Salary review

At SLU, all Saco members have salary-setting talks

Published: Friday 27 Aug 2021

Last updated: Friday 27 Aug 2021

Salary revision 2021/22 regarding Saco members 

What do salary-setting talks mean?

Nowadays, all Saco members at SLU (except the doctoral students) have wage-setting talks (LSS). It is the parties common starting point with the support of the central agreement RALS that the model with salary-setting talks shall be applied to all SACO members. It is the employee and manager together who best can assess results and performance based on the content of the work, which is why the salary is best set in a dialogue between them.

SACO's agreements, both centrally and locally, are numberless - agreements in which the parties have not stated the size of the pay settlement or individual pay increases. Therefore, it should not be a situation that the salary-setting manager discusses % or pots in conversations with the employees. You should discuss salary!

If the salary-setting talks end in disagreement, will apply local negotiations. These negotiations are including a review of the dialogue that has been carried out between the manager and employees and the salary level .

The parties (Saco-S and SLU) agrees that in cases where an employee does not want to participate in a salary-setting talk, the head of department/equivalent unilaterally decides the new salary. Failure to respond to the manager's invitation or book the offered opportunity for an interview also counts as if the employee not wanting to participate.

It should also be pointed out that the head of department/equivalent can make a larger adjustment of salaries that are incorrect, but do so "outside the revision".

Doctoral students salary development is governed by the doctoral students' salary-ladder, which is also reviewed and renegotiated at this time of revision. Doctoral students do not have salary-setting talks. Veterinarians doing residential studies are handled as doctoral students.

Salary level

Salary setting shall be used to meet the university's goals, in order to recruit, motivate, develop and retain employees with such skills as are needed in the short and long term.

Salary must be set on a factual basis such as responsibility, the degree of difficulty of the tasks and other requirements associated with the tasks as well as the employee's skills and results in relation to the organisations goals.

The parties agree that salary and salary level should be discussed. Increases in % and "pots" etc. do not belong in the discussions here.

The salary should be individual and differentiated.

For the process to work, a regular dialogue between manager and employees is required.

The parties also agree that the university's financial situation should be taken into account in the work with the salary revisions. Each faculty and department / equivalent must therefore, in the assessment of new salaries, be based on its financial conditions, current salary picture and salary structure.

Salary-setting talks this year

The auditing model Salary-based discussion is based on the manager and employees having two conversations.

Call 1 is a discussion about performance, assessment and current salary situation.

Call 2 is a follow-up call where the manager presents his proposal for a new salary.

If the manager and employee agree, the salary is determined in that conversation, in connection with both signing the form Agreement on new salary. If the employee wants some time to think, he or she can submit the form within, for example, one week.

In some cases, it may be relevant to have a call 3 to agree on a new salary.

Saco members have the opportunity to disagree. The question of a new salary is then postponed to a negotiation between Saco-S at SLU and the HR department. In this negotiation, it is examined that the valuation took place in a correct and factual manner and that there were no other formal errors.

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The content of the conversations and the necessary preparations

Both the salary-setting talks and the salary talks must constitute a dialogue about the employee's work performance, achieved goals and the current salary situation. The purpose of the talks is for the employee to understand on what grounds the salary is set and what he can do to influence his own salary development. In order for the conversation to be good, it is required that both the employee and the manager have prepared by thinking through how the employee has performed in relation to the activities goals during the past year. The document Criteria for evaluating performance is available to support both during the preparation and during the talk.

The evaluation criteria are intended as a basis for discussion. Depending on the tasks and the goals of the activities, the criteria can be weighted differently, for example, the ability to cooperate can be decisive in some businesses, while initiative and judgment are most important in others. If a department/section decides to weight the criteria or add criteria, employees must be clearly informed of this early in the audit period. Such a change should not only affect some selected employees. The starting point is that all employees must be aware of what their performance will be measured against at the next audit opportunity.

What characterizes a good conversation?

  • A mutual dialogue where both parties can speak.
  • A clear motivation of the manager for the assessment of salary and performance which is made.
  • An opportunity for the employee to submit their views on managers assessment.
  • A clear information from the manager what the employee needs to improve  or develop in order to positively influence their salary development.


NOTE! We recommend never signing at the second call, not even if you agree.

The final agreement should be made when the manager has had all his talks at the department.

This gives both parties the opportunity to possibly adjust the salary after the first call without the total salary picture being locked due to the fact that there are already agreements.

Salary-setting conversations involve a direct dialogue between you as an employee and your salary-setting manager.