Guidance for Managers

Introduction

1. The College is committed to offering a total reward package that is equitable, fair and appropriately reflects the College’s standing as a world leading university based in London.  Annually the HR Division undertakes a benchmarking exercise to review the College’s salaries against the Russell Group, London Higher Education Sector and London market pay rates.  This information is shared with the Provost’s Board which reviews the College’s approach to pay which includes the annual pay award and the criteria   for the review of individual salaries. 

2. All members of staff must be given equal treatment and considered fairly.  When reviewing individual salaries this  must be free from bias in relation to age, ethnic origin, gender, gender reassignment, disability, religious belief, sexual orientation, marriage and civil partnership and pregnancy  or bias on any other grounds.  Part-time staff, staff on family friendly leave, and staff on fixed-term contracts, should not be treated any differently from other staff.  

3. All staff will be positively reviewed on an annual basis to ensure pay is in line with benchmark information and the contribution expected for their role. Most staff will receive the College’s annual pay award negotiated with the College’s trade unions.  Any further review will be exceptional, based on the pay relativity criteria, or as a result of automatic incremental progression where applicable. 

4. To be recommended for an award, the member of staff will need to be judged to have met one of the criteria listed in paragraph five below.     

Five Pay Relativity Criteria 

5. For 2016 pay reviews are possible where it is appropriate:

  • To address a significant misalignment of a member of staff’s salary when compared to others within the organisation who have a similar role size and profile
  • To aid retention of staff, based on external benchmark data
  • To address equal pay differentials
  • To recognise substantial and sustained exceptional ongoing individual contribution  beyond the expectations of excellent performance in the role
  • To recognise substantial and exceptional one-off individual contribution beyond the expectations of excellent performance in the role

Procedure

6. Each Faculty/IC Business School/Support Services area will decide on the time of the year they wish to undertake the review of salaries in their area.  This should be communicated to HR Services via their Senior HR Manager at least two months in advance of their review date.

7. Staff data and benchmark data will be prepared in line with the Faculty/IC Business School/Support Services requirements.  If no requirement is specified the standard data format will be provided.  Normally one format can be agreed for each area, data cannot be configured to local Departmental or individual Support Services’ requirements.  All data supplied will be password protected and must be distributed password protected.

8. In line with criteria five, the Faculty/IC Business School/Support Services area can decide if one-off non-pensionable payments are considered either as part of their annual pay review process or during the course of the year.    If cases are to be considered throughout the year, it is expected that an individual would not normally receive an award more than once in a given year.  Payment will be pro-rated for part-time staff. Recommendations must be initially reviewed by the Faculty Operating Officer or Heads of Division for Support Services and approved by the local Senior HR Manager.  If the recommendation is considered to be inconsistent with the fair pay review criteria then the case will be referred to the Director of HR for approval.  

9. All payments made throughout the year will be recorded by HR so that they can be included in the annual review undertaken by the Provost’s Board and assessed within the guideline for % of returns each year. 

10. All members of staff must be informed when the Faculty/IC Business School/Support Services area is undertaking their annual pay review.   They may request a meeting with their manager to discuss their salary and to see the internal benchmark data only.  They cannot request to see other members of staff’s salaries. 

11. Faculty/IC Business School/Support Services can agree their own local governance to review recommendations.   Faculties and departments should not inform staff of the decision of the local review until the submissions have been approved by the Director of HR.

12. Collective recommendations must be submitted on the template provided with no change to the format.

13. Letters, prepared by HR, notifying the award of salary increases, one-off non-pensionable payments or additional/discretionary increments and the reason for the award will be sent to the member of staff with copies to the Departmental Operating Managers who will forward a copy to the member of staff’s line manager.

