Recruitment and Management Guide - International Cricket Council

Recruitment andManagement Guide

PEPSI ICC Development Programme – Recruitment and Management GuideTable of Contents1. Introduction.......................................................................................................................................12. Planning to Employ2.1 What is the role?...................................................................................................................... 22.2 How much do we have to spend?.................................................................................... 32.3 What is the timeline?............................................................................................................ 33. The Recruitment Process3.1 The Job Description.................................................................................................................43.2 Advertise.....................................................................................................................................43.3 Short List and Interview....................................................................................................... 53.4 Offer and Appoint.................................................................................................................. 54. Managing New Staff4.1 Roles and Responsibilities...................................................................................................64.2 The Handover...........................................................................................................................64.3 Governance or Management?.......................................................................................... 75. Appendices5.1 Example Simple Organisational Chart...........................................................................85.2 Example Job Description.....................................................................................................85.3 Example Position Advertisement.................................................................................... 115.4 Example Interview Question Structure........................................................................125.5 Example Employee Contract Structure........................................................................ 145.6. Example List of Key Performance Indicators.............................................................17

PEPSI ICC Development Programme – Recruitment and Management Guide1. IntroductionFor any sporting body – be it local, national or international – moving from a largely volunteer based organisationto a professional management structure is a big step. It is, however, a step that needs to be taken if thatorganisation and the sport it represents is going to continually develop in the ever competitive leisure industry.A key factor in taking this step is having the resources available to do it. From 2009 many ICC Associate andAffiliate Members will for the first time have the financial capacity to begin the process of employing staff, or,significantly enhance their existing staffing structures.This is therefore an exciting time for our sport. The benefits of having paid staff are, however, not automatic.An important driver in taking this step successfully is the ability of volunteer administrations to handover operational roles – that they may have been undertaking for years – in order to become overseers ofprofessional staff and to provide greater strategic direction to take their sport forward. In other words, to beginoperating like a Governing Board as opposed to an Operational Board.This change in role and governance can be difficult and therefore needs to be acknowledged at the beginning ofany staffing expansion.This short document aims to provide a very basic guide to Associate and Affiliate Members that may havelimited experience in recruiting and managing staff. It concentrates on three key areas:• Planning to Employ• The Recruitment Process• Managing New StaffIt is a key objective of the Pepsi ICC Development Program and its staff to work closely with all Members toassist them in recruiting, managing and retaining the right professionals for the right roles. Therefore, inaddition to using this document as a guide, please contact your ICC Regional Development Manager should yoube planning to recruit new staff and require any assistance in this regard.Best of luck,The Pepsi ICC Development Team1

PEPSI ICC Development Programme – Recruitment and Management Guide2. Planning to EmployThe first step in the employment process – as is required when beginning any major project – is to develop aplan. This will provide a sound foundation to ensure the right person can be employed in the right position forthe right reasons. There are some important questions that need to be considered when developing this plan.2.1 What is the role?The following should be considered when answering this question:Focus areas of the role.This should link back to the National Cricket Body’s (NCB) strategic plan and priorities and include:• What the person is being employed to do.• What benefits this role will provide to the organization (ie. why the person is being employed)Where the role fits.An organizational chart is important here to ‘map out’ the staffing structure of the NCB. This chart will also outline:• Where this employee fits in the organizations structure• Who this role reports to• Who reports to this roleA sample organisational chart is attached in Appendix 5.1.Working through this process will assist in understanding the skill set and experience required for the position,along with the job description that will need to be developed for the role. This information is critical beforeommencing the recruitment process.2

