Voluntary Sector Salary Surveys 2015

Transcription

1 Voluntary Sector Salary Surveys 2015 XpertHR Top Charities Salary Survey and 27 th Voluntary Sector Salary Survey Getting started: how to complete your questionnaire Completion instructions Please enter your data as at 1 July or immediately after your 2015 annual review, and return it to us by 28 August If you need help, please contact us on or participants@xperthr.co.uk.

2 In this document New users start here Page 3 Previous participants start here Page 4 How to complete the questionnaire Page 6 Definitions: job levels Page 8 Definitions: job functions Page 15 Key dates All data should reflect salaries at 1 July 2015 The final date to submit data is 28 August 2015 The report is due for publication in October 2015 Help and advice If you are struggling to match a job or want advice on completing the questionnaire, please contact us. Call participants@xperthr.co.uk Finished? Please upload the completed Excel questionnaire via the secure participant portal. 2

3 New users start here If your organisation has not previously taken part in the XpertHR Voluntary Sector Salary Survey, you will have received a blank spreadsheet from us. This booklet explains what you now need to do to complete the survey and return it to us. The spreadsheet has four tabs. The README and CONTACT tabs contain instructions and a page to update contact details. The ORGANISATION tab asks about your organisation including, for example, how many employees you have and what your annual turnover is. Your answers are used as filters in our final report, enabling you to benchmark salaries against similar organisations. The INDIVIDUALS tab is where we would like you to input information about each of your employees and how much you pay them. Every line in the questionnaire represents one employee. How to complete the individual data tab Across the top of the fourth tab you will find a series of headings. These give an idea of the information you will need to fill in, and are further explained on page 6 of this booklet. Most of the information will already be in your HR system, and it should be straightforward to paste this into the spreadsheet. But you will need to make decisions about what to put into three of the columns. Column F (Identity) asks for a unique number or code for each employee. Choose something that will enable you to identify the individuals later on for example, when submitting data next year. For data protection reasons, we cannot accept names or initials. Column G (Job Level) asks you to match each job to one of our 12 standard levels of seniority. Full definitions of these are set out on pages 8 to 14. Few jobs match a definition exactly, so choose the best available match so you can benchmark your against those with similar levels of responsibility and seniority in other organisations. Column H (Job ) asks you to match each job to one of our standard functions. These include, for example, fundraiser, care provision, and policy. Full definitions are set out on pages 15 to 24. Help and next steps If you need any support, the XpertHR Salary Surveys team is available to offer advice. It often helps if you can show us a job description and organisation chart for jobs you are finding especially difficult to match. You can call us on or participants@xperthr.co.uk. Once you have completed the survey, please upload the completed Excel questionnaire via the secure participant portal. We will then carry out a series of checks and respond to you with any questions. NOW TURN TO PAGE 6 3

4 If you have participated before If your organisation took part in the last XpertHR Voluntary Sector Salary Survey, you will have received a spreadsheet containing the data you submitted previously to update and return to us. This booklet explains what you now need to do. The spreadsheet has four tabs. The README and CONTACT tabs contain instructions and a page to update contact details. The ORGANISATION tab asks about your organisation including, for example, how many employees you have and what your annual turnover is. Your answers are used as filters in our final report, enabling you to benchmark salaries against similar organisations. The INDIVIDUALS tab is where we would like you to input information about each of your employees and how much you pay them. Every line in the questionnaire represents one employee. Please look through this data carefully and update it as necessary. Pay particular attention to changes in basic salary, bonus and commission. Where an individual has been promoted or transferred, you should also look at whether they are still matched to the right job level and function. Employees who have left The final column of the spreadsheet is headed reason for leaving. Where a member of staff has left your company in the past 12 months, please select one of the reasons listed. Please do not delete leavers from the spreadsheet. We use the information you give us here to calculate labour turnover rates which appear in the final report. What s new for 2015 The definition for Basic Salary has changed to include Location Allowance. Level 16 Section Manager has been added to the survey, please review individuals that have previously been benchmarked at levels 15 or 20 to see if they would better fit at this new level. Company Car definitions have been revised and also include option 2. Excel questionnaires should now be submitted via the secure participant portal. The Voluntary Sector Employment Issues report has been published and is available to all survey subscribers. It covers a wide range of issues, including employer and employee pension contribution rates, enhancements to maternity and sick pay, recruitment and retention difficulties, plus other employee benefits from notice periods to health insurance, homeworking to childcare vouchers. XpertHR sector has been added to the questionnaire to give better interoperability with other resources from XpertHR (eg, pay and benefits). 4

