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

Incremental Career Progression

Documentation required

Academic career progression promotions

Academic 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 in line with business need, the regrading route is available.

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

Promotional Routes and Criteria

There are three academic promotional routes available depending on your contract type:

  1. Teaching and research contract
  2. Research specialist contract
  3. Teaching specialist contract

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.

Academic Career Progression

* Please note that if applicants self-submit to Faculty Panel, there will be no further right of appeal.

Self- Submission (to Faculty Panel)

Self-submissions can be made where the Department panel 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. Please note that if applicants self-submit to their Faculty Panel, there will be no further right of appeal.

Appeals 

Individuals who have not self-submitted applications to their Faculty Panel, have the option to appeal against the  Faculty Panel decision. An appeal will be reviewed by an independent appeals panel (including senior management, Trade Unions and HR) who will reassess the original promotion application and review the decision made by the Faculty panel not to promote.  The appeals panel will only review the appeal case on the basis of the job being performed at the time the original application was submitted.  Any additional responsibilities that have occurred since will not be taken into consideration by the appeals panel. There is no right of appeal if the promotion case is not approved by the University Reward and Recognition Panel.

The deadline to lodge an appeal will typically be December/early January.  Individuals will then be asked to submit the reasons for their appeal and supporting information.  Appeals panels will typically take place March to May. 

Documentation required

Promotion to Personal Chair

Promotion to Personal Chair

Overview

Promotion to Personal Chair

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

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

There are three promotional routes available to Personal Chair depending on your contract type:

  1. Teaching and research contract
  2. Research specialist contract
  3. Teaching specialist contract

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.

Promotion to Chair

* Please note that if applicants self-submit to Faculty Panel, there will be no further right of appeal.

Self-Submission

Self-submissions can be made where the Department panel 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, including external referees.

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. Please note that if applicants self-submit to their Faculty Panel, there will be no further right of appeal.

Appeals 

Individuals who have not self-submitted applications to their Faculty Panel, have the option to appeal against the Faculty Panel decision. An appeal will be reviewed by an independent appeals panel (including senior management, Trade Unions and HR) who will reassess the original promotion application and review the decision made by the Faculty panel not to promote. The appeals panel will only review the appeal case on the basis of the job being performed at the time the original application was submitted. Any additional responsibilities that have occurred since will not be taken into consideration by the appeals panel. There is no right of appeal if the promotion case is not approved by the University Reward and Recognition Panel.

The deadline to lodge an appeal will typically be December/early January. Individuals will then be asked to submit the reasons for their appeal and supporting information. Appeals panels will typically take place March to May.

Documentation required

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.  A Head of Department or Vice-President may wish to put forward a case for a Professor to reward exceptional achievement or reflect significant or sustained growth in the role.  Cases are first reviewed by a Faculty panel, then ultimately by the University Reward & Recognition Panel.  

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.

Salary Review Routes

As part of the Annual Reward and Recognition Review, Head of Department and Vice Presidents, or designated approved senior managers, can put forward a proposal for a salary increase, bonus or re-band  for their Professorial Staff. 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.  Professorial staff who wish to understand further whether a case has been put forward for them, should discuss this further with their Head of Department in the first instance, then by exception with their Vice-President & Head of Faculty if they do not think they have been treated fairly. Any discussion should take place in summer, ahead of the Faculty submission deadlines and Reward panels in September and October.

Introductory zone professors

Within this zone (including when at the top point of the 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.  There should be clear evidence of a continuous significant contribution and impact which demonstrates growth within the band in line with the Academic Career Pathways criteria. 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 within any of the relevant criteria of the Academic Career Pathways framework. 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. 
  • Successful delivery of a major project, initiative, 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.  The recommended bonus value should be in line with the current agreed bonus level amounts.

Re-banding

As part of the Annual Reward and Recognition Review, 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, a case can be put forward for a re-banding by the relevant Head of Department or Vice President. Proposals will only be considered where they are supported by strong supporting evidence which clearly demonstrate against the relevant Academic Career Pathway criteria that the Professor has progressed to the next band (see below).  

Re-Banding Criteria

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, a case can be put forward for a re-banding by the relevant Head of Department or Vice President.  Proposals will only be considered where they are supported by strong supporting evidence which clearly demonstrate against the relevant Academic Career Pathway criteria that the Professor has progressed to the next band.

The re-banding criteria for the each Professorial Band can be found under the relevant Academic Career Pathway according to your contract type:

  1. Teaching and research contract
  2. Research specialist contract
  3. Teaching specialist contract

Process

Professorial Pay Review

Head of Department/Vice-President Guidance

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.

If you are nominating a Professor for a salary increase or a bonus, you will need to complete the Salary Increase/Bonus nomination form linked in the Documentation Required tab below, detailing whether you are recommended a salary increase or a bonus award and your accompanying supporting statement, referencing achievements to the Academic Career Pathways criteria. 

If you are nominating a Professor for a re-banding, you will need to complete the Re-banding nomination form linked in the Documentation Required tab below, which includes your accompanying supporting statement in line with the Academic Career Pathway Criteria.   The Professor who you will be nominating should complete both the Re-banding Supporting Statement form and the relevant CV Template.  They should return both forms to you so that you can agree and finalise them and submit it by the deadline along with your nomination form.

Please discuss the submission with the individual professor, including the nature of your comments.

If a Professor believes that you should have put forward a case for them, they are encouraged to discuss this with you in more detail in the first instance.  If they wish to challenge this further, then they may speak to the Vice-President & Head of Faculty, but we would expect this to be by exception only.  Any discussion would need take place well in advance of the Faculty submission deadlines and Reward panels in September and October.

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.

Documentation required

Professorial Pay Reviw Salary Increase/Bonus Nomination Form:

Professorial Pay Review Re-banding Forms:

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.

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. For example

  • 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.

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 below.

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.

Process

Professorial Equivalent pay

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

Documentation required