PEPSI ICC Development Programme – Recruitment and Management Guide2.2 How much do we have to spend?The all important budget, and remember, just like any other spend the NCB makes,employing staff is an investment in cricket’s future within the country.Decisions on priorities against other possible spends need to be made here, as does anunderstanding of the ‘market rate’ for the type of person you are looking for. A balancebetween offering enough to attract quality candidates and offering too much that will seeyour budget become ‘administration top heavy’ needs to be struck.The employment budget should include:• Recruitment costs• Employee Salary• Other employee benefits, possibly including pension, gratuity, medical insurance, bonuses, relocation costs(if applicable) etc.• Other employee costs to possibly be covered by the National Cricket Body in order for the employee toconduct their duties. For example computer, mobile phone, transport and travel costs.Don’t fall into the trap of only budgeting for the employee’s salary as the total cost to the business is going tobe more than that.Finally, before approving the budget, take one last reality check by remembering that this is an importantinvestment in cricket and therefore has to be maximized by getting the best possible candidate that canbe afforded.2.3 What is the timeline?As a general rule, recruitment processes tend to take longer than planned, so be realistic when setting atimeline. Timelines can vary, largely depending on the seniority of the role, however, the following can be usedas a general guide:• 2-3 weeks for the role to be advertised• 1-3 weeks to short list candidates and conduct interviews• 1-2 weeks to offer the role, agree terms and appointTherefore from the point of advertising the role to appointing the successful candidate could take between 4 to8 weeks.Then, depending on the person’s notice period from their previous employer, it could take between another 2weeks to 2 months for your new employee to start.All in all, conducting a thorough recruitment process in order to ensure the right people are employed in theright positions for the right reasons can take as little as six weeks, but could also take several months.But don’t worry, the time and effort will be worth it!3

PEPSI ICC Development Programme – Recruitment and Management Guide3. The Recruitment ProcessOk, so we now have a role, a budget and a timeline. Next, the recruitment process.3.1 The Job DescriptionBy going through the process outline in 2.1 to understand what the role is, you will already be a quite advancedin being able to prepare a job description. A sample job description structure is attached in Appendix 5.2, andshould include the following:• Title of the position• Brief explanation of both the National Cricket Body and the role being recruited• The specific duties/responsibilities of the position• Reporting lines (for and to the position)• The skill set and experience required• Location of the position3.2 AdvertiseIn approaching the next phase of the recruitment process, a decision needs to be made on whether this will beoutsourced to a recruitment agency, conducted internally by the National Cricket Board or perhaps a mix of both.Recruitment agencies conduct a range of services which can include the development of job descriptions,coordination of the advertising process, vetting of CVs and short listing, conducting interviews and providingadvice on preferred candidates. Some – in large sporting markets – are specialist in recruiting for sport jobs.Many however may not be and therefore may not necessarily fully understand the needs of the position.Some points to consider here:• A recruitment agency will likely charge a fee. This may be a flat fee, or a percentage of the final salary paid.• If Members of your Board have limited skills and experience in conducting recruitment processes (or don’thave easy access to people that do), a recruitment agency may be a good option.• A recruitment agency may also be useful if the role is either very senior (i.e. CEO, General Manager) or thereis expected to be a lot of interest and therefore the work load to shortlist and conduct interviews may besignificant.Also consider your ICC Regional office as a source of support here given many Regional staff – and allRegional Development Managers – are experienced in conducting recruitment process. Regional staff are alsoindependent.If you decide to conduct the recruitment process internally and therefore need to advertise the post, you willneed to develop an advertisement. The advertisement will tend to be a shortened version of the job description,often 1 or 2 pages in length. A sample advertisement structure is attached in Appendix 5.3Providing an indication of the salary on offer is optional, however, always be sure to include a cut off date forapplications and the address (either email and/or postal) where applications have to be sent.In terms of then placing the advertisement, first and foremost, think about your target market and where theywill most likely be on the lookout for new jobs4

PEPSI ICC Development Programme – Recruitment and Management GuideNewspapers have tended to be the most regular medium to post a job advertisement. However, more and moreonline solutions (i.e. websites) are now being used. Industry newsletters, magazines and notice boards alsoprovide potential ways to reach your audience. The bottom line is to be creative.Regarding timing, be mindful of public holidays, school holiday and long weekends when setting the timeframefor advertising. Also consider the length of time you would like the position to be advertised. Three weeks isusually a pretty good guide.3.3 Short List and InterviewOnce the application period is closed, the role of selecting a short list of candidates for interview begins.Work through the applications and CVs looking for candidates with the skills and experiences required in thejob description. Depending on the number of applications, this might be a job for one or two people. Two peoplewill also be able to cross reference with each other to develop a more consolidated short list.Again depending on the number of candidates, you may decide to conduct one or two rounds to interviews.Either way, more than 8 to 10 people would be a lot to interview and therefore anywhere between 4 and 8would be appropriate.Interviews may be either face to face or over the phone. To be fair to all candidates, you should askpredominately the same list of questions initially, while more open discussion may take place after that.A sample interview question template in attached in Appendix 5.4.Questions should be based around finding out about the candidates’ previous work experiences and whetherthey have the required skills to do the job. Finding out what the candidates’ salary expectations are is important,as is understanding when they could begin the role.It is also important to give all candidates an opportunity to ask their own questions about the role and theorganisation.If a second interview takes place – likely with only 2 or 3 candidates – you may also ask the candidates tocomplete a presentation on how they would approach the role if they were successful. Some discussion on thesalary for the position may also take place in the second interview.Once the interview process is complete you should be in a position to select the preferred candidate. Beforemaking an offer, however, remember to conduct an independent reference check. This would involve speaking toreferees provided by the preferred candidate.3.4 Offer and AppointIn offering the role to the preferred candidate, formal notification of the salary along with all terms andconditions of the role should be provided. Some negotiation may take place at this point.Once agreement between both parties is confirmed, an official offer letter and contract of employment shouldbe supplied by the NCB for the new staff member to sign.It is often good practise to include a probation period in the contract of three or six months.A sample employee contract structure is attached in Appendix 5.5.Only once the contract has been signed should a public statement announcing the appointment be considered.5