5 What s new for 2015 continued Date service commenced has been added to the Individual data tab. Last year we introduced questions covering sickness absence and employee performance. Supplementary reports on these areas will be provided to customers who contribute their own data to the survey. Only aggregated results meeting the XpertHR salary surveys criteria for confidentiality will be reported. See a sample report here. Help and next steps If you need any help, the XpertHR Salary Surveys team is available to offer advice. It often helps if you can show us a job description and organisation chart for jobs you are finding especially difficult to match. You can call us on or participants@xperthr.co.uk. Once you have completed the survey, please upload the completed Excel questionnaire via the secure participant portal. We will then carry out a series of checks and respond to you with any questions before adding the data to our report. 5

6 Completion instructions The table below tells you what information is needed in each column of the spreadsheet. Each line of the spreadsheet should include data on a different individual employee and their role. If in doubt about what is required, please phone us on and we will be happy to help. Your guide to filling in the survey questionnaire Column heading Identity What should I do with this column? Enter any unique code or number which will enable you (but no one outside your company) to identify each individual. For data protection reasons, do NOT use personal names or initials. Many participants use payroll numbers here, but the choice is entirely yours. Job level Enter the job level which best describes the seniority of each role in your organisation. For existing data: please check the existing job level definitions found on pages 8-14 and amend where a change or correction is necessary. Enter the function which best describes each role in your organisation. For existing data: please check the existing functions and amend where a change or correction is necessary. Definitions for functions can be found on pages Job title Please provide a job title for each individual. These are used primarily for checking and to create the job titles wizard for this survey. Gender Please code either 1. male or 2. female. Date of birth We prefer a DD/MM/YYYY format (eg 01/04/1970 for 1 April 1970). Absence and sickness data Please enter the number of days of sickness absence the employee has taken in the past 12 months. Figures should not be adjusted for part time employees. Do not include absence taken for annual leave, bereavement leave, parental leave, jury duty or public service, charity days, maternity and paternity leave etc. Performance data You will need to relate your organisation s performance rating scores to the simplified three-point scale. Measure: Simplified rating scale. 1 Exceeded expectations 2 Met expectations 3 Developing / Did not meet expectations Date service commenced NEW Date individual started working for the organisation. For employees who transferred in to the organisation, use original start date (as if calculating for eg redundancy). 6

7 Basic salary (FTE) NEW definition Enter the individual s gross basic salary as at 1 July Include any market premiums or location allowances. Do NOT include bonus or commission payments, car allowances or anti-social hours payments. NB. Please provide full-time equivalent rates for part-time employees. Annual bonus (FTE) Enter the value of all bonus payments made in the 12 months to 1 July Please annualise any part payments received in the year. Bonus policy Please enter one of the following codes, even if the actual bonus payment is zero. 1. No scheme 2. Fixed annual (eg at Christmas) 3. Company performance 4. Personal performance 5. Combination of 3 & 4 6. Other Location allowance (FTE) Enter the gross value of any location allowance received in the 12 months to 1 July Please annualise this figure for new starters. This should be included in Basic salary. Car Allowance (FTE) Please enter the value of the car allowance in. Leave blank if no allowance paid. Exclude petrol or mileage allowances. Please annualise any part payments received in the year. Company car NEW definitions If the individual has sole use of a company car, select the option which best reflects the car provided. If in doubt, use the model as a guide. 1. No car provided 2. Price range up to 12,000 Lease price up to 100 a month 3. Price range between 12,001 and 16k Lease price a month 4. Price range between 16,001 and 20k Lease price a month 5. Price range between 20,001 and 25k Lease price a month 6. Price range between 25,001 and 35k Lease price a month 7. Price range over 35,000 Lease price over 300 a month Post code Please enter the first part of the postcode for the individual s place of work (eg SM2). Code homeworkers to the office to which they report. For mobile staff not based at one location, enter MOB. Reason for leaving NEW definitions Previous participants only: where an individual covered by the survey has left since your last submission, please give the reason using the codes below. Do NOT include staff who both joined and left the organisation between data submissions. 1. Voluntary, includes resignation and retirement. 2. Involuntary, includes redundancy (voluntary or involuntary), dismissal, transfer die to sale of business, death in service. 3. Transfer, still employed by this organisation but in a role outside this survey. 7

