MAXIMISING ACADEMIC PERFORMANCE & CAREER DEVELOPMENT
INTRODUCTION OF PERFORMANCE BASED ZONED PAY STRUCTURE PROFESSORIAL & SENIOR ADMINISTRATIVE GRADES
1. Background Context
The University has for some time been in the process of introducing a zone based
pay and reward structure for the professorial and senior administrative groups. This
is an outstanding aspect of the modernisation of pay and terms and conditions of
employment initiated in 2006 for staff on the University’s substantive pay and grading
structure.
Managing performance and reward is a continual and ongoing process, subject to
regular review, and assumes the realisation of expectations and targets for these
groups (excluding clinical professors, who are subject to NHS processes conducted
in conjunction with the University) in some cases achievable over a period of years.
The University has to remain competitive in an increasingly global HE market and
adverse funding environment whilst retaining its ability to recognise achievement and
reward excellent and sustained performance. It is therefore essential that effective
performance management along with pay and reward for senior staff are aligned with
University strategic objectives and KPIs, specifically :







Attracting and retaining high quality staff
Aligning University strategic imperatives with personal objective setting
and associated PDPs through PDR processes.
Developing personal development processes linked to performance
review
Applying equitable and fair pay and performance systems
Rewarding excellence
Building and enhancing leadership capacity and capability
Providing a clear career structure
Assisting future succession planning1
Following discussion with the Principal’s Advisory Group2 on 4 October, 22
November and 6 December 2010, the University is committed to the introduction of a
zone based reward structure for senior staff.
2. Recent Developments
Maximising performance and career development of non-clinical professorial and
senior administrative staff was identified as area for action by SMG in October 2009,
resulted in the Managing Academic Performance & Career Development (MAPCD)
work stream which includes four distinct phases as outlined below :

To ensure the effective performance management and reward and recognition
of Professorial and Senior Administrative Staff (grade 10).
To facilitate the effective grading and reward of Professorial and Senior
Administrative staff across the University.
1
Derived from University’s Strategic Plan: Glasgow 2020 – A Global Vision, and compliance with equal pay
legislation.
2
PAG Membership: Principal, Senior Vice Principal, Secretary of Court, Vice Principal – Strategy & Resources, Vice
Principal- Research & Enterprise, Vice Principal – Learning & Teaching, Heads of College, Director of Finance.
PAG is a subgroup of the Senior Management Group.
1


To review and revise academic promotion criteria to include evidence-based
quantitative and qualitative assessment measures for all other Research &
Teaching.
To review academic probation in order to develop a holistic early career
development path to support ‘new’ academics.
Over the past year, a Professorial Working Group (PWG) (see Appendix 1 for
Membership) chaired by the Senior Vice Principal has led the introduction of a
revised and informed performance and development review process, phase one of
the MAPCD project. This resulted in the development of College specific professorial
performance guidelines for setting objectives at an individual level for professorial
staff and linked to the delivery of the University’s Strategic Plan. The second phase
of the work of this group has focussed on zoning for professorial and senior
administrative staff to complete the modernisation process.
3. Zoned Pay Structure & Assimilation Proposals
3.1 Describing the zones
The University initially created a set of four broadly defined zone descriptors which a
College specific group of professors (PWG), representing each of the four Colleges,
developed into a set of College specific zone descriptors for Arts, Science &
Engineering, Social Sciences & MVLS. Much care has been taken with these
descriptors to ensure that consistent and robust standards are applied within and
across colleges in the recruitment, retention and assimilation of professorial staff.
The zone descriptors will provide an efficient and effective framework for matching
individual professorial posts into the appropriate zone within the pay and reward
structure. In addition, these descriptors outline the expectations around career and
development progression, and will also be available to support effective performance
and development review discussions.
3.2. Assimilation process
There are currently 362 professorial staff and 42 staff on the senior administrative
grade, all remunerated within a broad salary range beginning at the top of the
University’s substantive pay and grading structure.
A job evaluation exercise was completed for a random group of professorial posts
across the previous faculty structure which confirmed the ’professorial’ role to
represent the largest job in terms of job size within the academic career structure in
the University (level 10).
The assimilation processes to be adopted, for both the professorial and the senior
administrative groups of staff, for matching or slotting posts into the applicable zone
have been developed following discussion and overall agreement with members of
these groups.
