The Deal

Rewarding your contribution - annual reward and recognition review

As part of The Deal we want to recognise the positive contribution you make to the success of the University. This page provides details of the various routes exceptional contribution is celebrated and rewarded annually. In addition our Recognition Award Scheme enables the contribution of individuals and teams to be recognised and rewarded at any time of the year.

Click on the tabs below for more information on our annual reward and recognition review routes and processes.

Incremental pay progression (G1-9)

 Incremental pay progression (G1-9)

Overview

The 9 grades in the University of Sheffield Grading Scheme are made up of 2 ranges: the normal range and the exceptional range. As a member of staff progresses through the grade, there should be an expectation that their contribution will be greater in light of the additional skills and experience gained whilst in the role. This should be reflected in objective setting through the SRDS (Staff Review and Development Scheme) process, and in the expectations of delivery in the role.

The principles of progression

Transparent processes will provide staff in grades 1-9 with opportunities for progression within the grade:

  1. Progression within each grade will reward the acquisition of experience, skill and contribution;
  2. Staff will have a normal expectation that progression from point to point up to the exceptional threshold will take place on an annual basis, subject exceptionally to existing procedures for dealing with performance problems, when a staff member would not normally expect pay progression;
  3. There are separate existing capability and disciplinary procedures which include the arrangements which could allow for the withholding of increments;
  4. Accelerated progression, including progression into the exceptional range will reflect sustained exceptional contribution by the job holder;
  5. If the role holder is in the normal range, progression for exceptional contribution is in addition to standard progression from point to point through the normal range;
  6. The Head of Department or Faculty or Professional Services Executive team will be responsible for decisions relating to accelerated progression and progression into the exceptional range;
  7. The decisions made need to be reflective of the SRDS discussion;
  8. Decision making will be robust, fair and objective;
  9. The Head of Department or delegated person will provide feedback on progression to the staff member;
  10. A University wide review of outcomes will be undertaken annually with the aim of informing the equality and fairness of the application of pay progression in grade in the future.
Rewarding normal contribution

Within grades 1-9 the normal expectation is that staff will progress from point to point through the grade structure once a year as reward for the experience and skills and their contribution in the role. Each incremental pay rise is worth approximately 3% of annual salary*.

Staff will have the opportunity to progress up to the top of the normal range for their grade, subject to established procedures for performance, which can allow for increments to be withheld.

*The University also currently participates in national collective bargaining in the Higher Education sector which includes annual national pay negotiations to set pay rates for all staff in grades 1 to 9. This means in August each year the pay points in grades 1 to 9 are also uplifted by a collectively agreed amount. Find out more about the national pay negotiations.

Rewarding exceptional contribution

If a member of staff has consistently contributed and performed above and beyond the expectations of a suitably experienced and qualified person in their role, and this exceptional contribution has been delivered on a sustained basis, their Department could put forward a case as part of the Annual Reward and Recognition Review to reward them with an accelerated incremental pay rise within their current grade range.

If the member of staff is in the normal range for their grade, then the accelerated incremental pay rise would be one increment point in addition to their normal annual increment rewarded for normal contribution (see tab above).

If the member of staff is at the top of the normal range for their grade or within the exceptional range for their grade, normal incremental pay progression is no longer applicable, so an accelerated incremental pay rise will allow for progression of one point in the pay scale within the exceptional range. Staff do not progress further through the exceptional range unless they are awarded another additional increment in subsequent years. It is possible to be awarded an increment in the exceptional range on successive years i.e. progress up 2 points in the exceptional range over 2 years.

Since normal incremental pay progression already reflects an expectation of continuous performance and growth in role, any case for accelerated incremental pay progression must articulate how the contribution has exceeded these expectations and that this exceptional level of performance has been sustained.

It is consistent for managers to have a higher expectation of someone working at the top of the grade than someone at the entry point of the grade to reflect the greater levels of skills and experience at the higher points of the grade.

Managers should put forward their case by completing the form within the 'Documentation required' tab below and submitting it to their annual departmental panel for review.