PEPSI ICC Development Programme – Recruitment and Management Guide4. Managing New StaffWith the new staff member now appointed and in place, it is important this person receives the right amountof support and direction to complete their role.4.1 Roles and ResponsibilitiesNew staff should be given an understanding of the structure and objectives of the organisation, along withwhere they fit into these. Reporting lines are important – including who they are accountable to and who isaccountable to them – as are the key roles the staff member is responsible for.If the person’s role has defined Key Performance Indicator’s (KPIs)that they will be judged upon, these should be clearly outlined,while a well defined job description will also give new staff aclear indication of what is expected of them.It is good practice to appraise staff – against KPIs or otherperformance criteria – on a regular basis, and at least onceformally each year. Such performance management processescan link into salary reviews and will also ensure staff are beingmonitored against the roles and responsibilities they areemployed to fulfil.A list of example Key Performance Indicators is listed inAppendix 5.64.2 The HandoverEnsuring new staff know what they have to do from a practical perspective when they begin their role maysound obvious, but it is sometimes overlooked.A key requirement in achieving this is the provision of a full hand over. This basically means the person (eitherpaid or volunteer) who was previously overseeing this role – or parts of it – meets with new staff members toupdate them on what they have done in the past and what activities are currently ongoing.This education process should also involve the handover of all documentation and other information needed toensure a smooth transition takes place.Do not underestimate the value a good handover has on the ability of new staff to ‘hit the ground running’ andbegin producing results soon after they commence their role.6

PEPSI ICC Development Programme – Recruitment and Management Guide4.3 Governance or Management?Balancing the roles and responsibilities of a governing board compared to its paid staff can be difficult.This is especially pertinent if a governing board has not previously had paid staff reporting to it. In such cases– where a wholly volunteer structure has previously run the day to day activities of the NCB – hand over anddelegation of tasks is a key requirement. This process needs to be carefully managed to ensure it happenssuccessfully.In line with 4.1, it is recommended that responsibilities of the Board and the staff reporting to it (i.e. the GeneralManager or CEO) are clearly defined and agreed.Such definition will probably need to be considered along with the constitutional requirements of the Board, itsTerms of Reference and the job description of the staff member concerned.7

PEPSI ICC Development Programme – Recruitment and Management Guide5. Appendices5.1 Example Sample Organisational ChartCricket BoardChief ExecutiveOfficerAccountant/Book keeperDevelopmentOfficerNational Coach5.2 Example Job DescriptionJob Description : Chief Executive Officer, Cricket ‘ABC’Job Description• Lead Cricket ABC and prepare the future Development, Operational, Strategic and Business Plans forCricket ABC Board (“the Board”) approval and manage the process of and day-to-day activities requiredto meet the Cricket ABC strategic plan and governance structure- there is a team in place – it needs aleader who is a team player.Accountability• The Chief Executive Officer will be a non executive member of the Board and will report to theChairman of Cricket ABC.Main Duties• The purpose of the job is to ensure the smooth transition in the management if Cricket ABC and to bethe final ‘cog’ in a new and effective organization. The CEO will develop detailed business and appropriateoperation plans following on from the Board’s strategic plan and internal governance structure and willreport on operational and financial performance. The following key duties will be necessary:General Administration• Oveall responsibility for the day to day administration and financial activities of Cricket ABC inconjunction with the Chief Operating Officer.• Ensure effective Corporate Governance of Cricket ABC.• Prepare annual business plan for Board approval.• Make recommendations and assist the Board in developing longer term strategies.• Promote and develop common goals and objectives with the Cricket Scotland Districts, AreaDevelopment Groups and Clubs – foster links with clubs – seek as much inclusivety as possible.• Ensure the development of the youth programme by the Youth Development Officer.• Ensure Preparation of the Annual Report, administration and arrangements for the AnnualGeneral Meeting, Board and other general meetings8

