Regrading is a process where a role has developed and grown on a sustained basis to an extent that the Department identifies that the size of the role needs re-evaluating to determine whether it should be graded at a higher grade.
This route is distinct from career progression promotions, which primarily applies to academic roles, where the role-holder is able to apply for a promotion to move to the next stage of a pre-determined career path.
To be eligible for a regrading, a role must have grown to the level of the next grade on a sustained basis, and there must be a strong business need for the post to continue to operate at the higher grade permanently. The current post-holder must also be effectively performing at the higher grade in the role as required on a sustained basis by business need.
A regrading of a role can be instigated by either the manager of the role, or by the role-holder. A role-holder can instigate a case where they consider the demands of the role to be a higher grade. Where the role-holder wishes to instigate a case, the first action should be to discuss it with their line manager. This conversation might reveal that regrading is not the appropriate route for the case. If the line manager agrees that the role is operating at a higher grade in line with business need on a permanent basis, then a case may be developed for a regrading.
Although the regrading route is available for all staff, it is primarily used for professional service roles, given that academic role-holders are more likely to apply for a promotion through the career progression route.
|Regrading Panels & Frequency
Decisions on regradings will be taken by a Faculty panel or an equivalent level panel in Professional Services. The composition of the panel will be determined at Faculty or Professional Services level. Whether a case has been instigated by the post-holder or the line manager, an initial decision on the case will be made at a Departmental level, by the Departmental Review Panel or a group with an equivalently representative membership. The panels will discuss and determine whether the role is operating at a higher grade in line with business need, and if so on a permanent basis or temporary basis – shorter term extra duties and responsibilities may be rewarded by other means, for example a special responsibility allowance (Payment for additional responsibilities).
Once an outcome has been determined, feedback will be given to the post-holder providing the reasons for that decision. Feedback on unsuccessful cases will include information about how the job was graded, with a frank appraisal of the role, a description of the assessment of the ongoing business need for the role, and whether, in light of the grading and the assessment of the business need, there needs to be any reprioritisation of the duties within the role. If the outcome of a regrading at a higher grade is agreed, this will normally be effective from the 1st of the next available payroll month. A case for a regrade for the same role can not be put forward more than once in the same year.
Regradings can take place at any time of year, as dictated by the business need for the role at the higher grade. Part of the assessment of the business need for the regrading will be whether the role fits into the longer-term plans for the department at the higher grade, and cost will be one factor in this. Consideration about ongoing and future business needs, succession planning and staff development should be taken into account in Department People Plans which may be reviewed in the annual planning round.
[Note: (1b) Case presented to manager (who is deemed to be representing Dept. interests) to include; agreed revised ATJ with evidence including priorities for the role. (2b) Consider evidence presented, also the impact on other people or activities (e.g. affect on others doing same/similar role). At this point the agreed ATJ will be job matched in line with normal University procedure (incl. HR input). (3b) Discussion including positive feedback about achievements, potential and development options in addition to business priorities (detail of key points in the decision making process and evidence to be used as basis of discussion). (4b) Appeal should be submitted (to HR) in writing with reasons and evidence including agreed revised ATJ. (5b) Evaluate job based upon agreed job description or in the absence of an agreed job description , evaluate the job through discussion with the manager and staff member of the role requirements. Usually 2 or 4 people will be involved in the job evaluation. (6b) Decision-making process subject to different needs of the Faculties and Professional Services, but will include HR job grading the updated ATJ and FEB (or designated alternative group) discussing the submission, job matched ATJ and supporting evidence.]
Documentation and Guidance
A case should consist of:
- The revised About the Job (ATJ).
- A completed Regrading Business Case.
- An organisational chart showing how the role fits into the team and/or department.
It is recommended that you consider and explain the following in your business case:
- How and why the role has grown to the level of the next grade.
- Why there is a business need for the post to operate at a higher grade permanently and how this will support the Department to meet the strategic or operational priorities of the team and department.