Process

Documentation required

Career progression promotions

Career progression promotions

Overview

Career progression is a process where an individual has grown and developed in their role to an extent that it is agreed they meet the relevant criteria to be promoted to the next grade. With the exception of some technical roles, this route of progression only applies to academic roles which have recognised career pathways e.g. Lecturer to Senior Lecturer. For Professional Services roles, where an existing role has developed and potentially grown to the level of a higher grade, the regrading route is available.

Cases for career progression are reviewed annually as part of the Annual Reward and Recognition Review.

Promotional routes

A brief description of the titles awarded are given below. This list is not exhaustive and it is recognised that in some cases, it may be appropriate to confer a different title suitable to the work being undertaken. The titles below are the most commonly used by the University.

Grade 8 Teaching or Research

For a case to be successful to Grade 8 (University Teacher or Research Fellow), there would need to be a strong case in at least one of Teaching or Research.

The level of achievement against the criteria will vary among candidates according to the type of work and discipline. The procedures are intended to be sufficiently flexible to take account of these variations. The candidates should be considered against each of the criteria, bearing in mind that a very good performance on all criteria might be balanced by an outstanding performance on one or two.

Grade 9 Teaching and Research

Promotion to Grade 9 on the basis of Teaching and/or Research will involve a change in job title in addition to a change in grade. The criteria can be adapted to suit the specific nature of the role undertaken by the staff member being considered for promotion.

Senior Research Fellow

The title of Senior Research Fellow is conferred on research staff who are not contracted to undertake teaching and who are promoted to Grade 9 on the strength of their research.

Senior University Teacher

The title of Senior University Teacher is conferred on teaching staff who are not contracted to undertake research and who are promoted to Grade 9 on the strength of their teaching.

Senior Lecturer

The title of Senior Lecturer is conferred on staff carrying out and contracted to undertake the full range of academic duties (i.e. teaching and research) and who are promoted on the strength of teaching and/or research.

Criteria

Process

This approach is recommended for all cases of promotion within a recognised career path. Whilst there may be some variation in terms of details of the promotions process within different Faculties and Professional Services, the principles for promotion should be consistent across the University.

Career Pathways

Self- Submission

Self-submissions can be made by staff at all levels of the organisation where the department does not support their case for promotion within a recognised career path. Self-submission should be made to the appropriate Faculty panel providing any evidence/documentation as determined by that panel.

It is expected that the Head of Department will provide a statement outlining the reasons why the department does not support the self-submission. Faculty panels may choose to invite those self-submitting to present their case to the panel, but are not obliged to do so.

Documentation required

Reader or Personal Chair

Conferment of the title of Reader and Promotion to Personal Chair

Overview

Cases put forward for the conferment of the title of Reader and promotion to Personal Chair are reviewed annually as part of the Annual Reward & Recognition Review.

Conferment of the title of Reader

The title of Reader is awarded as a mark of personal distinction in scholarship and research as attested by external assessors. Although the title is not formally attached to any grade, the salary scale would normally be Grade 9.

Promotion to Personal Chair

Promotion to Personal Chair is one of the highest academic distinctions the University can confer upon its staff. In considering cases for promotion to Personal Chair, the University seeks to ensure its position and reputation as one of the best universities is upheld and as such the process for promotion to Personal Chair includes consideration by formal Committee. Promotion to Personal Chair confers the title of Professor.

Criteria

Process

The forms, provided in the documentation required tab below, should be completed submitted to the Departmental Rewards and Promotions Panel in the first instance. An evidence-based portfolio should accompany any cases for Promotion Chair via the mainly teaching route.

Self-Submission

Where the department does not establish a prima-facie case for a member of staff who wishes to be considered for the conferment of the title of Reader, or promotion to Personal Chair, that individual may self-submit to the Faculty Panel having first provided details of external assessors who may be approached for references.

Documentation required

CV Template

CV Template (doc)

The CV should be geared specifically to the criteria, namely distinction in scholarship and/or research, leadership, and standing in the profession. The format of the CV should follow that suggested in the model CV; in relation to publications, an indication of principal or joint authorship for each multi-authored work must be included.

External References

External Referees form (docx)

The Head of Department should complete the External References Form, providing the names of no less than five external independent referees, with at least one international referee (only when applying under the Teaching and Research criteria), who may be approached for an assessment of the case. The Head of Department should also provide a brief statement of the academic background of each external referee.