PEPSI ICC Development Programme – Recruitment and Management GuideManagement of the Office and the support staff:• Responsibility for developing the organisation and leading the Management Team in meetingthe objectives set out in the strategic plan.• Undertake a staff appraisal and development programme.• Oversee the performance and conduct of all Cricket ABC professional staff.• Financial Administration:• Oversee and have overall responsibility for all Cricket ABC Finances.• Marketing and Communication:• Oversee and have overall responsibility for all Cricket ABC marketing activities in conjunctionwith Marketing Manager.• Attend and report to AGM and the Board meetings and others as required.• Promote political influence for the benefit of Cricket ABC.• Any other tasks deemed necessary to achieve strategic plan.Fund raising• Seek new funding streams from external partners both commercial and governmentalKey Deliverables• Identify and develop additional sponsorship and funding opportunities – ensure all funding that isavailable from government and sporting bodies as well as local authorities is obtained.• Promote Cricket ABC profile with ICC, sponsors, funders and key stakeholders including ABC Executiveand Sport ABC.9

PEPSI ICC Development Programme – Recruitment and Management GuideChief Executive OfficerCandidate SpecificationFACTORS ESSENTIAL DESIRABLEQualificationsand AttainmentsWork and OtherExperienceSkillsDispositionand PersonalQualitiesHealthEducated to degree level or equivalent.Business administration or marketingqualification.Proven senior experience if running amultifunctional organization.Proven working knowledge of ICC/ECB/Sport Scotland and local organizations.Sound knowledge of IT and computertechnology.Financial and commercial experience.Proven experience developing fundingopportunities and generating additionalincome.Proven capability for forward planning andbudgetary control.Sound knowledge of IT and computertechnology.Good budget control.Ability to manage and self manage.Proven record of excellent relationshipbuilding.Ability to motivate and provide guidanceand direction.Exercise judgment and make decisions.Good negotiation, leadership,communication and interpersonal skills.Good team leader and team player.Self motivation, energetic and enthusiastic.Ability to relate to players, coaches, seniorexecutives and administrators.Can use initiative flexibly.Has a ‘can do’ mentality.Satisfactory – pass a medicalExperience in related areas such as finance,commercial, sport management.Participation in cricket at high level withinternational contacts.Recent relevant work experience.Participation in high level cricket.Knowledge if working with voluntaryassistance.Familiar with evaluation methods.Marketing and communication.Interest in club and grassroots cricket.Transport Access to transport Car owner* Please note that copies of template job descriptions for other positions are available from the ICC.10

PEPSI ICC Development Programme – Recruitment and Management Guide5.3 Example Position AdvertisementCricket ABCPosition Title: Chief Executive OfficerReports to: Chairman of the BoardORGANISATIONAL OVERVIEWThe governing body for cricket in ABC is Cricket ABC which was formed in 19xx as the ABC Cricket Union,but re-structured in 20xx. The work of Cricket ABC includes the organization and administration of nationalrepresentative sides (senior and youth, men and women); the organisation of district/area cricket; theorganisation of national club cup competitions; the ABC National Cricket Leagues; a national coachingprogramme for elite squads and at grassroots level; coach education; advice to members on relevant issues; andgenerally developing and promoting the game in ABC. There are 150 cricket clubs affiliated to Cricket ABC, but intotal it is estimated that there are well over 250 clubs in ABC.Cricket ABC employs a team of ten staff.The Board of Cricket ABC recently undertook a strategic planning process. The goals of 2007 are:• Qualify for the World Cup in 20xx• Significantly increase income• Develop cricket in ABC• Become on e of the leading sporting organizations in ABCOVERVIEW OF THE ROLEThe main purpose of the job is to ensure the smooth transition in the management of Cricket ABC and tobe the final ‘cog’ in a new and effective organisation. The CEO will develop detailed business and appropriateoperation plans following on from the Board’s strategic plan and internal governance structure and will reporton operational and financial performance.The role will require a strategic thinker who has strong leadership and team building skills.The position is supported by sportABCAPPLICATION DETAILSTo apply, please submit a curriculum vitae and a covering letter detailing how your experience and skills meetthe main duties as detailed in the job description and candidate specification attached.Applications should be returned no later than __________________ and marked for the attention of Mr Brown,Chairman, Cricket ABC at (address). Please mark and private and confidential.11