8 Definitions: job levels The job level definitions below will help you complete Column G of the spreadsheet. Use the definitions to help you select the level which best describes each role in your organisation. Where a role straddles two levels, select the best fit. Chief executive (10) Strategic scope Reports to the board. This role has the primary responsibility for the organisation as its chief executive. Job titles often found here CEO Chief executive Business skills Has significant business and management experience. Develops long-term strategic relationships with customers and industry leaders. Complexity Responsible for the strategic direction of the organisation. Accountable for the financial performance of the organisation Applies the highest level of leadership and management skills. Director (12) Strategic scope Leads on formulation and application of strategy. Has extensive experience of delivering strategy for an entire function and operating at a senior managerial level. Makes decisions critical to the organisation s success Normally on the board of the company. Job titles often found here Director Finance director HR director Business skills Develops long term strategic relationships with customers and industry leaders. Has a full range of management & business skills. Can present complex technical ideas to both technical and non-technical audience at all levels in a persuasive and convincing manner. Complexity Applies the highest level of leadership & management skills. Has a thorough understanding of their industry including the implications of any emerging technologies, legislation or business practice on their organisation. Responsible & accountable for ensuring organisation responds to any legislative changes that affect the company. 8

9 Senior Head (13) Strategic scope Leads on formulation and application of strategy. Has extensive experience of delivering strategy for an entire function and operating at a senior managerial level (but below board level) in an organisation. Leads the function in following the organisation s strategic plan. Makes decisions critical to the organisation s success. Job titles often found here Head of HR Head of finance Head of community fundraising Business skills Heads a major function within the organisation. Accountable for financial performance in several specified areas. Has a broad and deep knowledge of their technical or professional specialty and is able to apply that knowledge and its implications to the wider business. Complexity Represents the company and or their Industry at high levels (ie nationally or internationally). Understands, explains and presents complex technical ideas to both technical and non-technical audiences at all levels up to the highest in a persuasive and convincing manner. Head (14) Job titles often found here Head of internal audit Strategic scope Head of operations Contributes to the direction of the business through formulating the strategic plan and budget setting for the whole function. Head of facilities Has a full range of management and leadership skills. Has the freedom to make decisions affecting the organisation as a whole within the overall business strategy and to set medium-term objectives Business skills Heads a function within the organisation, often made up of several smaller departments Responsible for predicting and planning future resources. Complexity Responsible for negotiating major contracts with customers/clients and or suppliers/contractors. Has a broad and deep knowledge of their technical specialty or professional area and an understanding of its importance to the wider business, customers and other organisations. 9