The referees proposed should be directly involved in the area of scholarship of the candidate concerned to an extent which will allow them to provide an authoritative statement as to the candidate's academic standing and scholarly distinction.

It is desirable to nominate referees who have personal distinction in the discipline and might normally be from a 5 or 5* Department or one of equivalent standing. It is desirable to nominate at least one person who has served on the relevant RAE panel (or sub panel).

As far as possible, referees should not be former supervisors of, or regular collaborators with, the candidate, nor should they be former colleagues who have recently moved from this University to appointments elsewhere.

Heads of Department are advised to seek the views of the Vice-President and Head of Faculty and the Faculty Directors of Research and of Learning & Teaching when considering which external referees to approach.

Further guidance relating to the references required is contained on the External Referees Form.

Head of Department Statement

Departmental Supporting Statement (docx)

This should address the criteria and the extent to which the candidate is seen to meet the criteria. Guidance from the Head of Department would also be welcomed as to the extent of the candidate's contributions in the case of joint or multi-authored publications.

Evidence Based Portfolio

An evidence-based portfolio should accompany any cases for promotion to Personal Chair via the mainly teaching focused route. The contents of a portfolio may vary for each individual depending on what the department feels would best demonstrate how the individual merits recognition of the impact and quality of their work through the conferment of the title of Personal Chair.

Below is some guidance on the structure for the portfolio. The suggestions below for the contents of the portfolio are only for guidance and may vary for each individual as outlined above.

External Impact and public profile

  • Examples of leading, shaping and influencing teaching policy at University, national or international levels.
  • Honours and Awards.
  • Media articles/coverage.
  • Video clips.
  • Speaker Invitations and external examiner for prestigious institutions.

Alumni and Student Feedback and Testimonials

  • Student satisfaction data.
  • Letters or emails from alumni and students evidencing the delivery of a high quality student education.

Outputs

  • Publication of textbooks (or evidence of reviewing textbooks) for use in the discipline, or for papers on pedagogical issues.
  • Examples of outputs including guidance documentation where considered to be exemplary e.g. though inclusion within MVI.

Internal impact

  • Senate awards, Students' Union awards or other internal recognition awards.
  • Supporting statements and letters from Senior University colleagues.


Professorial pay review

Professorial pay review

Overview

The professorial pay scheme has three bands with professors banded according to the level at which they are working and their contribution to the University.

The salaries of professorial staff including those who are also academic leaders are reviewed as part of the Annual Reward and Recognition Review to reflect any significant and sustained growth in the role or to reward the individual’s exceptional contribution in that role.

In addition, academic leaders (Heads of Department and academic Faculty Directors) receive an allowance in recognition of the significance of these roles.  These allowances are paid for the period of tenure in these roles and are reviewed separately on an annual basis.

Band summaries

Our professors are banded according to the level at which they are working and their contribution to the University.

Band I

Individuals have an international reputation in their field. Individuals are academic leaders in their discipline both within the University and externally. They demonstrate this leadership through independent and autonomous strategic thinking to deliver improvement.

Individuals may be developing and delivering new strategies to deal with fast changing situations in teaching and/or research, and in other areas of University, Higher Education, and beyond. They will be motivating, collaborating with, and engaging others to implement strategies that help contribute towards the realisation of the University’s vision.

Externally, recognition often extends beyond academia, through advising or giving expert opinion. The role is in some cases focused mainly on either teaching or research, but in the majority of cases combines significant high-impact research with consistently effective teaching, particularly of postgraduate students.

Band I includes an Introductory Zone. This zone is the first five points of the band, to which a new professor would normally be promoted or appointed.  It is also sufficiently broad to allow progression within the band as professors develop their career and standing.

Band II

Professors who reach this band are working at a level significantly higher than the entry level for a Sheffield professor. Individuals have a sustained record of internationally-recognised achievement in their field; their expertise is in significant demand from partners within or beyond academia and/or they are asked to fulfil major international roles within the discipline. Their demonstrable academic leadership achievements will include anticipating, planning and implementing new strategies to meet future challenges, in their field, beyond academia, and in the University.

Individuals will be anticipating and planning for change, and leading and managing others to achieve significant and transformational change. They may also lead on specific strategic academic/organisational challenges.
Some professors may progress from Band I, their role having grown sufficiently to be recognised in this way. Senior lecturers or readers are not promoted directly to Band II. External appointments are only made to Band II where the professor is already well established at another institution, or working at a comparable level outside academia.