Average Level of Salary Increase or One-off Non-Pensionable Payment

14. The table below shows the guideline salary increases and one-off non-pensionable payments  by grade:

 

Salary Increases

One-off Payments

Grade

Lower quartile

Average

Upper quartile

Lower quartile

Average

Upper quartile

Level A

£ inc

£ inc

£ inc

£300

£800

£1,500

Level B

£1,000

£1,500

£2,100

£500

£1,000

£1,500

Level C

£1,500

£1,800

£2,800

£1,500

£1,600

£1,800

Level D

£2,000

£2,800

£3,500

£1,500

£1,800

£2,000

Level E

£3,000

£3,900

£4,900

£1,500

£2,300

£3,000

Level 1a

£400

£500

£600

£400

£800

£900

Level 1b

£500

£600

£700

£400

£800

£1,000

Level 2a

£600

£700

£800

£500

£900

£1,100

Level 2b

£800

£1,200

£1,600

£600

£900

£1,200

Level 3a

£900

£1,300

£1,700

£700

£1,000

£1,300

Level 3b

£1,000

£1,400

£2,000

£1,000

£1,100

£1,500

Level 4

£1,300

£1,700

£2,500

£1,000

£1,500

£2,000

Level 5

£1,700

£2,400

£3,000

£1,500

£1,900

£2,500

Level 6

£2,600

£3,300

£3,900

£1,600

£2,400

£3,200

Level 7

£3,000

£3,500

£4,000

£2,000

£3,000

£4,000

The College expects that the majority of recommendations for 2017 will be in line with the above.

Monitoring and Review

15. HR will be responsible for ensuring consistency and fairness in the process.  An annual review will be carried out by HR and this will be reported to the Provost’s Board and the Joint Trade Unions.

Supplementary guidance

 A      The non-exhaustive examples below indicate what may constitute a recommendation for an exceptional salary adjustment.  The activity must be in addition to the usual expectation of excellence in the contribution of the role and the remit of the grade.

Examples A(i) to A(iii) are generally applicable to  academic staff, however this does not preclude academics from being considered in relation to the other examples listed below or academic-support staff being considered in line with these examples.

 A (i)       Teaching

  • excellent standards of course development and review that result in a step-change in improved student learning
  • teaching coordination and support carried out to exceptionally high standards
  • volume and quality of teaching-related activity outside of normal parameters
  • innovative delivery resulting in a significant transformation of activity
  • use of technology to enhance student learning that is substantial and transformational

 A (ii)    Research

  • stellar performance in fostering collaborative and inter-disciplinary research
  • an outstanding publication record
  • seminal and contribution-building research
  • excellent management of research projects that substantially expands the profile of the individual
  • significantly above average income generation to fund research that fosters the departmental/divisional academic strategy
  • entrepreneurial ability that is transformational in impact
  • activity that significantly enhances the reputation and international position of Imperial beyond the usual expectations of the grade  

 A (iii)      Internal and External Contributions and Visibility

  • contributing to profession e.g. editor of important journal, office-holder for an esteemed society beyond usual expectations of grade
  • contributing to internal and or external activities e.g. committees beyond usual expectations of grade
  • produce exceptional results through well-managed projects
  • highly  successful initiatives to  develop staff and promote equality of opportunity in order to produce excellent results

A (iv)     Resourcefulness beyond that expected for the grade

  • suggesting solutions to difficult or complex problems beyond that expected for the grade
  • demonstrating initiative in responding to difficult situations beyond expectations of the grade

 A (v)      Working effectively with others beyond the requirements of the post 

  • collaborating in an exceptional way with others outside of the department/division to benefit the department/division
  • contributing to exceptionally high level of service.

A (vi)     Adaptability above and beyond the requirements of the post

  • responding positively, flexibly and willingly to the changing requirements and demands of the department/division outside the usual parameters expected of the grade. 

A (vii)    An exceptional contribution to achieving unit/departmental/divisional objectives

  • demonstrating an exceptional contribution to the improvement of research, management, administration or service provision.
  • introducing new procedures, streamlining processes to be more effective and productive outside of the usual expectations of the grade.

 A (viii)   Making a measurable contribution to the work of the unit/department/division/faculty above that which is expected during the course of their normal duties

  • having undertaken a one off piece of work to a high standard in addition to carrying out all the main responsibilities of their post.   This could be a project/research which was delivered under difficult circumstances and/or of an exceptional quality.
  • those who have taken on considerable extra work and who have demonstrated excellent performance under challenging circumstances.