Co-operative College Reward and Recognition Framework

Background• July 2011 - College committed to addressing its reward and

recognition frameworks following IiP Review• March 2012 - Remuneration and Employment Committee (REMCO)

received a paper outlining how the College would address this issue.• Introduction of

• Behaviour based approach, ie how roles where done not just the tasks.• Job families and levels.• Salary bandings.

Elements of Reward & Recognition Framework

Organisation DesignPeople and Performance Management Framework

Role and Development Framework

Reward Framework

Co-operative College Reward and Recognition Framework

Organisation Design• Operational structures are fit for purpose.• Operational structures support strategic plan and vision of where we

want to be in the future.• Rationale behind integration of CLD with Research & International.

People and Performance Management Framework

• Focus on developing the capability of colleagues.• Ensuring College has a highly skilled workforce, giving the best possible

service to our beneficiaries.• Changes to performance reviews through introduction of;

• Assessment criteria and scoring covering• Individual objectives.• Knowledge and skills.• Behaviours.

• Management Equity meetings• Ensuring performance objectives set by all managers are fair, achievable and consistent.• Reviewing performance assessment ratings awarded to individuals and determine if there is an

even distribution and the ratings have been fairly applied.

Role & Development Framework• The Co-operative College Behaviour Framework

• Role Clusters and profile

Behaviour FrameworkCluster Behaviour Core Management

Behaviour

Approach

Self Management Yes  

Initiative Yes  

Courage of Convictions   Yes

Delivery

Flexibility Yes  

Passion for Performance Yes  

Analytical Thinking    

Entrepreneurial Thinking    

Developing Others   Yes

Relationships

Personal Impact Yes  

Communication Yes  

Influencing   Yes

Role Clusters and Profiles

• Level A • Level B

Cluster 1 - Support RolesThe central purpose of these role is about providing clerical and administration support to internal colleagues or external beneficiaries.

• Level A• Level B

Cluster 2 - Technical Specialist RolesThe central purpose of these roles is bringing specialist expertise and knowledge to the role and use this knowledge to give advice and guidance to other colleagues or external beneficiaries. Some of these roles may supervise other team members.

• Level A• Level B• Level C

Cluster 3 - Business LeadersThe central purpose of these roles is to manage the delivery of activities in line with our business plan and will have a level of responsibility for influencing the overall organisation performance. Management responsibility may also include managing people, many of whom may themselves be specialist in their particular field.

Cluster 4 - Executive LeaderThe roles within this cluster set out the vision for the Co-operative College and shapes its direction.

Reward Framework• Salary banding including pay scales.• Rewarding consistently high performing.• Based on following principles;

• A focus on recognising and encouraging individuals who consistently deliver high quality and performance.

• To promote the co-operative values and ways of working that define the Co-operative College and supports its culture and working environment.

• To support the development of behaviours that the College expects all employees to demonstrate in the way in which they undertake their roles.

• To be fair and equitable to all colleagues.

Salary Banding and Pay Scales• Broad salary banding broken down into a number of pay ranges.• Use the market median to guide setting the market reference point for each pay

range (mid-point).• Benchmarked to the charity and public sector.• Minimum level set at 80% of mid-point.• Maximum being 20% above the mid-point (ie 120%).• Progression not be automatic but based on individual performance.

Salary Banding and Pay Scales

Individuals are role models who provide inspiration to others doing the same role and exceed what is required on a consistent basis.

Individuals are learning and developing in the role until they operate without supervision to deliver all aspects of their roles.

Individuals do all aspects of their role well, all of the time.

Maximum point of salary range

Minimum point of salary range

80% 100% 120%

Market reference

point

Any questions?