10 Department Manager (15) Strategic scope Works at a strategic level, having input into business strategy and budgets for their department and business area. Contributes to the direction of the business through input into the strategic plan and budget setting for their immediate area of responsibility Has a full range of management and leadership skills Job titles often found here HR manager Project manager (large project) Regional manager Business manager Community fundraising manager Service manager Locality manager Business skills Responsible for the management of a department of significant importance to the business. Takes the initiative to keep own and subordinates skills and knowledge of their technical or professional specialty up to date. Complexity Makes decisions which impact the organisation s achievement of organisational objectives and financial performance. Demonstrates clear leadership and the ability to influence and persuade. Performs a challenging range and variety of complex technical, professional or financial activities Autonomy Establishes organisational objectives and delegates responsibilities. Accountable for actions and decisions made not only by themselves but subordinates Section manager (16) Job titles often found here Area sales manager Strategic scope Fundraising manager Has the freedom to make decisions within the medium-term objectives for a single department (eg set individual targets and define sales areas). Project manager Compliance manager Finance manager Has a range of management and leadership skills but may have limited management experience. HR manager Marketing manager Sales manager Business skills Responsible for the day-to-day management of a small department, section, project or activity. Involved in the operational or transactional part of the business but also has some influence on strategy and budgets for their business area. Keeps up to date with changes and new developments in their area of expertise. Complexity Creatively applies a wide range of technical and / or management principles.. Demonstrates clear leadership and the ability to influence and persuade. Performs a range and variety of technical, professional or financial activities Autonomy Establishes objectives for their work area and delegates responsibility. Accountable for actions and decisions made not only by themselves but subordinates. 10

11 Specialist / technical roles May have no supervisory or management responsibility. Subject matter expert within their own discipline and has broad understanding of all aspects of their field. Advises on their wider area of expertise. Understands the implications of new technologies and developments in their area of specialty and maintains awareness of industry developments. Professional Level 4 (20) Strategic scope Operates at a senior level but has limited management responsibility. May be responsible for the day-to-day supervision of a team. Freedom to make operational decisions about the deployment of resources to achieve business targets. Analyses requirements & advises on scope and options for operational improvement. Demonstrates creativity in applying solutions. Job titles often found here Project manager Service manager Events manager Management accountant Area manager May be found here Communications manager Business skills Keeps up to date with changes and new developments in their area of expertise. Responsible for & takes initiative for their own personal development. Provides advice on their area of expertise. Communicates soundly with colleagues and customers. Demonstrates leadership and mentors more junior colleagues. Complexity Work is often self-initiated. Performs complex technical, professional or financial activities. Undertakes work which requires the application of principles in a wide range of contexts. Rapidly absorbs new technical information and applies it effectively. Expert in their technical or professional area & applies this knowledge to the activities of their employer or client. Autonomy Works under broad direction. Accountable for own technical, project or supervisory responsibilities. Receives tasks in the form of objectives. Establishes own milestones & deadlines and team objectives and delegates responsibilities. Has responsibility for the work of others and the allocation of resources. 11

12 Professional Level 3 (21) Business skills Selects the appropriate methods, tools and applications. Communicates fluently and is able to present complex technical information to a non-technical audience. Plans, schedules & monitors work to meet deadlines and other requirements (financial, legislative etc). Keeps up to date with developments in their technical or professional area of expertise. Responsible & takes initiative for their own personal development. Job titles often found here Team leader Business analyst Senior nurse Senior HR adviser Management accountant May be found here Social worker Building surveyor Complexity Performs a wide variety of complex technical or professional work activities in a variety of contexts. Has defined areas of responsibility. Due to experience gained may provide guidance to & resolve issues raised by less experienced staff. Produces non-standard letters or reports. May be responsible for a defined part of a project. Has a thorough understanding of their professional area and how it fits within their business. May lead a small project or team. May supervise work of others on a day-to-day basis. Autonomy Operates as a competent professional with minimum supervision. This role has some limited autonomy and incumbents are able to make some decisions within the scope of their role. Plans own work to meet given objectives. Professional Level 2 (22) Business skills Demonstrates an analytical and methodical approach to problem solving. Takes initiative in identifying and negotiating appropriate personal development opportunities. Absorbs and applies technical information. Has a thorough understanding of their job and how own role relates to other roles and to the business of the employer. Job titles often found here HR officer Fundraiser Project worker Finance officer Administrator Volunteer co-ordinator Communications officer Complexity Has defined areas of responsibility. Due to experience gained may provide guidance to more junior or less experienced staff. May produce non-standard letters or reports. May be responsible for a defined part of a project, small internal business project or a new process. Uses discretion in identifying and resolving complex problems. Performs a broad range of work, sometimes complex and non-routine, in a variety of environments. Autonomy Accountable for delivering assigned tasks within broader projects. Operate as a competent professional with minimum supervision. Limited decision-making scope on how tasks are to be fulfilled. Can easily determine when work should be escalated to a higher level. 12