Band III

This band is reserved for a small number of professors who bring great prestige to the University through their sustained record of academic achievement at the highest international level. This may take the form of leadership of world-leading research, election to the most prestigious learned societies, a leading role in high-impact interdisciplinary collaborations with a broad range of academic, industrial or governmental partners, or a position of unequivocal international authority. Within the University they will be role models for their strategic leadership, and will be recognised for leading others to make improvements that help to achieve the University’s vision.

Band III professors may have progressed from Band II, or in exceptional circumstances may have been appointed directly to this band. External appointments are only made to Band III where the professor has international status of the highest level. Authority from the Senior Remuneration Committee is required to appoint to Band III.

 

Band I

example activities

Research

Innovative research and scholarship that is recognised internationally in terms of originality, significance and rigour, as evidenced by a sustained level of publication in high-impact journals, high numbers of citations and/or through influential monographs, highly-regarded books, conference proceedings or other works e.g. musical composition, architecture; and by attested knowledge, excellence, and contribution to the advancement of knowledge in the discipline field.

Income generation through winning research grants in excess of the UK median for the discipline and/or success in increasing research student numbers.

Teaching

Contribution to development of teaching policy at University/national level, evidenced, for example, by a Senate Award; dissemination through publications, networks and conferences.

Leading the implementation of new pedagogies/ innovative approaches at the University. Authorship of standard texts. External examiner for prestigious institutions.

Consistently high student satisfaction; consistent number of successful PhD completions and Masters students. Developing major PGT programmes; lead supervisor for doctoral students.

Leadership and management

Planning, developing and achieving improvements or efficiencies of a strategic nature within an academic leadership role.

Managing change or leading initiatives (e.g. restructuring, introducing new systems /processes, etc.)

Contribution to leadership and management activities within the department or across the faculty. Examples include executive and managerial support for the Head, major contributions to departmental planning, and taking on roles such as Head of Department and Faculty Director.

Membership of senior University Committees. Contribution to planning at a University level.

High contribution to academic leadership within the University of Sheffield, and/or within the discipline field. Sustained contribution to shaping and influencing University academic strategy. Leading, managing and developing others to deliver academic strategy.

Pro-active support for the implementation of teaching policy. Acting as a role model for colleagues and helping their development with regard to teaching quality.

Setting up and driving forward innovative research or pedagogies.

Guidance to postdoctoral researchers, management of staff, research projects and contracts.

Knowledge transfer and professional standing

Managing a significant portfolio of knowledge transfer activities, with demonstrable social and/or economic impact and benefit to the University. This might include applied and collaborative research, consultancy, development and delivery of CPD programmes for external clients, licensing of IP, the creation of spin out companies, and nationally-significant collaborations with public, private and/or third sector partners.

High and unique standing outside academia including major contributions to the area/field through academic achievement; recognised expertise as evidenced by reviewing of books, research grant applications, others' research and acting as an external adviser.

Called upon as one of a small number in the country able to give expert opinion in the particular field. Frequently invited to conferences and to give lecture series by international colleagues. Organisation of international conferences.

Major contribution to widening participation, schools outreach or public understanding of the discipline. Bringing prestige to the University through membership of significant regional/ national organisations, charitable boards, governing bodies, trusts. Advisory role to public bodies.

Band II

example activities

 

Research

Publication of highly-regarded books, papers as evidenced by, for example, being short-listed for international prizes.

Delivery of plenary and key note addresses at esteemed international conferences.

Generation of research income consistently in the UK upper quartile for the discipline.

Teaching

Leading, shaping and influencing teaching policy at a national/international level.

Significant contribution to the scholarship of learning and teaching.

Leadership of teaching innovation recognised by the relevant organisations, evidenced, for example, by the award of significant national prizes.

Leadership and management

Initiating, planning and delivering significant and demonstrable positive transformations in the performance of an area (for example by driving complex, strategic change in an academic department).

Initiating and driving major academic initiatives including strategic planning and delivery, e.g. implementing new facilities or creating partnerships.