- Why is this a case for regrading, and not any other option e.g. special responsibility allowance (SRA) or open recruitment.
- The financial impact of regrading the position and how this will be accommodated within the staffing budget beyond the first year.
- What impact will this post operating at a higher grade have on other roles and activities within the team or Department, including outlining how the previous duties of the role will continue to be delivered (if applicable).
- Whether any additional training will be required to support the member of staff to take on the new responsibilities? Is there a cost associated with that training?
- Include any other information pertinent to the business case.
If the individual disagrees with the decision of the Regrading Panel on the grade of the role, they are able to appeal and request a re-evaluation of the role. An individual is unable to appeal against the judgement and decision of the regrading panel on whether there is a permanent business need for the role at a higher grade.
The size of the role will be evaluated using the Hay grading methodology (an objective factor-based job evaluation method), in order to determine its grade, using a detailed agreed job description of the required role. The content of the job description must have been first agreed by: the post-holder, the line manager (on behalf of the department) and the faculty (or equivalent) re-grading panel. If the panel is unable to evaluate the job on the basis of the agreed job description, they may discuss the needs of the role with the manager and post-holder to inform the job evaluation.
The job evaluation panel will have two or four members, half of which will be from the pool of trained job evaluators nominated by the recognised trade unions. The decision of the job evaluation panel on the grade of the post will be final. If the outcome of the job evaluation is that the role has been operating at a higher grade, but the Regrading Panel did not agree that there was an ongoing business need for the role at a higher grade, then the Department will need to consider how to realign and re-set the duties within the role, including whether a Special Responsibility Allowance should have been paid for any duties undertaken at a higher level to date.
|Academic Leader Reward
This policy applies to all academic Heads of Department and Academic Faculty Directors (of Research and Innovation, Learning and Teaching and other specialist areas as specified).
- This policy will be applied fairly and will provide equity of opportunity.
- There is clear and transparent correlation to the University’s reward principles.
- The implementation of the policy will be supported by Human Resources, who will be responsible for monitoring its effectiveness.
- Senior Remuneration Committee will review the policy annually and will be responsible for any future recommendations to change its structureolicy
1. Guaranteed Allowance
In recognition of the significance of these roles a guaranteed annual allowance will be paid. The annual allowance will be paid pro-rata on a monthly basis upon appointment to the role and for the period of tenure. The guaranteed allowance payment will cease on the date the tenure ends. Guaranteed allowance levels are reviewed annually, taking account of size and complexity of role and where appropriate market data. This payment is non-pensionable and non-consolidated.
The following table; amounts, definitions, and the allocation of honorarium size to departments/roles, shall be reviewed annually by the Senior Remuneration Committee following recommendations from UEB:
||Guaranteed allowance amount (£pa)
||Basis for Amount
Overall reputation and level of complexity / challenge
[HAY Benchmarks: Clinical Dentistry, Electronic & Electrical Engineering, English, Law, Mathematics & Statistics]
Faculty Director roles (Research & Innovation and Learning & Teaching)
Animal & Plant Sciences, Architecture, Automatic Control & Systems Engineering, Biomedical Science, Chemical & Biological Engineering, Chemistry, Civil & Structural Engineering, Clinical Dentistry, Computer Science, Economics, Education, Electronic & Electrical Engineering, English, Geography, Health Sciences, History, Infection, Immunity & Cardiovascular Disease, Information School, Journalism, Languages and Cultures, Law, Materials Science & Engineering, Mathematics & Statistics, Mechanical Engineering, Molecular Biology & Biotechnology, Neuroscience, Oncology & Metabolism, Physics & Astronomy, Politics, Psychology, ScHARR, Sociological Studies, Urban Studies & Plannning.
Engineering, Science, Social Sciences, FD R&I Medicine, Dentistry and Health.
Departments / roles which are generally smaller in overall department size than (1).
Faculty Director roles (Research & Innovation and Learning & Teaching)
Archaeology, East Asian Studies, Landscape Architecture, Music, Philosophy.