13 Professional Level 1 (23) Business skills Demonstrates a rational and organised approach to work. Understands and uses appropriate methods (ie systems, processes etc) Learns new skills and can apply them. Is able to effectively communicate with colleagues and/or customers. Absorbs and applies technical information. Contributes to identifying personal development opportunities. Job titles often found here Finance assistant Warehouse operative HR assistant PA May be found here Project worker Support worker Complexity Is able to plan, schedule and monitor own work within agreed deadlines. Responsible for checking the quality and accuracy of own work. Produces routine letters, reports and other documents from standard templates. Performs a range of activities in a variety of structured environments. Autonomy Operates within a defined role, but may have some limited autonomy in how tasks are delivered. Can easily determine when work should be escalated to a higher level. Entry Level (24) Business skills Can use basic systems and processes. Learns new skills and applies newly acquired knowledge. Basic communication skills. Complexity Follows established processes and procedures. Works to clearly defined priorities and deadlines. Performs routine activities in a structured environment. Job titles often found here Support worker Administrator Fundraising assistant Assistant shop manager Secretary Administration assistant Autonomy No autonomy or decision making required. Works within clearly defined processes and direct supervision. Requires assistance when dealing with unexpected problems. Non professional level (25) Business skills Can use basic systems and processes. Learns new skills and applies newly acquired knowledge. Basic communication skills. Job titles often found here Shop assistant Domestic assistant Cook Cleaner Complexity Works to clearly defined priorities and deadlines. Performs routine activities in a structured environment. May include semi-skilled or manual work. 13

14 Non professional level (25) - continued Autonomy No autonomy or decision making required. Works under direct supervision within clearly defined processes. Requires assistance when dealing with unexpected problems. 14

15 Definitions: job functions The job function definitions below will help you complete Column H of the spreadsheet. Select the one function which best describes the area of work for each role. Main function codes (shown below in bold green text) should be used for staff at senior levels who have wide oversight of a department (eg 100 for finance director), for individuals at lower levels who genuinely have generalist responsibilities within their functional area, or where no sub-function is appropriate. Use a sub-function (eg 150 management accounting) wherever possible. Below senior management levels, if an individual works across two or more sub-functions, code the job to the sub-function code (shown in light green) which covers the majority of their work. NB. s do not denote seniority, so one function will include all employees for that area of work. Seniority is reflected in job level definitions. General and corporate management General management 000 Strategic planning 002 Branch / region management 005 Management of volunteers 006 Governance / committee services 009 Legal services 013 Grant making 015 Overall control and direction of organisational objectives. Responsible for policy and/or coordination of two or more major functions; involvement in the design and preparation of plans for the implementation of the organisation s strategic objectives. Involved in the design and preparation of plans for implementing the organisation s strategic direction. Responsible for managing the organisation s interests in a specified geographic region or branch. Implements the charity s volunteering policy. May also be responsible for the development and management of systems to recruit, select, train and support volunteers to deliver services. Responsible for corporate governance and committee services within an organisation. May also be known as secretariat services. In-house provision of legal advice to the organisation. Leading on grant making and management, exploring the sector and developing new approaches. Formulate and implement a strategic plan for achieving the grants related objectives of the organisation. 15