Recognised position of leadership at national level in discipline, as evidenced by e.g. advising a major funding council.

Leadership of ongoing complex inter-disciplinary large-scale projects.

Knowledge transfer and professional standing

Achieving recognition both personally and for the University, through leadership of high-prestige collaborations of national and international significance with public, private and/or third-sector partners.

Expertise is in significant demand from international partners within and beyond academia, influencing policy and/or driving innovation.

Editor of leading international journal for the discipline. High level association with an internationally prestigious University.

Chairing of significant regional/ national organisations, charitable boards, governing bodies, trusts. Called upon to give evidence to parliamentary select committees.

 

Band III

example activities

Research

Research and scholarship recognised as world-leading within the discipline in terms of originality, significance and rigour, as evidenced by a significant number of high-impact citations, election to the most prestigious learned societies, and/or the award of the most prestigious prizes.

Generation of research income consistently in the UK upper decile for the discipline.

Teaching

World-leading figure in teaching for the discipline.

Leadership and management

Recognised position of leadership at national and international level in discipline, as evidenced by e.g. frequently advising Government, acting as chief adviser to a major funding council, elected to chair of major international body.

Initiating and leading complex inter-disciplinary large-scale projects across institutions and national boundaries.

Knowledge transfer and professional standing

One of a very small number of world-leading experts in the field, leading high-prestige international collaborations with multiple partners.

Achievement of economic and/or social impacts of national/ international significance.

An international profile of unequivocal authority as evidenced by being frequently called upon to advise agenda-setting international bodies, or at the inter-governmental level. Chairing independent national-level reviews and inquiries.

Regarded at the highest level by international peers, as evidenced by awards and prizes from major learned societies, invitations to give the most prestigious international lectures, election to chair of a major international academic institute, or chairing the leading world conference for the discipline.

Salary review routes

As part of the Annual Reward and Recognition Review, Head of Department/Vice Presidents can put forward a proposal for a salary increase, bonus or re-banding. Proposals will only be considered where they are supported by strong supporting evidence.

Any proposal should be informed by the Staff Review and Development Scheme (SRDS) discussion. Professorial staff are invited to discuss their own circumstances with their line manager/Head of Department through their SRDS discussions.

Introductory zone professors

Within this zone, professors may be awarded an increase of one point per year at the discretion of their Vice-President and Head of Faculty, following a review of their contribution at SRDS. They will not be required to make a submission to support this one-point rise.

In exceptional circumstances, where the reviewer identifies that there is a potential case for re-banding or an increase of two incremental points, professors will be requested to make a submission in line with the procedures of the professorial salary review.

Permanent salary increase

Salary increases are considered in cases where contribution is excellent and sustained above previous levels, with clear evidence of a continuous significant contribution and impact made which contribute to the continual growth of the role. For example:

  • Clear evidence of externally recognised achievement in research, for example consistent levels of publication in prestigious journals of the discipline area or position as an investigator engaged in research activity that has significant and repeated grant/contract income.
  • Significant contribution to improved quality of teaching and learning, to innovation in delivery or to the development of new provision, which has an on-going impact.  
  • Overall contribution in an academic leadership role, with significant and positive impact, for example by setting and delivering faculty/departmental strategy.
  • Significant leadership contribution towards long-term improvement in departmental or faculty performance.
  • Significant and on-going contribution to University governance, management, major projects or initiatives or management of complex/transformational change which has a long-term impact.
  • Evidence of other significant contribution that continues to bring prestige to the University and growth in the individual profile and role.

Contribution bonus

Contribution bonuses are awarded for specific and exceptional one-off achievements for example successful delivery of a major project, initiative or change within the preceding 12 months. For example:

  • Clear evidence of exceptional external recognition within the preceding 12 months such as election to Fellowship of internationally recognised and prestigious Learned Society with highly selective membership; successful chairing of high profile/impact external body.
  • Clear evidence of exceptional/new grant or contract awards in the preceding 12 months such as awards of a level in at least the upper decile for the discipline area
  • Confirmed achievement within the 12 preceding months of substantial innovation in teaching/student support such as development of new mode of delivery that has had University-wide and national impact, implementation of innovative pedagogical techniques, and examples of enthusing and involving large numbers of colleagues
  • Evidence of significant University leadership / regional contribution with high positive impact. Examples might include one-off major practical contribution to University-wide initiatives, exceptional management performance delivered within the year. Or one-off deliver of a major management, structural or cultural change, or major academic leadership challenge.
  • Evidence of other one-off exceptional contribution that has brought prestige to the University

Level of bonus awarded should reflect the contribution delivered and be appropriate to the current salary position of the individual.  As a guide, it may be helpful to align the bonus level to an equivalent point or two point increase within the band, according to the level of achievement delivered.

