70% men Managers will need to encourage applications from all staff (regardless of gender or other protected characteristics) and ensure that all staff have the same opportunities to apply. This will be written into the guidelines. Merit pay progression to be built into the PDR process enabling around manager’s discussion application for merit pay review, exploration of career aspirations and development opportunities. Monitoring of gender data and talent should help to asses and address this particular issue. Statistically women are less likely Guidelines for starting salaries to try to negotiate, and, if they do to be updated to reflect new try to negotiate a higher salary, merit pay scheme and use of are less likely to be successful in allowances. that negotiation. Training for managers to negotiate salary offer with complete understanding of merit pay scheme, make up of ‘total for decision offer’, rationale making, equal pay risks, and to be trained in unconscious bias. Part time Some targets may be difficult or Target setting should be 20% of group impossible for part time staff to adjusted to reflect the number of are part time achieve. working hours and adjusted to 30% women reflect constraints imposed by 70% men those hours in a less-direct way, e.g. it might be impossible for a part time staff member, or staff with caring responsibilities, or a disabled staff member to attend a week long international research or industrial conference, which in turn will impact their ability to form collaborations or partnerships that could enhance the quality of their work. Gender Identity The assessment or review period Scheme guidelines to include for determining reward, may section on how to keep negatively impact those on leave. professors informed of invitations to apply and deadlines for submission while on leave, as appropriate they’re to the situation.
70% men Managers will need to encourage applications from all staff (regardless of gender or other protected characteristics) and ensure that all staff have the same opportunities to apply. This will be written into the guidelines. Merit pay progression to be built into the PDR process enabling manager’s discussion around application for merit pay review, exploration of career aspirations and development opportunities. Monitoring of gender data and talent should help to asses and address this particular issue. Statistically women are less likely to try to negotiate, and, if they do try to negotiate a higher salary, are less likely to be successful in that negotiation. Guidelines for starting salaries to be updated to reflect new merit pay scheme and use of allowances. Training for managers to negotiate salary offer with complete understanding of merit pay scheme, make up of ‘total offer’, rationale for decision making, equal pay risks, and to be trained in unconscious bias. Part time 20% of group are part time 30% women 70% men Some targets may be difficult or impossible for part time staff to achieve. Target setting should be adjusted to reflect the number of working hours and adjusted to reflect constraints imposed by those hours in a less-direct way, e.g. it might be impossible for a part time staff member, or staff with caring responsibilities, or a disabled staff member to attend a week long international research or industrial conference, which in turn will impact their ability to form collaborations or partnerships that could enhance the quality of their work. Gender Identity The assessment or review period for determining reward, may negatively impact those on leave. Scheme guidelines to include section on how to keep professors informed of invitations to apply and deadlines for submission while they’re on leave, as appropriate to the situation.
Equality-Analysis-Professorial-Merit-Pay-Scheme-Review-Consultation.docx