PEPSI ICC Development Programme – Recruitment and Management Guide5.4 Example Interview Question StructureInterview QuestionsSuggested Questions for Cricket ABC CEO Position1) Welcome & IntroductionIntroduce Interview Panel and XXX region / ABCGive an overview of the position:Key messages• Permanent F/T position (ongoing contract) based in XXX• 3 month probation period• Member Country staffing structure• General Manager based role within ABC• Key interactions• Cricket ABC Board• Clubs, teams and participants• Stakeholders, including media, government and sponsors• Semi- structured interview (taking notes & feel free to ask questions)2) Candidate QuestionsOpening Questionsa) Tell us about yourself and how would your employer / mentor describe you?Looking for 2 key things:• Professional qualities – employment background and area of expertise• Personal qualities – credibility, integrity, attention to detail and team playerManagement & Planningb) Tell us about your management style?c) In your own words, please tell us of your understanding of what type of responsibilities the GeneralManager for Cricket ABC should undertake?d) How do you measure your success?e) Can you provide us an example when you have used good planning to attain good results?Multi-Tasking / Timelinesf) How do you handle working under pressure and meeting deadlines?Can you tell me of a situation that you encountered where you had to manage your time to meet a deadline?Negotiationg) Please provide an example of how you have used your business and stakeholder skills to negotiate asuccessful outcome?12

PEPSI ICC Development Programme – Recruitment and Management Guide5.5 Example Employee Contract StructureTERMS OF APPOINTMENT:(Name)(National Cricket Board)(Role)1. Commencement of AppointmentYour commencement date will be ?.2. ResponsibilityYou will report to (Manager / National Cricket Board)3. Term of EmploymentYou will be employed on a permanent, ongoing basis.A probation period of three (3) months will apply to this position, at which time the (Manager / Board) willreview your performance.4. DutiesA formal Position Description has been provided. The (National Cricket Body) reserves the right to vary yourposition, reporting lines and duties from time to time. You must perform the responsibilities and tasks that areassigned to you to the best of your ability, with all due care and diligence and in compliance with the directionsof (National Cricket Board).5. Performance and Salary ReviewsReviews of your performance will be conducted at least once a year, and these appraisals will be based on yourposition description and relevant performance standards and measures.A salary review will take place on or around ??? each year.6. RemunerationYour remuneration package will be ??? per annum. This package covers all aspects of your employment,including (superannuation/pension) guarantee contributions, (other items that are included in the package).Payment method & tax(The taxable salary component of your package will be paid two weeks in arrears, two weeks in advance andpaid by the fifteenth of each month by electronic funds transfer to the bank account of your choice.7. Superannuation/Pension(Super conditions).You may elect to make extra contributions to superannuation and can do so by confirming salary sacrificearrangements with the Payroll Officer.8. Annual LeaveYou will be entitled to ??? days annual leave per year. Leave days will accumulate on a monthly basis. The use ofleave days prior to accumulation may be given at the discretion of ?????.14