FD R&I and FDL&T Arts & Humanities, FDL&T MDH, additional Faculty Director roles, as determined by Vice-President and Head of Faculty.
||£2,000 - £4,000
Faculty-wide specialist roles with defined objectives for cross-cutting academic leadership which have been agreed with Vice-President and Head of Faculty. Generally smaller in overall size than (2).
Various, as determined by Vice-President and Head of Faculty.
2. Base pay progression:
All post-holders will be paid a base salary on the professorial pay scale which will continue to be reviewed during tenure as part of the professorial pay review process*. During the period of tenure base pay progression will based on an assessment of performance in role, recognising a mix of performance indicators which will vary over time and between individuals. Achievement of core objectives linked to the expectations of the role and the University / Faculty / Departmental aims will be set for each individual and may include, but not be limited to, objectives around:
- Leadership and managerial performance;
- Academic performance; and
- Contributions and values as reflected within the Sheffield Academic and Sheffield Leader statements.
*Exceptionally, staff who are not on the University of Sheffield Professorial pay scale are engaged in a Head of Department or Faculty Director role. Arrangements will be put in place to enable their performance in role to be assessed against objectives for the role within the relevant annual review of base pay progression which applies to their circumstances.
3. Contribution Bonus
Subject to the prevailing rules of any scheme in place, post-holders may also have the opportunity to be considered for a contribution bonus paid as a non-consolidated lump sum. This may, for example, be awarded for the achievement of stretching objectives, or for exceptional one-off achievements. The size of the bonus available will be reviewed from time to time by the Senior Remuneration Committee following recommendations from UEB.
4. Additional Benefits
The Heads reward package also contains the following non-financial elements:
- Shadowing prior to role take-up, access to management development either prior to or during tenure to support the individual in attaining requisite leadership and management skills.
- Early discussions between Vice-President and Head of Faculty and Head before or on commencement to identify discipline or department-specific support for the Head during tenure.
- Heads and Faculty Directors are provided with a number of ways in which they are able to help govern and shape the future direction of the University; for example through membership of Faculty Executive Boards; involvement in University-wide strategic working groups and University governance (e.g. Council sub-committees, etc).
- Opportunities for networking both inside and external to the University. Heads and Faculty Directors are also invited to take part in regular UEB/HoDs Forum meetings.
- Following the end of the full term HODs will be eligible to apply for a period of study leave for up to 2 semesters in order to focus on research. This should be discussed and planned in conjunction with the Vice-President and Head of Faculty during the final year of tenure.
|Additional Payments and Superannuation
In determining whether an additional payment is superannuable or not the key test is whether or not the payment can be regarded as:
- an integral part of the reward for the job or
- a temporary addition
On this basis payments for taking on temporary additional responsibilities are unlikely to be superannuable, whilst those made in respect of an activity which will continue into the foreseeable future are likely to be superannuable.
Overtime payments would not usually attract superannuation except in those circumstances where overtime is built into the working week as part of an agreed rota. In these circumstances, as the overtime is a permanent component of the pay, it is treated as superannuable.
|Benefits in Kind
The University of Sheffield Grading Scheme is based on the fundamental principle that all staff, whose job has been judged as being of a size to cause it to be placed in a particular grade, should receive the same level of reward irrespective of the nature or the location of their job within the University. This means that no free benefits in kind should be made available to staff based purely on their work location or the particular activities carried out by the member of staff or their Department.
It is however recognised that there are occasions when members of staff do have to be provided with equipment to enable them to fully carry out the requirements of their role (e.g. mobile phones). In these situations the individual is expected to reimburse the University in respect of any personal benefit they gain from their use.
|On Call and Call Out
On call / call out payments are available to provide mission-critical cover where staff are required to work outside normal working hours in response to calls and emergencies of a regular or critical nature with serious implications for the security of the University's vital infrastructure. A framework exists to regularise these payments. Each implementation must be agreed by the Head of Department and Human Resources and be written into the individual's contract of employment. Payments are reviewed annually in the light of the levels of calls and responses. Managers must ensure compliance with the Working Time Regulations.
