Pay policy programme for Lund University

Transcription

1 Dnr I F / Pay plicy prgramme fr Lund University apprved by the University Bard n 7 April 2000 The basic aim f the pay plicy is t help the University in achieving its targets. Mtivated, cmmitted and knwledgeable emplyees are a necessary prerequisite fr high quality in the University s activities. Lund University shall therefre be a wrkplace where peple are cntent and are prvided with pprtunities t develp their ptential, as well as ne which stimulates the emplyees interest in persnal develpment and the assumptin f persnal respnsibilities. An individual pay rate is ne f the mst imprtant instruments f staff plicy in stimulating emplyees t perfrm well bth qualitatively and quantitatively. Hwever, pay is ne f several methds fr stimulating gd wrk at Lund University. Interesting tasks, prfessinal develpment and the pprtunity t develp at wrk, individual wrking hurs, a gd wrk envirnment and management, as well as respnsibility and autnmy at wrk are examples f ther factrs in staff plicy that are f great value t individuals. Lund University s freedm t cnduct salary negtiatins and set salaries has increased due t the decentralisatin f recent years. Salaries may, t a greater extent than previusly, be determined lcally t suit the University s peratinal requirements and circumstances. Despite this, there are inevitably sciecnmic cnsideratins that limit these lcal freedms. Bth the level f inflatin and the Gvernment s assessment that it is inapprpriate fr state institutins t ffer cmpetitive salaries are decisive factrs in central and lcal negtiatins abut the scpe fr pay increases. The salary-setting assessment criteria fr each individual emplyee prmte targeted, transparent and clear salary-setting fr the University s staff. Pay plicy targets The salary-setting is t be individual and differentiated, as well as independent f gender and ethnicity.

2 2 Salaries are t be set in such a way that emplyees are stimulated t perfrm well and take respnsibility. The salary levels are als t enable the University t recruit and retain the necessary staff t maintain a high standard and run peratins in an effective manner. Salary-setting is t be results-based, which means that it is influenced by the emplyee s perfrmance and its significance t the University. Salary-setting is als t be based n the individual, making it wrthwhile fr emplyees t imprve their perfrmance and develp in their wrk. Market sensitivity in varius areas is t be taken int cnsideratin. The pay plicy is t be knwn and established within the University. General factrs that influence pay The level f difficulty and respnsibility f the psitin. The individual s skill level. The individual s impact n the perative result. Market sensitivity. Specific salary-setting factrs fr teaching staff The degree f research r artistic expertise r ther prfessinal expertise f significance t the subject r wrk duties invlved in the psitin: Current research activity. The ability t develp, lead and perfrm high quality research. Natinally and internatinally published wrk and assignments. The ability t supervise dctral students s that they achieve their PhDs, r t guide students n artistic curses t artistic maturity. Assignments as an expert r external reviewer. Participatin in multidisciplinary activities. The ability t establish and develp subject expertise thrugh cntact with current research. Participatin in natinal and internatinal research partnerships. Visiting research and teaching assignments at ther higher educatin institutins in Sweden and abrad. Membership in natinal and internatinal research bdies. The level f teaching expertise with reference t: The ability t implement, develp and lead high quality educatin. The ability t cnvey enthusiasm and interest in the subject. The ability t activate the students wn learning prcesses. The ability t see the verall picture and t aid renewal thrugh different frms f teaching and assessment. Develpment f teaching material. Academic leadership skills and ther persnal abilities that are significant t the successful perfrmance f wrk duties: Staff and peratins management. Organisatin and management f research prjects and research teams.

3 Management duties r assignments in bdies within higher educatin. Active participatin in quality-enhancement wrk. Participatin in department-wide develpment wrk. 3 The ability t cperate with wider sciety and t prvide infrmatin abut research and develpment wrk. The ability t attract external research funding r cntract educatin cntracts t the rganisatin. Other salary-setting factrs fr technical and administrative staff Prfessinal expertise. Brad and current knwledge within the emplyee s field f wrk. Specialist knwledge within the emplyee s field f wrk. Assumptin f respnsibility, e.g. fr peratinal results and persnal develpment. Invlvement in difficult and cmplex wrk duties. Prfessinal develpment within the emplyee s field f wrk. Leadership skills and persnal abilities that are significant t the successful perfrmance f wrk duties. Staff and peratins management. Management duties r assignments in bdies within higher educatin. Develpment f quality enhancement wrk such as IT applicatins, internatinalisatin wrk and effrts t prmte gender equality. Participatin in department-wide develpment wrk. Capacity fr initiative and innvatin. Ability t cperate. Respnsibility fr pay plicy The vice-chancellr is respnsible fr the executin f the pay plicy and fr an verall assessment f salary levels. The university directr, faculty deans and the heads f the University Library and LDC (Lunds datacentral) are respnsible fr ensuring that the pay negtiatins are carried ut in accrdance with the current pay plicy. Managers at all levels are respnsible fr the implementatin f the pay plicy and the intentins f the strategic plan and ther plicy dcuments, and fr making emplyees aware f them. Hw are salaries set? The salaries prpsed by the heads f department and managers f ther units are t be based n the current pay plicy adpted by the University, and n a dialgue between the individual emplyee and the head f department.