Re-Banding

Where the department or faculty identifies that a role may have grown into the next band on a sustained basis and in line with the needs of the University, the panel will assess if the role should be re-banded.

See band summaries and example activities in the tabs above.


Process

Reviewer guidance for Head of Department

As Head of Department (or School), it is your responsibility to ensure that you have spoken to all of your professorial staff and discussed with them whether or not you intend to nominate them for a salary increase or bonus, or to make a case for re-banding.

Where there is strong supporting evidence of excellent and sustained contribution or a specific one-off achievement you may wish to submit a case for a salary increase or bonus.

Where you have identified that a role may have grown into the next band, in line with the needs of the University and with reference to the criteria within the band summaries, the panel will assess if the role should be re-banded.

See Salary review routes in the tab above.

You will need to complete Part A of the form linked in the Documentation Required tab below, detailing the salary review route recommendation you wish to make and your accompanying supporting statement.

The Professors who you will be nominating should complete the relevant section in Part B on the form corresponding to the salary review route that you have recommended them for, then they should return the form to you so that you can finalise it and submit it.

Within your recommendation, you may wish to consider the following:

  • Contribution that professors have made to the overall work and strategy of the department, and whether their work has helped the department meet its aims and targets.
  • Achievement of goals and objectives set at appointment or through the SRDS process. You may find it helpful to make direct reference to the SRDS assessment for the year in relation to these objectives and any other achievements.
  • Consideration given to how the achievements of the professor compare to his/her peers within the Russell Group.

Please make your comments on the submission form of each professor as these will be held on his/her personal file. Please discuss the submission with the individual professor, including the nature of your comments.

Introductory Zone Professors

Professors in the Introductory Zone will not be required to make a written submission unless you are recommending a salary rise greater than a one-point rise or a re-banding. See Salary review routes in the tab above. 

Vice-President and Head of Faculty will ask for your comments. These comments will be based on the outputs from your SRDS discussions with professors.

Forms should be submitted to your Faculty Panel in the format/location they have informed you of. The deadline for your comments on submissions is determined by your Faculty.

Please direct any queries to your relevant Faculty HR Team.

Reviewer guidance for Vice-Presidents and Heads of Faculty

Vice-Presidents and Head of Faculty who will be responsible for reviewing the salaries of their academic leaders will be sent separate supporting guidance during the summer.

Documentation required


Professorial equivalent pay review

 Professorial equivalent pay review

Overview

The professorial equivalent pay scheme has three bands with staff banded according to the level at which they are working and their contribution to the University.

The salaries of professorial equivalent staff are reviewed as part of the Annual Reward & Recognition Review to reflect any significant and sustained growth in the role or to reward the individual’s exceptional contribution in that role.

Band summaries

The Professorial Equivalent Pay Scheme has three bands with staff banded according to the level at which they are working and their contribution to the University.

Band I

Individuals play a senior managerial role with a faculty-wide focus, or within a specialised function of the University. They will have sole and independent responsibility, including budget setting and leadership and management of staff, for a major specialised or technical area that has far reaching effects throughout the University and the sector.  The roles in Band I will have a significant long-term and strategic impact on the University. There may be roles within this band which have a relatively narrow focus, but which have a deep impact, and/or are in an area critical to the University's success. Similarly, roles may straddle a broad range of work streams but with a far reaching sphere of influence.

Band II

Individuals in Band II have responsibility for a section of a major department, or full responsibility for a department and will be part of the management team for the overall function. They play a major role in University-wide activities which have a highly significant impact on the University's sustainability and success.  At this level, individuals have a University-wide sphere of influence or may occupy very senior roles with a narrow strategic specialism which is business critical. Influence is likely to be significant within the HE sector and, where relevant, the professional environment.

