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Co-operative College Reward and Recognition Framework. Background. July 2011 - College committed to addressing its reward and recognition frameworks following IiP Review

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Co operative college reward and recognition framework

Co-operative College Reward and Recognition Framework


  • 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.

Organisation design
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
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
Role & Development Framework

  • The Co-operative College Behaviour Framework

  • Role Clusters and profile

Reward framework
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
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 scales1

Market reference point

Minimum point of salary range

Maximum point of salary range

Salary Banding and Pay Scales




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.

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