The Professorial Working Group has developed a Professorial Zoning Proforma to
enable each member of professorial staff to submit brief up-to-date information in an
agreed and readily accessible format.
The Hay Group will be engaged to apply their job evaluation methodology to assist
the assimilation process of those employed in unique posts on the senior
administrative grade (level 10). This will enable the assimilation of these roles into
the zone structure, largely, on the basis of job size.
2
The agreed assimilation process will require both University and external level
moderation, and an appeal mechanism will be made available.
The underpinning assimilation methodology put in place for the purposes of
University Restructuring, including the application of conservation arrangements, will
apply for both groups of senior staff. In the event that a member of staff is placed
within a zone at a salary level lower than their current salary (red circled), salary
protection will be applied for a period of two years following assimilation, following
which the commensurate salary will be reduced to, at least the top of the lower
applicable zone, informed by the performance review process and associated
outputs appropriate to that zone. Where a member of staff is placed within a zone at
a salary level higher than their current salary (green circled), the salary will be
amended, to at least the bottom of the higher applicable zone, informed by the
performance review process and associated outputs appropriate to that zone.
Professors will normally be placed into the appropriate zone on the basis of best-fit
with the criteria outlined across the range of academic activity in the relevant College
zone descriptor and ultimately to the zone to which there is an overall preponderance
of conformance The four zone pay structure with overlapping salary boundaries
across each zone is outlined below for illustrative purposes:-
ZONE
SALARY LEVEL (£000)
1
2
3
4
57 – 68
65 – 87
84 – 108
>105
The minimum/maximum salary boundaries applicable to each zone may be adjusted
on an annual basis to reflect cost of living trends but will not be limited by such. (i.e.
these boundaries may or may not be amended each year in accordance with RPI)..
3.3 Recognition and Reward
Those employed on professorial and senior administrative grades have until now,
received an annual cost of living increase and the opportunity to submit to the senior
salaries review process each year. With effect from academic session 2009-10,
performance and development review (P&DR) and reward and recognition (R&R)
processes for these groups have been streamlined with one informing the other. i.e.
there is no requirement for any additional reward and recognition submission from
reviewees as P&DR inputs will be used.

2009/10.
The professoriate and senior administrative group will receive a cost of living pay
award for 09/10, to be paid in February 2011 salary payment. All staff within these
groups will ultimately be graded on their performance, A, B, C or D.3 It is
recommended that those awarded A or B are rewarded with a non-consolidated pay
award e.g. £5k and £3k respectively for last year. This is consistent with University
practice in previous years. A “C” rating will result in a cost of living award alone.
3
A: Quality and quantity of work are outstanding
B; Excellent performance significantly above the normal expectations of the post
C: Satisfactory performance
D: Unsatisfactory performance
3

2010/11 onwards
There has been a full and frank discussion in relation to the potential retention or
removal of the annual cost of living award as a ‘defacto’ automatic entitlement
beyond this academic year.
It has been agreed that the annual cost of living award will be retained as a ‘defacto’
automatic entitlement as a consolidated sum for those judged to be performing
satisfactorily or above, following the introduction of the zone based pay and reward
structure for senior staff beyond academic session 2010-11.
Such thinking
recognises the need to avoid senior salaries falling behind other Russell Group
Universities and others in the HE sector over time. No cost of living award will be
made to those staff judged to be performing at an unsatisfactory level (grade D).
The P&DR Summary Review Form will form the basis of professorial and senior staff
salary reviews in the future. These will be mandatory submissions of the relevant
documentation associated with Professorial and Senior Administrative Staff
Recognition and Reward schemes and may result in a merit award.
Any additional reward merited on the basis of exceptional performance for academic
session 2010-11 and beyond will be the subject of further discussion and debate with
PAG, SMG, the professoriate and other senior staff. It has been proposed that for
outstanding achievement in any one year, merit awards will be payable on a nonconsolidated basis. Similarly, where rewards are merited more than one or two years
in succession, the level of award applied may be consolidated. A number of options
are being considered and are outlined below for information only. These will be
further developed with a view to a proposal being presented for consideration by
SMG at a later date i.e. May 2011 for future agreement and implementation beyond
the professorial zoning exercise:- .

Where an award is made two years in succession, the average sum awarded
over the two years will be applied as a consolidated sum to the salary in the
second year.

