BRITISH TOURIST AUTHORITY TRADING AS VISITBRITAIN ...

VisitBritain and VisitEngland
Annual report and financial statements for the year ended 31 st March 2010
7. STAFF
Introduction
VisitEngland and VisitBritain staff are employed by VisitBritain and all employment matters are managed jointly.
Employment
Full details of the numbers of employees split between marketing, marketing support and administration are given in note 8 to the
accounts.
Internal Communications
VisitBritain recognises the Public and Commercial Services Union (PCS) as representing the interests of staff in official negotiations.
During the year PCS was consulted on a range of issues, including pay, grading issues and organisational change. The PCS union
represents staff in grievance and disciplinary cases.
VisitBritain ensures that information is provided to employees in a timely manner and they are consulted on significant matters. This
is achieved through the use of a range of communication channels including the staff intranet (incorporating up-to-date news and
information, as well as networking forums), staff surveys, regular presentations on initiatives and developments within the
organisation and industry as well as meetings with senior management.
Pay
VisitBritain operates a performance management system to align individual objectives to the Corporate Business Plan. Performance
is assessed against targets and demonstration of competencies with payments made only where there are achievements in both
areas. Approval for the annual pay remit was received from DCMS and performance pay increases and bonuses were implemented
for all eligible staff.
Performance Assessment and Payment
Performance objectives are mutually agreed at the beginning of the financial year. These consist of a mix of hard numerical / factual
objectives and certain behavioural objectives (core competencies).
These objectives are then monitored and measured (using SMART criteria) throughout the year with a half yearly and final review
when a performance rating is agreed ranging from 1 – 3.
1. Has over achieved on set objectives and delivered additional projects. Is an exceptional performer. Exceeds all
requirements, including displaying competencies to a very high standard
2+ Has achieved all objectives and over achieved in some significant areas. Is a high performer in terms of job objectives,
competencies and team working
2 Doing the job well. Has achieved all objectives to an effective standard and is displaying the required level of
competencies for the job.
2- Is meeting some requirements. Has not fully achieved all annual objectives but is displaying competencies or has
achieved all objectives but is not displaying required competencies.
3 Needs further development. Has not achieved annual objectives set to a satisfactory standard and is not displaying the
required level of competencies.
All staff are rewarded purely on the basis of performance. There are no automatic annual increments. Reward has two elements: a
variable salary increase (assuming effective performance at least) and a performance bonus if performance is very effective.
Service Contracts
Contracts are open-ended rolling contracts; notice periods for staff are between 1 and 6 months. Termination payments are limited
to the notice period unless redundancy is applied in which case a formula is used to calculate the amount of compensation which
roughly equates to a lump sum compensation of one month’s pay for each complete year of service plus pay in lieu of notice if
applicable.
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