appraisal form discuss your
thoughts and the reasons behind them. Listen to and be prepared to
discuss the points raised by your appraiser, and explore any
differences of opinion and try to resolve them.
Review your job role, personal skills and achievements
Review the last 12 months in terms of whether you have achieved your
objectives and the employee development activities you have
undertaken. If there have been any areas where you have had difficulty
in achieving objectives, try and suggest solutions to overcome them.
Look ahead to the forthcoming year and agree on objectives,
performance measures and how you might achieve them
Discuss your employee development requirements in order to meet
your objectives and get agreement from your appraiser
Discuss personal development requirements and whether these can be
supported
At the end of the interview your appraiser may give you a summary of
the discussion and agreed actions. You may ask for this if it is not
given automatically. This sometimes ensures accuracy of
understanding and occasionally acts as a useful prompt for an issue
which has been overlooked
Where possible a provisional date and time for a follow up interview
should be agreed
After the interview
 The appraiser will complete the appraisal forms and give them to you
to sign. Both you and the appraiser should keep a copy for future
reference. Before signing ensure that you agree with the issues raised.
If there have been any points of disagreement ensure that these are
clearly stated and that both of you are clear as to whether there will be
an appeal.
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The appraiser will send a copy of the signed appraisal form to the
Executive Dean of Faculty or Director, who will use the information to
inform faculty/directorate planning. He or she will sign the forms and
send the Employee Development Report from Appraisal to Learning
and Development Team, Human Resources Directorate, who will use
the information to inform the employee development programme. The
completed Appraisal Form is not required to be sent outside the
Faculty or Directorate. Any copy kept within the Faculty/Directorate
must be with your agreement and must meet the requirements of the
Data Protection Act.
Your Executive Dean or Director will be responsible for notifying
Human Resources Directorate of any agreed changes to your role as
per the Role Review and Analysis Policy and Procedure. Ensure that
you have a written record of agreed changes
To ensure that the value of the appraisal is not lost, it is important to
set aside time to review your own progress informally every few
months. If you have any difficulties or any unforeseen constraints on
achieving your objectives you should speak to your appraiser as soon
as possible.
Attend any follow up meetings arranged with your appraiser
If you require help or advice regarding meeting your employee
development needs, contact the Learning and Development Manager
Refer any other queries to your line manager in the first instance
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1 Learning and Development Policy
1.1 The University mission and ethos indicates commitment to:
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providing quality, inclusive and relevant higher education to develop and build
the potential of individuals and organisations.
being a teaching-led university underpinned by appropriate scholarship,
focussed research and professional practice
giving support and recognition to employees and students to enable them to
maximise their individual potential and their contribution to the institution, its
vision and goals.
1.2 The learning and development policy is designed to ensure that all employees
are provided with the necessary support to enable them to undertake their roles to
the highest standard and so contribute to the fulfilment of the mission aims. The
policy applies to employees on fractional and HPL contracts as well as to full time
contracts.
1.3 Learning and development begins on appointment with appropriate induction and
mentoring throughout the probation period.
2 Induction
2.1 On confirmation of appointment the Human Resources Directorate will provide
all new employees with information about their terms and conditions and about their
rights and responsibilities as an employee of the University. On commencement of
employment, the Faculty/Directorate will provide locally relevant information.
2.2 Within a reasonable period from the commencement of employment, all new
employees will be invited to an induction event. A range of induction workshops will
also be available to support new employees.
3 The Mentor Scheme
3.1 All new employees will be allocated a mentor who will act as an advisor and
source of information for the first year of service. Wherever possible the mentor
should not be the line manager but should be someone in a similar role to that of the
new employee.
4 Appraisal
4.1 The University operates an appraisal scheme for all established employees. The
central element of the scheme is the annual appraisal interview that provides an
opportunity to review the past year, to set objectives for the coming year and to plan
the employee/professional development that will help to ensure that the objectives
are fulfilled. The appraisal interview may also provide the basis for ongoing review
throughout the year as appropriate.
4.2 Training will be provided for all appraisers and it is a requirement that the training
is completed before any appraisal interviews are undertaken.
4.3 Preparation workshops will also be provided for all employees before their first
appraisal interview to ensure that they understand the way the scheme operates and
their own part in it.