Where an award is made in two out of any rolling three year period, the
average sum awarded over the three years will be applied as a consolidated
sum to the salary in the third year.

Any other variation on or alternative acceptable to SMG based around the
themes outlined above.
4. CURRENT ZONE PROFILE
4.1. Professorial staff
The diagrams below illustrate the current zone distribution of professorial staff within
the University and College staff based upon current salary. These should be
considered as illustrative and it is anticipated that the zone distribution profile overall
is unlikely to alter dramatically on assimilation. It is however, expected that the
professorial profiles within each zone will alter to reflect outputs and performance in
accordance with each zone descriptor. Currently 88% of the professoriate lie within
zones 1 and 2 based on salary and the distribution is broadly similar across the
Colleges; Arts, 91%; MVLS 85%, Science & Engineering 93% and Social Sciences,
86%.
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University of Glasgow: Distribution of professors across zones based on
current salaries (excluding clinical professors)
University of Glasgow
60
51
% of Professor
50
37
40
30
20
9
10
3
0
Zone 1 (n=185)
Zone 2 (n=133)
Zone 3 (n=33)
Zone 4 (n=11)
College of Arts: Distribution of professors across zones based on current
salaries
Arts
60
51
50
% of Professors
40
40
30
20
8
10
2
0
Zone 1
Zone 2
Zone 3
Zone 4
5
College of MVLS: Distribution of professors across zones based on current salaries
(excluding clinical professors)
MVLS
60
53
% of Professor
50
40
33
30
20
8
10
6
0
Zone 1
Zone 2
Zone 3
Zone 4
College of Science & Engineering: Distribution of professors across zones based on
current salaries
Science & Engineering
60
53
% of Professor
50
39
40
30
20
7
10
1
0
Zone 1
Zone 2
Zone 3
Zone 4
6
College of Social Sciences: Distribution of professors across zones based on current
salaries
Social Sciences
50
47
45
38
40
% of Professor
35
30
25
20
13
15
10
5
2
0
Zone 1
Zone 2
Zone 3
Zone 4
University of Glasgow: Distribution of professors across zones by gender
based on current salaries (excluding clinical professors)
The distribution of professors across zones by gender would initially appear to
indicate a similar distribution of male and female professorial staff across zones
based on current salary as illustrated below:-
% of Male & Female
38
40
35
31
% of Professor
30
25
20
15
13
8
10
6
5
2
1
1
0
F
M
Zone 1
F
M
Zone 2
F
M
Zone 3
F
M
Zone 4
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The graph below however (distribution of female professors across zones based on
current salaries), highlights a higher proportion of female staff in zone 1, in
comparison to the higher proportion of male staff in zones 2-4, evident in the graph
above. Female professors represent 20.6% of the total population of professors
within the University. Within that group, 93% are represented in zones 1 and 2. (cf
87% of male professors). The professorial zoning exercise provides the opportunity
for the University to understand and address as appropriate issues such as the lower
proportion of female professorial staff in comparison to that of their male
counterparts and the high proportion of female professors based on current salaries
within zone 1 compared to zones 2-4.
% of Total Female
70
64
% of Professor
60
50
40
28
30
20
10
5
3
0
F
F
F
F
Zone 1
Zone 2
Zone 3
Zone 4
4.2. Senior Administrative Staff
Currently 91% of the senior administrative staff group lie within zones 1 and 2 based
on salary. The zone distribution profile for this group, like that of professorial staff, is
unlikely to alter dramatically on assimilation. It is however, expected that job size will
primarily influence placement into the appropriate zone for this group. Current
market pay related data suggests that there are few functions that would justify the
application of any form of market supplement, as a separate payment to the salary
level applicable to the post, given the recent and ongoing economic climate.
Accounting and Finance type functions are likely to be exceptions to this rule outwith
the SMG, for the foreseeable future.
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Senior Administrative Staff
35
31
30
24
% of Staff
25
19
20
17
15
10
7
5
2
0
F
M
Zone1
F
M
Zone 2
F
M
Zone 3
5. ZONE PLACEMENT & MOVEMENT
Following initial placement into the zone structure during academic session 2010-11,
thereafter professorial staff will be considered for placement into the next zone
subject to satisfying the criteria identified for the zone descriptor applicable to the
next level.
Professorial staff may make an application for placement into the next zone at a
higher level, it will not occur automatically.
Heads of Schools/Research
Institutes/Colleges will, as part of the annual P&DR discussion, take the opportunity
to discuss with each professor their career trajectory and potential future
development. Professorial staff may apply for placement into the next zone, subject
to providing specific evidence demonstrating that their level of performance and
associated outputs are deemed to appropriately match the professorial performance
guidelines and zone descriptor of a higher zone and therefore, potential placement
into the next zone may be justified.
It is proposed that any such applications will be considered at College level (Board of
Review) and where a prima facie case would be established as satisfying the
professorial performance guidelines and zone descriptor of the next zone up, such
cases will proceed for consideration to the Principals’ Board of Review.
The proposed methodology around progression between zones 2 and 3 and zones 3
and 4 will require that such be specifically supported by an external reference
process covering the granularity aspects of any specific subject discipline, similar to
that associated with promotion to the role of Professor.
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6. FUTURE RECRUITMENT / RETENTION WITHIN ZONE STRUCTURE
6.1 Recruitment into Zones
It is anticipated that professorial staff will be recruited into the relevant zone (1-4) at
an appropriate level normally on the basis of best-fit with the criteria outlined across
the range of academic activity in the relevant College zone descriptor and ultimately
to the zone to which there is an overall preponderance of conformance There has
been consideration given as to whether or not this would restrict the University’s
ability to recruit highly performing staff. It was also suggested that the University
should largely recruit externally at zones 3 and 4, and there was concern that our
zones may not be flexible enough to compete internationally for staff at these levels.
Statistical analysis of external recruitment trends for the academic sessions between
2007-10, demonstrate that the University appointed professors mainly in salary
zones 1 and 2. Thus concerns around the implementation of the zone structure and
the University’s potential inability and flexibility to recruit professorial staff of the
required calibre with an appropriate reward package appear unfounded. It is
anticipated that the zone based pay structure provides flexibility and will enable the
University to attract and recruit high calibre professorial staff, with academic profiles
fitting of zone descriptors 3 and 4, with a commensurate reward package. These are
the leaders that the University aspires to recruit in order to address the gap in
performance of the University in RAE2008, and support the achievement of our
strategic research goals.
As previously indicated, annually UCEA salary survey data demonstrates that the
University of Glasgow lies within the upper quartile in relation to professorial and
senior salary levels in comparison to other Russell Group Universities. There is
anecdotal evidence to suggest that Glasgow is extremely competitive in terms of
professorial salary levels and may even rank within the upper decile. We are
currently co-ordinating and participating in a wider senior salary analysis exercise
and related survey in conjunction with the Hay Group and a number of other Russell
Group Universities, who have already moved to a zone reward structure, to address
the question of the extent to which we are competitive in relation to peer institutions.
Further information will be available in due course.
6.2 Retention across Zones
The University’s Academic Promotion Procedure provides flexibility in the continual
development and promotion of professorial staff. It also provides for a fast tracked
process to be followed in interests of retention outwith the annual promotion
mechanism. After the introduction of the zone structure, this practice will continue to
enable professorial staff, where there is demonstrable evidence and a compelling
retention case, to be placed within a higher zone, subject to the case matching the
applicable zone descriptor on the basis of best-fit with the criteria outlined across the
range of academic activity in the relevant College zone descriptor and ultimately to
the zone to which there is an overall preponderance of conformance
6.3 Market Supplements
There will be occasions in which the University’s total reward package determined by
the zone based pay structure may not be match reward packages offered for
comparable posts in the wider academic labour market, which can on occasion, lead
to recruitment and retention difficulties. In such circumstances, where there is a clear
business need supported by objective market data, the University will consider and
apply as appropriate a market supplement payment, in addition to the normal reward
package for such a post in accordance with the University’s Market Supplement
Policy.
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Consequently, the zone based pay structure will provide flexibility and enable the
University to attract appropriate calibre professorial staff on academic profiles
consistent with zone descriptors 1 and 2, but with a commensurate reward package.
Where justified by the market, the University will be able to supplement the salary
level applicable at Zone 1 or 2 with an appropriate sum to attract and retain senior
staff at this level, subject to review at regular intervals i.e. 3 years.
Salary levels are subject to market fluctuations and the market supplement policy
was developed to provide a fair and just form of supplement that would be regularly
reviewed as markets changed and action taken as appropriate. There will be rare
occasions where the salary level sought by a potential recruit, in which the
professorial profile is consistent with appointment at Zone 1 or 2 level and market
based pay information does not support payment of a market supplement. In such
circumstances, the case will be judged on its merits on whether or not there is
sufficient evidence of a rapid upward career trajectory. The University may elect to
proceed with such an appointment or otherwise.
It may be appropriate for example, that senior staff within Law and
Accounting/Finance, both in academic and senior administrative roles, attract market
supplements in addition to the basic salary level applicable to their professorial or job
size profile as market forces justify such. They too, would be subject to regular
review. It is noteworthy however that supplements within these disciplines have
been justified for at least the last 20 years and show little or no sign of regressing in
the future based on market rates.
Following discussion at Principal’s Advisory Group on 6 December 2010, it was
agreed that any market supplement deemed appropriate in accordance with the
University’s Market Supplement Policy will be payable and formally recorded as an
open-ended additional allowance and therefore superannuable. This recognises that
at professorial levels, market pay changes are slow and may be required for many
years.
It unlikely that the University of Glasgow will require to apply any form of market
supplement in seeking to recruit professorial staff with professorial profiles
appropriate to Zone 3 and 4 descriptors as salary levels/reward packages are
available and commensurate with academic performance at these levels.
7. COMMUNICATION/CONSULTATION
A series of internal briefings took place with the professorial group during academic
session 2008-09 which elicited discussion and debate in relation to these proposals.
All professorial staff were invited to attend, approximately 25% of the professoriate
attended and participated fully. Briefings were informed by similar professorial
review arrangements in place at other Russell Group Universities e.g. Bristol,
Sheffield, Southampton, Queen’s Belfast and outlined the University’s intention to
introduce a ‘zone’ structure covering the range of professorial roles.
The concept of a zone structure was generally well received. Feedback from this
earlier consultation exercise has been reflected in recent project developments in
streamlining the annual performance and development review and the annual senior
salary review exercise into a single effective performance management process for
this group of staff which recognises achievement and rewards excellent and
sustained performance.
A further round of internal information briefings will be carried out on a College basis
to update the professoriate on the latest developments around the implementation of
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this project. This would include information and advice around the proposed
timetable and assimilation methodology for the introduction of the zone based
structure as well as providing the opportunity for questions to be raised on the
documentation to be submitted. This is scheduled to take place during February and
March 2011.
The consultation process for those employed on the senior administrative grade has
been less extensive to date. A proposed assimilation process, incorporating a job
evaluation exercise was drafted, upon which University Services Management Group
was consulted and commented at its meeting on 30 September 2010. Some minor
changes have subsequently been made to the proposed assimilation process.
Consultation will take place with the wider senior administrative staff group in relation
to these proposals and their subsequent implementation within a similar timescale to
that planned for professorial staff.
8. PILOT EXERCISE
A pilot exercise will be conducted to confirm that the process outlined above is
effective and to confirm the utility, breadth and appropriateness of the zone
descriptors for assimilating the professorial and senior administrative staff within the
new pay and reward structure, and may be subject to amendment thereafter.. This
will involve approximately 15% (circa. 60) of the professorial population including a
proportionally representative, stratified random sample of professorial staff from
across each of the Colleges and the proposed zones. Every effort will be made to
ensure this is conducted on a voluntary basis with the assistance of the Professorial
Working Group where required. The outcomes of the pilot exercise will be reviewed
by the Professorial Working Group and the SMG, and will include feedback from the
participants.
9. PROPOSED TIMETABLE
ACADEMIC
2010-11
SESSION IMPLEMENTATION OF
REWARD STRUCTURE
October – January 2010
January – April 2011
Mid May
By 30 June
July – September
October
By 31 October
ZONE
BASED
PAY
&
Consideration of Prof. and Senior Admin. Reward &
Recognition 2009-10. Final drafting of zone descriptors
by College specific Professorial Working Groups.
Approval to proceed by SMG
Conduct Pilot and undertake Professorial Information
Briefing sessions
Request submissions of CV based documentation
Professorial
Staff
Zoning
Proforma
/Senior
Administrative Group Job Description submissions
Approval of Senior Administrative Group Job
Descriptions and Hay Job Evaluation/College
Assimilation Panel Meetings
Principal’s Board of Review
Staff notification of outcomes and information on
process with respect to any potential salary adjustments
(subject to ratification by Remuneration Committee).
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