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Managing Coaches: Understanding 'employers‘ responsibilities’ Slide 1
Session outline • Presentation (20mins) • Tools/ guidance to support (15mins) • Open Q & A (15mins)
Slide 2
Coach Manager PRIDDR Process Planning Strategic and operational
Retention Ongoing development and relationship building
Recruitment of sports coaches
Deployment of sports coaches to deliver
Induction of sports coaches
Development (for deployment)
Slide 3
General comments No a simple answers Information is factual - In the main it is clear... - Based on Case Law (some grey areas) - HMRC inspectors provide case by case guidance
So what are the decision options you have? We are not HMRC or employment lawyers!!! But......!
Slide 4
Have you reflected on? What is your understanding of What coaching is? What coaches do? Who they can contribute to participants achieving their goals?
Slide 4
Planning:
CDM
Qualifications and standards Be aware of: • UKCC qualification endorsement • Minimum Standards for Deployment • Needs of the participant and the program
Slide 5
MSD +
Qual D
Planning:
Workforce Auditing • Available support resources • Coaching Workforce Auditing • Key issues are: • Know the current workforce • Be aware of supply v demand • Identify recruitment options & partners
• Data Fields Paper (recommendations) • What are your join up strategic plans? • Research available: • Sport Coaching in the UK III • Coaching Tracking Survey
Slide 6
Planning:
Know the type of Coach you need?
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Planning:
Which markets are you servicing? 1. BUCS competition squads 2. University wider competition population
1. 2. 3. 4. 5.
Slide 7
3. University wider recreation population 4. Wider community clubs / performance athletes 5. Wider community introductory programmes
Guided
Decision #1:
Recruitment options Demand for coaches (what are your participants’ needs?)
Supply of coaches (what coaches have you already got?)
Audit and identify the gaps
Recruitment options 1. current coach 2. inactive coach 3. new coach
Slide 8
Coaches
Decision #2:
Employment v Deployment • Two options: • Employment (Contract of Service) • Deployment (Contract for Service)
Employer/Deployer
Deployer
Deployer
1
2
Employer
Employee
V
Employee
Activity 1 Activity 1
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Activity 2
Activity 1
Activity 1
Decision #3:
Getting the balance right • Contract for... Contract of...
Service
• Be aware of the choices to be made and the impact they have • What is important to you? To your organisation? • Which option is best for you?
Responsibility
Control
Liability
Slide 10
Employment considerations General Employed coach: advantages outweigh the disadvantages: - Advantages include control over how services are delivered, what standards and expectations are set. - Disadvantages include responsible for support, management and development of employees, - Possible provision of staff benefits and CPD opportunities.
Self-employed coach: May be more flexible: - Advantage where not enough work to justify a permanent post. - Disadvantage of reduced control and fewer opportunities to influence how services are delivered. - Engaged to undertake a specific task/service - Deciding what is to be done and how it is to be achieved
Slide 11
Decisions #4:
Nature of the Contract for or of service Contract Of... Relates to a person in employment On the payroll Has employment rights Provided a statement of employment within two months of starting Works under the terms and conditions of their contract
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Contract For... Relates to a person who is self-employed and who provides a service Not on payroll but rewarded for completing the service No entitlement to employment rights provided to employees Registered as Selfemployed is not an indicator
Spectrum of employment
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Consider this...
Part time employment? Important...! Same statutory employment rights as other employees No minimum hours to qualify for employment rights Receive the same rights of pay as full-time employees Not excluded from training Holiday entitlement pro rata Access to career break schemes, contractual and parental leave etc Not be treated less favourably when workers are selected for redundancy
Slide 14
Consider this...
Self-employed / Deployed 3rd party Important.... A defined task/service What standards/expectations your want Details of when, where, duration etc are discussed Agreement over equipment Able to hire others to do the work or at their expense. Flexibility on where, when and how to do the work (unless agreed) Paid an agreed fixed price & they retain a profit and cover any loss.
Slide 15
Consider this...