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5 Employee/Professional Development
5.1 The University is responsible for ensuring that all employees, are able to
maintain up to date expertise in relation to their post. At the same time, employees
share responsibility for identifying and agreeing their learning and development
needs through the appraisal scheme and then making constructive use of the
provision made available to them.
5.2 Employee/Professional Development may be provided in various ways including:
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Supported Enrolment on the University award programmes, including award
programmes specifically provided for employees of the University, (e.g.
Diploma in Learning and Teaching in H.E.)
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Supported Enrolment on External Award Programmes
5.3 Where the Executive Dean or Director agrees that an internal or external award
or training is directly relevant to the individual's role this may be completed during
working time and without cost to the individual. Support for external awards or
training is normally provided only where no equivalent award is available within
Bucks New University.
5.4 In some circumstances support for external awards or training may be provided
subject to agreement that the individual receiving the support will complete a
minimum specified period of employment following the completion of the programme.
In such cases the specified period required must be reasonable in the light of the
cost to Bucks New University of the support provided.
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Attendance at relevant Conferences and other external events.
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Faculty/Directorate learning and development activities
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Central internal employee development programmes and workshops
6
Peer Observation
6.1 The University recognises that Peer Observation is a powerful means of
enabling individuals to review their own practice. All members of the teaching
community are expected to participate in the University Peer Observation Scheme.
7 Employee Development for individuals appointed without formal job related
qualification.
7.1 Where an individual has not previously gained a qualification relevant to their
post they will be encouraged to enrol on an appropriate award programme within 18
months of their employment.
7.2 Individuals appointed to a teaching role who do not have a teaching
qualification or previous teaching experience in H.E. will be expected to attend
‘Preparation for Teaching’ Workshops. The first workshop should normally be
completed before teaching starts but for those appointed during the academic year at
the earliest opportunity.
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7.3 Individuals appointed to a teaching role who do not already have an appropriate
teaching qualification or at least two years experience in HE will be required to enrol
on Bucks New University PG Certificate in Learning and Teaching in HE as soon as
possible and within two years of appointment. For individuals appointed to a
teaching role in the Schools of Health within the Faculty of Society & Health the
requirement will be to enrol on an ENB approved award.
8 Personal Development
8.1 The University also recognises the importance of supporting the personal
development of employees. This support will be provided by allowing access to
University programmes regardless of relevance to post at no cost or for reduced
fees. This is subject to availability of places and the entry requirements for the
programme. Where participation in award programmes is not directly work related
this would usually have to be completed in the individuals own time.
9 Professional Development in Relation to Collaborative Provision
9.1 The University is responsible for the quality of all Bucks New University awards
whether delivered internally or by a partner institution. Where an award is delivered
by a partner institution the University will provide appropriate learning and
development for individuals directly involved in teaching delivery.
9.2 This may where appropriate include all of the forms of provision available to
Bucks New University employees and outlined above. It will more usually involve
workshops provided by the relevant Faculty and/or those included in the central
employee development programme either at the partner institution or at Bucks New
University.
10 Learning and Development for Individuals Encountering Difficulties in their Roles.
10.1 Occasionally individuals encounter difficulties because they do not have the
skills or knowledge needed to successfully undertake the role for which they were
employed or to adapt to necessary changes in their role. In such circumstance the
University will ensure that appropriate learning and development provision is made
available.
11 Equal Opportunities
11.1 Employee Development is provided within the context of the University policy for
equal opportunities. This is reflected in the procedures for accessing the various
forms of provision but must also be reflected in the information provided to all
individuals about their role and the way in which the University wishes them to carry it
out.
11.2 The programme of induction workshops provided will include Equal
Opportunities and Cultural Awareness but these issues will also be integrated as
appropriate through other forms of provision.
12 Investors in People
12.1 The University gained IiP recognition in 2000. The University is committed to
maintaining this recognition and will continue to explore with IiP ways in which this
can be achieved using evidence produced in the course of the University Quality
Assurance processes.
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NB. Support for all forms of Employee/Professional Development is subject to prior
approval and completion of the appropriate procedures. Individuals who enrol on
award programmes or other forms of provision without prior approval may have to
cover the costs themselves. Details of the approval requirements and procedures
are available within Faculties and Directorates or from the Human Resources
Directorate.
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