16 Project management General 390 International project management 392 Contract management - General 450 Planning, organising and managing resources to bring about the completion of specific project goals and objectives. Specifically related to non-it roles. Planning, organising and managing resources to bring about the success of specific projects relating to any internationally based projects undertaken by the organisation. Liaison with suppliers, including those of outsourced services where appropriate; user invoicing and contracts Administration Administration 020 Post room 008 Provision of general administrative services. Sorting and distribution of mail around the organisation, often with the requirement to move heavy loads, and preparation of mail for external services. Secretarial / PA 019 Facilities management 023 Property manager 024 To provide secretarial and personal assistant support to individuals or teams Overall responsibility for the running and management of the facilities of the site and its associated services. Primarily concerned with looking after buildings, including collection or payment of rents, maintenance including repair, provision of services, insurance and supervision of staff employed to provide services inside buildings. Building refurbishment 198 Property acquisition 199 Building surveyor 350 Outfitting of new and existing buildings to meet the organisation s requirements. Responsible for acquiring property on behalf of the organisation. Ensure that existing buildings and construction comply with legislation with the purpose of mitigating risk. Services provided may include defect investigation and maintenance advice, building inspection, pre-acquisition surveys. 16

17 IT / digital General IT 030 IT development 032 IT project management 033 Wide ranging IT management roles or at lower levels generalist IT roles and those specialisms not otherwise covered below. Multi-function, highly skilled staff with expertise in systems, analyst programming and technical functions, possibly including communications and databases. Strategy and policy formulation for projects at management level. Monitoring progress, budgeting and scheduling. Accountable for the delivery of a release of a single or portfolio of projects ensuring the solution is on schedule and to the required quality level. IT technical services 060 IT website design 061 Overall responsibility for most, if not all, of the technical services functions. May also manage customer service / production functions. Design and maintenance of an organisation s website, programming and developing the internet / intranet presence, use of design packages and graphics applications and may well be involved with the literary content of the site. IT customer support 083 Customer facing staff with varying degrees of technical knowledge providing daily resolution of customer problems and implementing remedies. Responsible for documentation, compilation of statistics and scheduling of testing. IT helpdesk 084 The main contact point for user problems an incident control centre. Help desk will advise users on corrective action or transfer the query to specialist support staff. IT administration 094 General IT administration, budgets, finance etc; purchasing IT supplies and services. Finance General financial 100 Responsibility for all aspects of the finance function. Advice to general management on the organisation s financial performance. Capital expenditure control. General accounting / finance trainees yet to be assigned to a specialism may be coded under this heading. Financial accounting 110 Treasury 140 Responsible for the production of statutory annual and interim accounts through the use of related manual and computerised accounting systems. Generation of funds for the organisation and management of currencies, cash flow and banking. 17

18 Management accounting 150 Planning, forecasting and control of management accounts and providing practical and strategic support / financial information to line management. Will be familiar with financial accounting systems and IS/IT systems. Payroll 155 Management, administration and reconciliation of payroll and related activities, accounting for tax and National Insurance. May also manage payment of business expenses incurred by employees. Bought ledger / accounts payable 159 Internal audit 190 Purchasing / procurement 200 Supply chain 978 Responsible for all aspects of supplier accounts, invoices, purchase orders, payments etc. Auditing of organisation s financial and non-financial systems and procedures to ensure compliance with relevant legislation and internal procedures. Contracting for and overseeing acquisition of supplies and services required for use within the organisation. May also prepare cost estimates. Plan and manage the sourcing, procurement and delivery of logistics activities for the organisation in the execution of its charitable and business activities. Examples include logistics related to retail activities, or to procurement and transport of aid supplies. Funding Funding (general) 404 Tender / bid management 097 Business development 398 Government / statutory 405 Corporate fundraising 406 Community / regional 407 Generation of income from fundraising and other activities. Research and develop new sources of funding and growth opportunities for the organisation. May include developing partnerships with local government and process reengineering, often in conjunction with internal stakeholders. Research and develop new launches, growth opportunities and process re-engineering, often in conjunction with financial, sales and product management teams. Work with organisations such as the Big Lottery Fund and European Social Fund to generate grant income. Responsible for generating income from the corporate sector through direct charitable funding and payroll giving, and by exploiting commercial opportunities such as sponsorship and licensing. Community and regionally focused fundraising. 18

