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‘Spotlight’ behavioural profiling

Teams that make the best use of their members ‘super strengths’ often perform a whole lot better, especially when there’s something at stake or the pressure’s on (when isn’t it?). Spotlight behavioural profiling identifies not just our behavioural preferences but also how we prefer to operate when the chips are down. I’m working with school leadership teams that are discovering how agile they can be once they know where the strengths and the gaps are. Contact me for more details.

Standards for Teachers Professional Development

If you haven’t seen it and you’re reviewing your appraisal process, the DfE has published standards for teachers professional development. See

https://www.gov.uk/government/publications/standard-for-teachers-professional-development

Pay policies

The changes introduced in successive Pay and Conditions Documents since 2012 have been significant, to say the least. All teacher pay progression is now performance related and with that comes the potential for fallouts and bust ups. Is your pay policy clear about the circumstances under which teachers will be awarded pay progression and precise about the criteria that have to be met? And are they equality proof? Local authorities and the trade unions produce their own models and most are a good starter, but schools should be wary of simply adopting these without checking that they fit your particular circumstances and ambitions.

Workforce planning ??

Well, you might think it’s one of those fanciful optional extras but it’s better than having to consider redundancy, that’s for sure. And it remains a mystery to me why so many schools fail to take even a medium term view of their workforce needs, let alone a long term one.

ASCL has recently drawn attention to the Governments announcement earlier this academic year that any rise in funding is sure to be wiped out – and more – by increases in staff salaries, employer pension contributions and rises in national insurance. So, in addition to projecting your pupil numbers, simple things like knowing your turnnover rates, the profile of your workforce by age and gender (do all vacancies and maternity leave always have to be covered by external appointments?), a careful use of fixed term contracts and refreshing second subject expertise might help avoid the trauma of compulsory job losses in future.