PEPSI ICC Development Programme – Recruitment and Management Guide9. Sick LeaveYou will be entitled to ???? days for your first year of employment and ???? days paid sick leave for eachsubsequent year (if different to first year). Unused sick leave is accumulated, although you will not be entitled toany payment in lieu on termination of your employment. A medical certificate is required for absences of morethan two consecutive days.10. Professional StandardsThe (National Cricket Board) considers it essential to uphold the highest professional standards in all mannersregarding conduct, attendance, appearance and communication.11. Hours of WorkThe standard business hours at (National Cricket Board) are 9am to 5:30pm on Monday to Friday with one hourfor lunch. You must use substantially all of your time and efforts to perform your duties during business hoursand such additional time as necessary. Given the nature of the (National Cricket Board) and its core business ofCricket, from time to time employees may be required to work at special events. The requirement to occasionallywork additional hours has been considered in determining your remuneration.You must use all reasonable endeavours to avoid any situation where your interest may conflict with, or beinconsistent with, the interests of the (National Cricket Board). If such a situation arises, or may reasonably beexpected to arise, you must notify your Manager / National Board immediately.12. Laptop ComputerIn order to complete your role efficiently and effectively, the (National Cricket Body) will provide you with alaptop computer.13. Mobile PhoneIn order to complete your role efficiently and effectively, the (National Cricket Body) will provide you with amobile phone.14. Work Related Travel and ExpensesIt is expected that work related travel, domestically and internationally will take place within this role. Air travelin this regard will take place in economy class.All costs relating to this travel will be borne by (National Cricket Board).15. Days in LieuThe (National Cricket Board) Days in Lieu policy is outlined below:• One (1) day (weekends/public holidays) worked, equals one (1) day off in lieu entitlement accrued• Accrued days must be utilised within three (3) months• A maximum usage of one (1) accrued day in a row per week is allowed• A annual maximum of ten (12) days off in lieu is permitted16. Confidential InformationThe (National Cricket Board) professional standards include a policy of non-disclosure of confidentialinformation gained during employment with the (National Cricket Board). All records, documents and otherpapers, together with any copies or extracts thereof, made or acquired by you in the course of your employment,whether confidential or not, shall be the property of the (National Cricket Board) and must be returned to the(National Cricket Board) on the termination of your employment.“Confidential information” shall include all information which has been specifically designated as confidential15

PEPSI ICC Development Programme – Recruitment and Management Guideby the (National Cricket Board) and any information which relates to the commercial and financial activitiesof the (National Cricket Board), the unauthorised disclosure of which would embarrass, harm or prejudicethe (National Cricket Board). It does not extend to information already in the public domain unless suchinformation arrived there by unauthorised means.17. Termination of EmploymentYou may terminate your employment by giving the (National Cricket Board) at least one (1) month’s notice in writing.The (National Cricket Board) may terminate your employment without cause by giving you written noticeequivalent to one (1) month plus two (2) weeks notice for every completed year of service with the (NationalCricket Board). The (National Cricket Board) may, at its discretion, elect to pay you in lieu of such notice.Your employment may be terminated immediately without notice or payment in lieu of notice in the event ofserious and wilful misconduct.On the date of termination, you must return to the (National Cricket Board) all property, documents,Confidential Information and items relating to the (National Cricket Board). This includes, but is not limitedto, equipment, papers, keys, reports, computers, software, documents and any other information, in any form,relating in any way to the (National Cricket Board).18. Governing LawThis agreement is governed by the laws of (Country / State) and we agree to submit to non-exclusivejurisdiction of the courts of (Country / State).19. PoliciesYou are required to act in accordance with all (National Cricket Board) policies as communicated to staff andvaried from time to time by the (National Cricket Board) in accordance with its needs. In particular, but withoutlimitation, you should note that (National Cricket Board) staff are not permitted to bet on or in relation to cricket.20. Entire AgreementThis letter supersedes all previous agreements, arrangements and understandings.Subject to your acceptance of this offer, I welcome you to the (National Cricket Board) and am delighted thatyou are able to bring the skills, experience and enthusiasm necessary to play a vital role in the achievement ofthe (National Cricket Board) mission.If you have any questions concerning the position or any of the terms in this letter please do not hesitateto contact me. Otherwise, we would be grateful if you would sign and date this letter where indicated asconfirmation of your acceptance of the offer.Kind regards,Manager / President(National Cricket Board)I, (new employee), accept the offer of employment in accordance with the terms and conditions set out in theabove document.––––––––––––––––––––––––––––––––––––––––– ––––––––––––––––––––––––––––––––––––––Signed: (New Employee)Date:16

PEPSI ICC Development Programme – Recruitment and Management Guide5.6 Example List of Key Performance IndicatorsConfidentialABC Performance Plan 2009PART 1To be completed by the EmployeeNameJob TitleDepartmentName of ManagerDatePart 2Individual Objectives for 20xx (To be decided on between Employee and Line Manager)Taking into account Dept goals, formulate a number of individual objectives for 20xx. If the objective arises froma Training and Development need then please indicate in the relevant box. Some objectives may be set for 6months or less and will be reviewed mid-year along with the progress of longer objectives.ObjectiveKey PerformanceIndicatorsTarget to beachieved % ortangibleIs this aDevelopmentNeed?Target DateManage StaffImplementManagementPolicyProvide assistanceto MembersImplementABC Policy17