Managers may seek further advice from their Faculty HR Team.
Overtime is defined as hours worked over and above the contractual hours detailed in an individual's contract of employment. Payment can be made to staff in Grades 1 to 6 inclusive in respect of any additional hours worked, and previously agreed with the individual member of staff's manager, in excess of the contractual norm. Alternatively an equivalent number of hours to those worked as overtime may be taken as time off in lieu at a later date. The decision about whether pay or time off in lieu will be taken should be a combination of business need and individual preference, taking into account budget considerations and the impact of absence from time in lieu.
To avoid any potential misunderstanding, overtime should be agreed in advance of the hours being worked in addition to confirming whether additional payment will be made or time off in lieu will be taken, in the latter case ideally confirming when the leave will be taken in line with business priorities and individual preferences.
Payment is at normal hourly rate until 40 hours have been worked in a week, subsequent hours beyond 40 hours per week are paid at the normal hourly rate plus a half. In line with the arrangements for payment for 5 in 7 working, payments are made at the rate of time and a half for all overtime hours worked on the 6th working day in a week, and at double time for the hours worked on the 7th working day in any week.
Unless there is a specific contractual requirement built into the contract, overtime is voluntary (i.e. ad hoc, with no obligation on the part of the University of offer overtime and no obligation on the part of the individual to accept it and subject to the agreement of both the individual and the line manager). It is expected that where the need for overtime arises, this will be dealt with fairly and transparently at a local level.
If the overtime offered by the University and accepted by the individual becomes regular (i.e. which extends beyond 12 continuous weeks) but is not a contractual commitment (i.e. non-guaranteed), overtime pay will be taken into account in the calculation of holiday pay.
Overtime and holiday pay
For staff on Grades 1 to 6, where overtime has been consistently worked in the same work area during the 12-week period immediately preceding the date on which the staff member’s holiday begins, overtime earnings should be included in the holiday pay calculation. This means that, the pay staff would 'normally receive' if they were in work should be included in the calculation of their holiday pay. This is due to the fact that the overtime payment made to them by the
University has been made for a sufficient period of time to become part of their normal remuneration. Where a member of staff undertakes overtime in a number of work areas at their own instigation this may not be considered as an expected part of their normal remuneration. If you have any doubt about whether overtime is considered part of normal remuneration, then you should speak to your Faculty HR Team.
Payment for overtime during holiday should be made by submitting an overtime claim in the usual way, authorised by the Head of Department, either via the CATS system or on a 'certified claim for overtime worked form' which is available from myPay - University Staff.
Grades 7 to 9
Overtime is not available for staff on these grades who are contracted to have a nominal 35 hour week (or pro rata of 35 hours per week) and are expected to work flexibly around this to meet the needs of the role. Formal time off in lieu is classed as overtime and so is not permitted. Heads of Department are encouraged to support their staff to self-manage their time flexibly in such a way that they do not work unreasonable or excessive hours, take the necessary breaks, and maintain a good balance between work and home activities.
|Payment for Additional Responsibilities (Including Special Responsibility Allowances)
Special Responsibility Allowances
Circumstances arise when it is appropriate to reward an individual for undertaking the responsibilities of a higher graded job for a period of time. This is usually because of absence of the usual post holder (long term sickness, temporary cover during recruitment processes, secondment etc), or because the post is only available for a limited period of time. If you need further clarification about the use of SRAs please contact your HR team.
Payment reflects the difference in grade and salary between the individual's substantive post and the post that is being acted up to, and the proportion of the higher grade duties that are being assumed.
The payment is based on the difference between the individual's current salary and the bottom point of the higher grade, or three incremental points whichever is the greater. Once the base payment has been established this should be multiplied by the proportion of the duties being carried out, to arrive at the additional sum to be paid. This will be determined precisely by the Head of Department in conjunction with Human Resources.