19 Events 408 Trusts 409 Legacies 411 Planning and management of events with a particular purpose, most often for fundraising or public relations activity, although may include conference organising. Management of trusts and bequests to the organisation. Includes the financial and legal management of the trust. Administration of legacies and promoting bequests to the organisation, dealing with executors, professional advisors and the general public. Also includes management of legacies left to an organisation. May also be involved in the distribution of these bequests. Direct marketing 412 Major gifts / donors 413 Membership 414 Direct marketing of the organisation to individuals or other organisations. Responsible for acquiring major donors and managing subsequent relationships. Management of individuals or groups that hold membership of the organisation. May include collection of membership fees and membership management. Direct services Direct service provision (external) 420 Animal care/training 421 Specialist animal care including vets 422 Social work 423 Care provision 424 Child protection 425 Adult protection 426 Provision of core services to external clients care / nursing / teaching / training. Where possible use one of the sub-functions below. Use this main function only where the role has responsibility across a range of sub-functions or there is no appropriate sub-function. Provision of care and training services to animals. Provision of specialist services to animals including vets, veterinary nurses and other animal specialists. Provision of services in the pursuit of social change, to quality of life, and to the development of the full potential of the individual, group or community. Provision of personal care services in either a care home setting or the client s own home. Services designed to protect children and young people and encourage family stability. Services designed to help and protect vulnerable adults within the community. 19

20 Pastoral care 427 Nursing 428 Allied health professionals 429 Medical 430 Counselling 435 Training (external) 959 Providing for the personal and social wellbeing of an individual or community, often in the form of counselling services. Provision of nursing services in a healthcare environment. Providing specialist health care or advice to external clients. Includes specialists in rehabilitation and physiotherapy. Registered medical practitioners. Includes individuals involved in determining medical strategy for the organisation. Provision of counselling services by a trained professional to external clients. Provision of training to individuals or groups external to the organisation. Provide training to the public on specific subjects and/or to achieve qualifications. Information and advice Information provision / advice 969 Consultancy services voluntary sector 378 Customer services General 699 Call centre 805 Provides information services and/or advice to the public, clients and/or donors. Consultancy services on the organisation s area of specialty provided to third parties. Provision of services direct to customer, may include complaint handling. Provision of services by a call centre. Includes inbound and outbound calls often relating to fundraising campaigns run by the organisation. Information services 967 Provision of information and/or advice, either internally or externally, often through the provision of an enquiry service. 20

21 Indirect services Indirect service provision 436 Audio / visual production 796 Audio / visual technician 797 Reprographics, printing and print production 966 Provision of services to internal customers. Production of audio and visual content. Co-ordinates all aspects from content, talent, scheduling. At higher levels includes setting strategy and budget management Provides technical expertise in audio or visual material for an organisation. includes engineers, technicians and other technical roles. Provision of print services and graphic reproduction. Also includes the production of printed material, primarily related to marketing and fundraising campaigns. Policy, research and editorial services Public policy / research 440 Providing policy research and policy development / advice to the organisation. Roles matched to this function will also have wider responsibilities including campaigns and/or parliamentary liaison. Major donor / celebrity liaison 401 Policy 442 Campaigns 443 Responsible for managing relationships with major donors, celebrities and high profile individuals. Providing policy research and policy development / advice to the organisation, but without wider responsibilities. Supports volunteers and local groups in campaign activities. Assists with national lobbying and campaigns and development of future activity. Develops and maintains up-to-date knowledge of current campaign issues and advises the organisation. Parliamentary liaison 444 Internal communications 445 Represents and promotes the charity s policies in the UK and Scottish Parliaments, Welsh Assembly and with government officials / civil servants. Responsible for formal and informal communications with members and staff. 21