Band III

This band is reserved for a small number of the most influential leaders within the University's professorial equivalent staff. These roles lead and have overall responsibility for mission-critical matters across a major part of the University's business.  Individuals in Band III have primary responsibility for setting and implementing strategy to the area of activity and have major influence across the institution, the HE sector and the professional environment at a national level.


Example activities

In the table below there are examples of activities that would be expected in the given band. An individual is not expected to carry out all the activities in the band.  The band of a professorial equivalent member of staff reflects the overall level at which he or she is working.

Influence and impact

Complexity

Scope

Band I

Influence is high across the faculty to which they are aligned or across Professional Services.

Will have a significant impact on the University's reputation and sustainability.

Responsibility for a broad range of work and accordingly manages a range of staff. Alternatively may have responsibility for a very specialist function requiring deep understanding of a relatively narrow field.

Significant experience/knowledge in one or more areas; demonstrated, for example, by high level professional qualification.

Manages a diverse workforce/range of roles or highly knowledgeable specialist team.

Directs and leads developments in own area of responsibility, and has input into cross-University agenda.

Lead major projects and initiatives which have significant resources and strategic impact.

Band II

Building on the previous band

Influences policy and strategic direction across the University.

Responsible for leading on specific issues with potential for a high impact on University's reputation and sustainability.

Building on the previous band

Deals with a wide range of complex matters which require specialist knowledge and/or significant experience.

Building on the previous band

High degree of autonomy in decision-making on a wide range of issues.

Leads own department's strategic agenda, with significant implications for the wider University.

Band III

Building on the previous band

Sets the overall institution direction for the theme of work.

Major strategic impact on the University's physical, financial or human resources.

Influences policy at a national/international level within the higher education sector or beyond.

Building on the previous band

Highly complex and diverse range of work carried out by staff reporting to post holder.

Broad range of functions/services within department.

Professionally qualified to the highest level of appropriate body.

Building on the previous band

Full autonomy in decision-making for whole remit of large department.

Is point at which responsibility for decisions made ultimately rests.

Drives the agenda across departments/functions, using diplomacy and influence.

Significant strategic role in University governance.

Salary review routes

As part of the Annual Reward & Recognition Review, Directors/Vice Presidents can put forward a proposal for a salary increase, bonus or re-banding. Proposals will only be considered where they are supported by strong supporting evidence.  Any proposal should be informed by the Staff Review and Development Scheme (SRDS) discussion. Professorial Equivalent staff are invited to discuss their own circumstances with their line manager through their SRDS discussions.

Permanent salary increase

Salary increases are considered in cases where contribution is excellent and sustained, with clear evidence of a continuous significant contribution and impact made which contribute to the continual growth of the role. For example:

  • Significant contribution to a Professional Services area, with lasting, significant and positive impact for the University, for example by setting and delivering Departmental strategy which will have long lasting positive impacts for delivery.
  • Significant leadership contribution towards long-term improvement in Departmental performance.
  • Significant and on-going contribution to University governance, management major projects or initiatives, or management of complex/transformational change which will have a long-term positive impact.

Contribution bonus

Contribution bonuses are awarded for specific and exceptional one-off achievements for example successful delivery of a major project, initiative or change within the year.

  • Evidence of significant University leadership with high positive impact.  Examples might include one-off practical contribution to University-wide initiatives, exceptional management performance delivered within the year, one-off delivery of major structural or cultural change, or major leadership challenge.
  • One-off successful delivery of a major and challenging project within the year, delivered in addition to the role-holder's core duties.
  • Evidence of other one-off exceptional contribution that has brought prestige to the Professional Services Department, area or the University.

Level of bonus awarded should reflect the contribution delivered and be appropriate to the current salary position of the individual.  As a guide, it may be helpful to align the bonus level to an equivalent point or two point increase within the band according to the level of achievement delivered.

Re-Banding

Where the Director identifies that a role may have grown into the next band on a sustained basis and in line with the needs of the University, the panel will assess if the role should be re-banded.  The business case should clearly demonstrate that the role is operating at a higher level in line with the band summaries and example activities linked above to .

Additional guidance will be sent separately to Directors in advance of the annual process.

Process

PESR2

Additional guidance and a nomination form will be sent separately to Directors during the summer.