It should not be automatically assumed that payment will, or should be made in the circumstances described above.
Payment is not made where:
- the role of "Deputy" is included in the standard job description/summary (although this may need to be reviewed if the situation lasted for an inordinate length of time)
- the time scale is limited to less than 1 month for staff on Grades 1 to 6, or 3 months for staff on Grades 7 to 9
- the additional responsibilities are regarded as a development opportunity and/or a natural growth of the job
- the duties taken over are consistent with the current grade of the member of staff who is providing cover e.g. a lecturer taking over the teaching responsibilities of a senior lecturer
Payment for Additional Roles
There are a small number of roles in the University that are performed by individual members of staff in addition to the role on which their assimilation to the new grading structure is based.
Because of the distinction between the additional role and the main post, and the temporary nature of the appointments, some of these additional roles are rewarded separately rather than through their grade salary.
The roles which the University clearly want undertaking and which are not central to the main role are usually undertaken by academics for a limited number of years. These include such roles as Directors of Learning & Teaching and Research.
Payment is made for these roles and will be subject to periodic review.
With regard to academic staff who take on additional roles, it is important that payments are not made for roles which properly fall into their contractual requirement to perform administrative duties. These include such roles as departmental admissions officer, departmental examinations officer etc.
Historically, individuals have from time to time received "one off" payments in recognition of a particular job "well done". In the past the criteria for making these awards has not been consistent across the whole University, and any such reward is now considered through Rewarding Contribution.
A number of premium rates apply to staff in Grades 1 to 6:
- x 1.3 for work between 10.00 pm and 6.00 am (except where shift allowance is being paid)
- x 1.5 for all hours worked on the 6th worked day of the week
- x 2 for all hours worked on the 7th worked day of the week
- x 2 for all hours worked on University Closure Days
- x 2 for all hours worked on Bank Holidays (plus time-worked off in lieu)
Shift allowances are paid to staff working alternating and rotating shifts.
The University may contribute to the costs of relocation incurred to take up a post at the University.
Further details can be found at: Guidance on reimbursement of costs of location
Confirmation of the amount of any contribution to relocation costs will be provided by Human Resources with the letter of offer. Once in receipt of the offer letter new employees should contact the Expenses Team in Finance for advice on meeting the requirements set out in this document.
Shift allowances are defined as 18% (for rotating shifts) and 11% (for alternating shifts) of Grade 2 point 1.
Shift allowances are subject to national pay awards which take effect annually on the 1st August.
|Unsocial Hours Payments (Grades 1-6 Only)
Shift Allowances are paid to staff in grades up to and including Grade 6 whose working hours change according to a pre-arranged rota to cover the full 24 hours of the day or a lesser period of at least 11 hours in 24. The former are known as rotating shifts and the latter as alternating shifts.
Shift allowances are calculated as a percentage of the hourly rate of Grade 2, point 1; 18% for rotating shifts, and 11% for alternating shifts.
5 in 7 Working
All staff in Grades 1 to 6 have agreed hours and rostered days of work. All hours within the standard working week that are worked in the first five days of the week are paid at plain time irrespective of the particular days on which these fall (for most full-time staff this is Monday to Friday). Hours worked on the sixth day are paid at time plus a half and hours worked on the seventh day are paid at double time.
N.B. This does not affect the procedure for varying an individual's working pattern, which should be done with the agreement of the individual concerned and with the involvement of the Trade Union as appropriate.
Working on Bank Holidays and University closure days
Staff in grades up to and including Grade 6 receive double time plus time off in lieu for all agreed hours worked on Bank Holidays, and either double time or time off in lieu for all hours worked on University closure days.
Payment at the rate of time x1.3 is paid to all staff on grades 1 to 6 inclusive in respect of all agreed hours worked between 10.00 pm and 6.00 am. These payments do not apply to staff in receipt of a shift allowance (see above) or if the hours in question are already attracting a higher premium.