PRP has faced criticism for being ineffective and placing undue stress and pressure on teachers. Its removal from the STPCD as a mandatory requirement aims to ease the administrative burden and shift the focus from pay-linked performance to other performance management methods.
Even if your school decides they no longer wish to use performance related pay, the alternative is not as simple as allowing automatic progression.
Advice within the new STPCD itself details that performance should still be considered when determining pay progression for teachers.
So how can Schools and Trusts wishing to remove performance related pay marry these two conflicting requirements?
Whilst some interpret the removal of the statutory requirement for PRP as the total abolition of the appraisal process, this is not the intended outcome.
Refining and adapting your appraisal process to focus on support and development is more practical, offering a far more collaborative and transparent approach. Where a decision has been taken to remove PRP, schools should consider reviewing current arrangements for appraisals, ensuring that the system in place is:
Without PRP, schools have more flexibility to explore alternative approaches to the traditional annual appraisal cycle:
Collaborative Appraisal System: A London primary school replaced its annual appraisal system with a collaborative approach. Teachers set personal development goals at the start of the year and participated in regular peer review sessions. This approach fostered a supportive environment and led to noticeable improvements in teaching quality and staff morale.
Continuous Professional Development: A Manchester secondary school implemented a continuous professional development program. Teachers attended monthly workshops and training sessions tailored to their needs. The school saw a significant increase in teacher engagement and student outcomes.
Mentorship Program: A Birmingham school introduced a mentorship program for new and struggling teachers. Experienced teachers provided guidance and support, helping mentees develop their skills and confidence. This program reduced turnover rates and improved overall teaching standards.
The end of mandatory performance related pay does not equate to automatic progression, nor does it negate the need for an appraisal process. Open dialogue with unions is crucial to address concerns and find common ground if schools find that this suggestion is being asserted. This can include:
In the absence of PRP, schools still need effective methods for addressing underperformance. Except in exceptional circumstances, you should always start with an informal support plan as soon as the issue is identified.
Always keep clear records of support plans and the required actions and consider whether having a notetaker at informal meetings is appropriate. This will help to keep accurate records should the underperformance continue.
The teacher concerned should be warned that a failure to meet the targets set during the informal stages of a process to manage a lack of capability may escalate to a formal process. They should also be warned that any pay progression may be halted until the underperformance has been rectified and sustained. You should be clear and consistent about when and how this will be applied.
Schools will also need to ensure that those responsible for making decisions around pay progression for teachers understand the process and any changes implemented, and still have due regard for performance when taking these decisions.
Some questions for your school decision-makers could be:
Removing mandatory performance related pay presents an opportunity for schools to hone and even rethink their approach to teacher appraisals. By focusing on continuous improvement, professional development, and supportive measures, schools can create a more positive and effective performance management system that is geared towards talent management and ensuring the most positive outcomes for young people. Engaging with unions and being transparent about changes, along with the circumstances under which pay could be withheld if an individual is underperforming, will be crucial in navigating this transition successfully.
If you’re an existing customer facing challenges in managing your appraisal policy, we encourage you to seek early support from your EPM People Adviser. You can also access our updated Appraisal and Capability Policy on our EPM Customer Hub.