Self-employed / Deployed 3rd party Important.... Self-employment is not a status for life! - A worker may work for the same organisation on two different jobs - One may be classified as self-employment and another as employment
Paying your own NI and Tax is not evidence of Selfemployment Worker must register (HMRC) if they’re self-employed
Slide 16
However... Pay.... What kind of service are you wanting to provide? Payments to coaches... Research indicates... Average
Range
All Coaches
£16.32
£1-£80
Part-time coaches
£16.02
£1 - £80
Full-time coaches
£19.17
£15 –£25
Sport coaching in the UK III, sports coach UK (2011)
Slide 17
However... Retention Coaches leaving the industry - 69% leave for Personal reasons (family, work, education etc) - 34% leave for system reasons (lack of support or opportunities)
Of which
Reasons for leaving Lack of support
9%
38%
53%
Lack of opportunity others
Coaching Tracking Survey Year III, sports coach UK (2011)
Slide 18
SO.... • What is the nature of the workforce that you want to have? • If coaches worked with money... Would they be:
• Cashiers on the tills? • A Bank advisor giving information on set products? • Financial advisor tailoring packages to meet your needs?
• Think of a ‘profession’ you admire? • Would your coaches fit in with this profile?
Slide 19
Tools and Guidance
Slide 20
Tools and guidance • HMRC FAQ papers
• Providing guidance on general questions
• Paper 1: Sept 2010
• focused on employment v self-employment
• Paper 2: April 2011
• Send questions to sports coach UK • Employment v Volunteers
Slide 21
Employment Status Tool http://www.hmrc.gov.uk/calcs/esi.htm
• HMRC web based tool • For use by employers • Filled in by the line-manager of the coach (Supported by HR/Personnel)
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ESI from HMRC • Introductory page • Links to guidance ‘help’ pages • Series of questions • Leading to an answer that provides an indication of a workers employment status
Slide 23
Questions to establish employer status • Questions provide drop down options • Supporting guidance notes are available • Provides a view on employment or selfemployment status
24
Open Questions
Slide 25
Employment considerations General: Contract of employment Principal statement including your ‘s and your employer’s names job title (brief job description) Date you employment began Rate of pay and when you’re paid Hours of work Holiday entitlement When your employment will end (if not permanent)
Slide 4
Location of work sick pay arrangements notice periods disciplinary and grievance procedures information any collective agreements affecting your employment terms or conditions Pensions and pension schemes
Employment considerations General: Self-employed Personal service (choice of who does the work) No mutuality of obligation Right of control over what is done, how, when and where Right of substitution and engagement of helpers Provision of main items of equipment Financial risk, opportunity to profit with a fixed price set Addressing any unsatisfactory work in their time and expense Length of engagement Part and parcel of the organisation No access to employee-type benefits Right to terminate contract
Slide 4
Employment considerations General: 'fixed-term' What 'fixed-term' means the two conditions must apply you must have an employment contract with the business you work for your employment contract must be ‘fixed-term’, - meaning it must end on a particular date, after a certain event or on completion of a task
You have rights including - pay and conditions - same or equivalent benefits package - access to occupational (company) pension scheme (except perhaps where the fixed-term contract is for less than two years) - informed of permanent employment opportunities - protection against redundancy or dismissal
Slide 4
Employment considerations General: Casual or irregular workers Occasionally undertake work for a particular organisation but no obligation to offer or take on the work is implied (free choice) Accepting work, the contract describes the relationship as -
Casual - treat the same as a part-time worker freelance - Used with consultants undertaking a project for you zero hours - No set hours defined. Must be available for work
Sign the company's standard terms and conditions Expected to perform the work yourself The company will, -
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Directly supervision/controls your work Deducts tax and National Insurance contributions Provides any tools, equipment or materials needed to undertake the work
Coach Development Model
Slide 57
Back
MSD Additional Training Back
Slide 33
Recruitment Options... Current coach
• Training needs • Career aspirations • Capacity & knock on effect
Recruitment options 1. A current coach 2. An inactive coach 3. Or a new coach
Inactive coach
• Recruitment & Induction • Employment options • Deployment considerations
New coach
• Recruitment • Employment options • Deployment considerations
Slide 14
Employment considerations General: Level of qualification What level of qualification are you looking for? UKCC Level 1 – Assisting in the delivery of planned sessions UKCC Level 2 – Planning and delivery of a series (4) sessions
UKCC Level 3 – Planning annual programmes (seasonal) UKCC Level 4 – Long term (4 year programme) planning
Slide 56
Back
Role of coaches within guided sport
Slide 56
Back
Delivery of guided hours by coaches
Slide 56