4 4 Staff appraisals Planned, recurrent appraisals between the head f department and each emplyee are necessary t gain the emplyee s supprt fr the pay plicy. Staff appraisals are needed t clarify and discuss: The department s activities and bjectives and the emplyee s rle in these. The emplyee s current and future wrk duties. The emplyee s need fr supprt and develpment at wrk. The emplyee s pprtunities fr prfessinal develpment. The wrk situatin and relatins at the wrkplace. These appraisals prvide the head f department with infrmatin necessary fr assessing the emplyee s perfrmance and wrk situatin. Meanwhile, the emplyee has a given pprtunity t present and discuss issues relevant t their situatin. The staff appraisal shuld be fllwed up by a salary-setting appraisal befre the annual salary review. The salary sends an imprtant signal t the individual abut hw their effrts are assessed by the emplyer. It is therefre a very imprtant and delicate task fr a head f department t make well-funded and bjective evaluatins f the emplyee s perfrmance and ability t achieve results. The head f department als has t explain the results f the salary review t his/her emplyees. This is crucial in rder t clarify the cnnectin between perfrmance and salary develpment. Bth gd and less satisfactry salary develpments must be explainable. The head f a large department may cmmissin subrdinate managers, directrs r similar, in cnsultatin with the head f department, t submit suggestins and cnduct staff appraisals and salary negtiatins. Salary-setting ccasins Salary review The parties jint assessment, as it is expressed in central framewrk agreements, is the basis f lcal salary reviews. A salary review is carried ut thrugh negtiatins between the University as the emplyer and the emplyees trade unins. The vice-chancellr establishes guidelines fr the salary review in cnsultatin with the faculty deans and the university directr. Each head f department submits prpsals fr salary adjustments in accrdance with the University s adpted pay plicy, after cnducting staff appraisals and salary negtiatins as well as bserving the scpe fr pay increases and ther guidelines. Negtiatins are carried ut by Human Resurces and faculty ffices in cnsultatin with the relevant head f department. Negtiatins are crdinated by Human Resurces under the management f the university directr. The persn in charge f the salary negtiatins is respnsible fr cmplying with the intentins f the University s adpted pay plicy, which cvers all emplyees, bth thse wh are members f trades unins and thse wh are nt.

5 5 New emplyment In cases f new emplyment, the salary-setting assessment criteria f the present pay plicy shall be applied. The University shall be able t ffer cmpetitive salaries. Hwever, the University is nt t pay mre than what is necessary t recruit the required expertise. In cases f new emplyment, the salary is determined by the head f department r faculty fllwing a cnsultatin with the persn t be emplyed. The salary fr prfessrs is determined by the vice-chancellr fllwing a prpsal frm the dean and a cnsultatin with the persn t be emplyed. Emplyee rganisatins are t be infrmed abut the set salary and may request negtiatins within ten wrking days. Change f wrkplace r duties When an emplyee changes frm ne emplyment t anther, the same principle applies as in the case f new emplyment. When changing wrk duties, the emplyee s salary is t be determined based n their new duties, and if the duties have changed significantly r if the change entails duties f a mre difficult and cmplex nature, a new pst is t be ffered. If the change in duties is part f a natural prgressin it may mtivate a certain pay increase. Pay increases n special ccasins Pay increases between salary reviews may nly take place in case f the fllwing: When an emplyee receives a teaching award, after a decisin frm the vice-chancellr. When a teaching staff member is appinted t assciate prfessr. When an emplyee btains a PhD. When a dctral student achieves 90 credits r a licentiate degree, and 120 credits. After special permissin when there are particular circumstances, e.g. t keep an emplyee wh is cnsidering leaving the University.