22 Publishing 446 Education 447 Research 449 Conferences and exhibitions 786 Press / public relations / media / communications 790 General editorial 801 Production and dissemination of a wide range of literature or information (in print or online) to employees, members or the public about the organisation s activities. Provision of educational services either by an individual or group, including devising materials to be used and structure of curriculum. Responsible for research on topics related to the organisation s activities or requirements which are then used by other parts of the organisation. Organise events of all types, including conferences, exhibitions, awards ceremonies; book venues, and speakers, ticket management and event promotion. May include online virtual events. Develop and implement communication strategies to promote the organisation s image, reputation and profile to enhance service development and fundraising activities where applicable and to ensure the organisation continues to meet its objectives. Editorial roles encompassing the generation, management and production of a range of editorial content for eg member magazines or online services. May include staff working on small titles where a small number of individuals are responsible for the entire process. Editor 806 Overall editorial control of one or more entire print titles or online services. Retail Retail / trading 656 Shop management / shop assistants 657 Retail and trading activities for an organisation, including online activities and retail management at area / regional / national level. Operation of shop floor retail services, including store management and stock management. Marketing Marketing 730 Provision of marketing services including determining policy, and strategies for sales, fundraising, communications and business development. NB: use this function code for generalist roles and if none of the specialist functions below fit the role. 22

23 Database integrity / customer relationship management 715 Digital marketing 732 Design and maintain the organisation s database of customers and prospects, and manage the use of that data for business development purposes. NB may require a high level of IT database management skills. Develop and deliver marketing messages via , online and other new media; includes the use of e-research and analytical tools to define and identify audiences and the evaluation of effectiveness data. Differs from traditional marketing roles in the degree of research and analysis involved and may require specific e-commerce experience. Internal support Internal support services 852 Catering 850 Maintenance 853 Provision of internal support services to the organisation not otherwise specified in the sub-functions below. Provision of catering services (food and drink) internally within the organisation. Maintenance services for the physical assets of the organisation, including gardening, plumbing, cleaning and general maintenance of offices etc. Standards and compliance Standards / health 856 Compliance / standards / quality assurance 865 Occupational health & safety 935 Covers both compliance with external regulations and provision of health and safety advice to the organisation. Provision of operating standards and procedures to meet internal objectives or to ensure compliance with external regulations. Includes data protection administration. Concerned with the health, safety and welfare of people working for the organisation. May include management of health-related benefits, eg private healthcare, gym membership. 23

24 Human resources HR / personnel generalist 900 Pensions administration 320 HR information systems 890 Compensation & benefits 920 Employee relations 940 Responsible for the operational aspects of HR within an organisation. Provide advice to line managers and employees on all aspects of HR and employment practice. Administration of benefits, contributions and payment systems; scheme records, advising members of entitlements. Responsible for HR information systems. Works alongside IS/IT specialists but has HR knowledge and experience. Also known as reward management. Responsible for the development, implementation and administration of an organisation s reward and benefits policies. Provide expertise in law and practice relating to employment relationships; at a senior level often involved with trade union negotiations, staff councils, employment conditions and employee relations. Resourcing and talent management 950 Operation and administration of recruitment processes and specific recruitment assignments. At senior level may be responsible for forward planning of manpower requirements including staff reduction and succession planning. Organisational development 970 Responsible for operational and strategic activity aimed at bettering the performance of individuals and the organisation. Includes preparation and delivery of training events, training needs analysis, design of materials, course facilitation and individual coaching. At more senior levels involves strategic planning and involvement in setting people strategy. 24

25 The small print XpertHR subscribes fully to the principles embodied in data protection legislation. Specifically, all personal and corporate data is securely stored for the sole purpose of producing summary analyses relating to salaries, benefits and other conditions of employment. No analysis is published that could lead to the identification of an employee or employer. Every effort is made to ensure the accuracy of the data. When submitting data, do not use people s names or initials in the identity column. Our spreadsheets do not contain macros. Copyright in this publication is protected under the Copyright Designs and Patents Act 1988 and is held by Reed Business Information Ltd. Neither the whole nor any part of this survey may be reproduced by any means whatsoever without first obtaining the consent in writing of Reed Business Information Ltd. Full terms and conditions can be found at: