Policy on equal pay and occupational segregation

Transcription

1 Policy on equal pay and occupational segregation The University s commitment to equal pay The University of Stirling was established on the principle of equal opportunity articulated in its founding instrument, the University Charter. This underpins our main purpose and objectives. The University believes that staff should receive equal pay for work of equal value, for the same or broadly similar work and for work rated as equivalent irrespective of gender or any other protected characteristic contained in the Equality Act The University s approach to equal pay We aim to eliminate any bias in our pay systems, not only to protect the UK and European legal rights of our employees but also to increase their confidence that the work men and women undertake is equally valued. It is in the interest of the University to have fair and just pay systems to attract the best staff from domestic and international arenas and to send a positive message to our students, customers and other stakeholders. We recognise that in order to achieve equal pay for employees doing equal work we should operate a pay system which is transparent, based on objective criteria, free from bias and which does not discriminate unfairly between those on different contractual arrangements. Whilst it makes good business sense to have a fair and transparent reward system that will help us to control costs and follow good practice in workforce planning, we are also aware that avoiding unfair discrimination will improve morale and support motivated individuals committed to excellence. To this end we have instigated a job evaluation scheme to assess, systematically, the relative contributions of existing roles within the institution and to provide fair and equitable grading structures. Additionally steps have been taken to harmonise terms and conditions across roles and to remove or reduce non-transparent aspects of the reward system. Evaluation processes for new roles and for the re-grading of existing roles have also been set in place. During the implementation of these processes we worked closely with the recognised campus unions and within the spirit of national agreements. The university has developed an equality impact assessment process which enables relevant policies, procedures, practices and decisions to be reviewed to identify any discriminatory impact and required actions across all characteristics.

2 Current Position Gender Pay Gap The University of Stirling currently has a gender pay gap, based upon median salaries at August 2013, of 23.31%. The causes of this gap and the actions required to improve this will be considered as part of the equal pay review being completed in winter 2012/2013. The median gender pay gap calculated as part of the 2008 equal pay audit was 31.91%. Occupational Segregation Occupational segregation is understood as the concentration of men and women: in different kinds of jobs ( horizontal segregation) or in different grades ( vertical segregation) Horizontal Segregation 45% of all academic staff in the university are female. 68% of all support roles are held by female staff. 54% of all roles in academic schools are held by female staff. 66% of roles in university Services are held by female staff Vertical Segregation Grade range 1-5 has a higher proportion of female staff (73%) compared to grade range 6-10 (52%). Within academic staff, 74% of all professors are male. Within this group there is a smaller degree of occupational segregation for the most senior non-academic roles with 44% of Grade 10 non-academic roles being filled by female employees There are relatively few non-academic staff in Grade 10 (16 employees) which makes this segregation appear more significant than perhaps it is there are 7 female and 9 male staff in this group. However, this is 44% compared with 68% across all nonacademic roles. The university will consider occupation segregation further as part of its equal pay audit in winter Detailed matrices of information on both horizontal and vertical segregation are attached at appendix 2 The University s equal pay objectives The University s objectives are to: Eliminate any unfair, unjust or unlawful practices that impact on pay. Take appropriate action to address any unwarranted discrepancies in pay that are discovered. In order to put its commitment to providing equal pay into practice, the University will: Conduct an equal pay review every 3 years, covering all staff and develop an action plan; Consistently monitor and review existing and future pay practices; Ensure that existing and future pay practices are fair and transparent; Plan and implement any changes to pay related processes, practices and systems. Where appropriate the University will consult on these with recognised campus unions and staff representative groups; Provide equality and diversity training and guidance for those staff directly involved in decisions about recruitment and section, pay and benefits, job evaluation and re-grading; Inform employees how their pay is determined; Deal with grievances on equal pay as a priority.

3 Progressing equal pay In its previous equal pay audit (2008) the university identified a number of factors which may contribute towards the gender pay gap. Progress has been made against each of these factors (attached at appendix 1) and these will be further reviewed as part of the equal pay review being completed in winter 2012/2013. Review of equal pay The University recognises the need to continue to review the gender pay gap on a regular basis. The University will continue to identify any unfair, unjust or unlawful practices that impact on pay and take appropriate remedial action. All policies and procedures will continue to be subject to equality impact assessment as they are reviewed. Equal pay actions to In winter 2012/2013 the university will complete an equal pay audit incorporating the following: o Analysis of causes of occupational segregation (both vertical and horizontal) o Analysis of causes of equality characteristic based pay gaps. o An action plan to resolve any issues identified The University will endeavour to reduce the gender pay gap. The Director of HR&OD will provide an annual report of progress against equal pay objectives to the relevant University bodies. The University will endeavour to further improve the capture of data on relevant equality characteristics throughout its business processes. Responsibilities The Director of Human Resources & Organisation Development is responsible for ensuring that the university s employment policies and practices comply with equal pay legislation The university is committed to setting aside the resources necessary to achieve equal pay.

4 Appendix 1 Progressing Equal Pay Starting Salaries 1. Review staff training on equality and diversity in recruitment and selection: On-line Equality and Diversity training was introduced in February members of staff have now completed this. 2. Review policy practice regarding the necessity of panels having trained members: The University has introduced an on-line Recruitment and Selection training module which is mandatory for all staff involved in recruitment & selection. The chair of selection panels is responsible for ensuring all members of the panel have completed this training and HR now regularly sample selection panel composition to confirm this. 3. Review paperwork to capture reasons for higher starting salaries: The recruitment process has now been revised to include guidance on the appropriateness of minimum qualifications and on starting salaries. All starting salaries above minimum spine point for the grade now have to be reviewed by an HR Partner to confirm these arrangements are appropriate and necessary. 4. Review why some employees were appointed into contribution ranges of grades. The University, through training and through recruitment paperwork, makes it clear that this is not normally appropriate. There have 7 cases since 2009 where this has occurred all of these cases were reviewed with the Director of HR & OD prior to appointment who agreed these arrangements were appropriate and necessary Recruitment 5. Review variances in local recruitment and selection practice: The implementation of the Talentlink erecruitment system is believed to have improved the consistency of recruitment and selection practice. 6. Review appropriateness of advertised minimum qualifications, experience etc.: The recruitment process has been revised to include guidance on the appropriateness of minimum qualifications and on starting salaries. Part Time Staff 7. Investigate causes of low numbers of male part time staff and options for increasing numbers of male part time staff: Discussions were held with managers on measures to encourage male part time workers and a recommendation was made to add a general statement to encourage part time and flexible working to the further particulars for all adverts. 8. Investigate opportunities for increasing the proportion of higher paid staff working part time: Opportunities to increase the proportion of higher paid staff working part time was reviewed. The proportion of Grade 6-10 staff working part time has not increased this has remained at 13%. Further consideration should be given to approaches to improve this. 9. Investigate dominance of male employees in roles requiring shift allowance. Advertising, selection practice, required experience etc. were reviewed.

5 Monitoring 10. Carry out qualitative analysis to look at why few female members of academic staff become Heads of Department or Deputy Principals: A series of focus groups to gather feedback on staff experience of development and progression have been held and a report will be available by Christmas Review Academic Promotions and identify why female employees are less likely to apply. Use surveys, interview or other qualitative techniques to investigate this: Response to 10 & 11: Work has been carried out on the Academic Advancement and Promotions process to make it more transparent and objective the process will be reviewed again in 2013 an equality impact assessment will be carried out as part of this process. The University has signed up to Athena Swan with aim of recognising and celebrating good employment practice for women working in science, engineering and technology (SET) in higher education and research. 12. Schedule regular equal pay reviews: The second Equal Pay review will be completed in winter Consider formalising grading consistency checking process: A formal Grading Review Panel meets once a month or by circulation. Roles are identified to be consistency checked. 14. Consider sampling grading decisions for consistency over a longer period of time: New roles are compared and matched to existing roles ensuring consistency is applied across grades 15. Analyse applications and outcomes of contribution pay processes: This process has been on hold, and will be reviewed in early An EIA will be completed.

6 Appendix 2: Occupational Segregation Occupational segregation is understood as the concentration of men and women: in different kinds of jobs ( horizontal segregation) or in different grades ( vertical segregation) The matrices below provide information on both horizontal and vertical segregation. Data provided is organised as follows: I. Academic Schools (those organisational units carry out Academic activity including teaching and Research) Vs. University Services (those central organisational units, reporting to the University Secretary, that support the Academic Schools) II. By Academic Staff (those employees in roles, based in University Schools, that directly deliver research and/or teaching) Vs. Support Staff (those employees in roles that support the business of the University. These may be based in University Schools or in University Service Organisational Units). Academic Schools vs. University Services Academic Schools University Services Grand Total Academic Schools University Services Female Male Female Male Female Male Female Male GRADE GRADE1 0.00% 0.00% 50.00% 50.00% GRADE GRADE % 0.00% 91.41% 8.59% GRADE GRADE % 13.04% 78.13% 21.88% GRADE GRADE % 15.52% 49.00% 51.00% GRADE GRADE % 15.91% 60.87% 39.13% GRADE GRADE % 27.40% 59.26% 40.74% GRADE GRADE % 45.05% 65.63% 34.38% GRADE GRADE % 50.95% 65.22% 34.78% GRADE GRADE % 58.67% 44.44% 55.56% GRADE GRADE % 74.44% 43.75% 56.25% OFFSCALE OFFSCALE 20.00% 80.00% 0.00% 0.00% Grand Total Grand Total 53.66% 46.34% 66.11% 33.89% 6

7 Academic Staff vs. Support Staff Academic Staff Support Staff Grand Total Academic Staff Support Staff Female Male Female Male Female Male Female Male GRADE GRADE1 0.00% 0.00% 50.00% 50.00% GRADE GRADE2 0.00% 0.00% 91.54% 8.46% GRADE GRADE3 0.00% 0.00% 81.82% 18.18% GRADE GRADE4 0.00% 0.00% 62.03% 37.97% GRADE GRADE5 0.00% 0.00% 67.30% 32.70% GRADE GRADE % 31.03% 66.33% 33.67% GRADE GRADE % 43.94% 61.70% 38.30% GRADE GRADE % 50.00% 61.76% 38.24% GRADE GRADE % 60.00% 50.00% 50.00% GRADE GRADE % 74.44% 43.75% 56.25% OFFSCALE OFFSCALE 0.00% % 33.33% 66.67% Grand Total Grand Total 44.78% 55.22% 68.01% 31.99% 7