The Basic Collective Agreement for the Civil Service. Sections 2.5.1. and 2.5.2 – process at UiA
During the annual local wage negotiations, the parties at organizational level negotiate the allocation of the local wage pot.
The parties hold a preliminary meeting in June, where central guidelines serve as the basis for planning the upcoming autumn's local negotiations. The University Director's management team and all the union representatives have a preparatory meeting in August/September to discuss common frameworks and timelines. The next phase involves discussions between the parties in the collective agreements regarding guidelines and the use of measures.
The negotiations cover all employees. The union representatives negotiate on behalf of their members. Managers are responsible for negotiating for employees, particularly those who are not affiliated with a union. Managers are responsible for assessing the salaries of all their employees. No employee can negotiate their own salary. The start and conclusion of the negotiations are communicated internally. The negotiation outcome is conveyed to those affected via email.
Negotiation topics may include (one or more of the following):
- General supplements – Could involve distribution to all employees, fixed amount or percentage increase.
- Group-specific supplements – Based on specific responsibilities, roles, tasks, job categories, gender, department affiliation, exceptional efforts/results, etc.
- Individual supplements – An assessment of individual performance and contribution to the achievement of the University’s goals (see criteria)
Managers are responsible for monitoring individual employee's salary conditions. Employees can initiate salary discussions themselves.
Confidentiality
Before, during and after negotiations, union representatives and employer representatives are bound by confidentiality regarding confidential information (personal assessments and processes, etc.). The outcome of the negotiations is public information.
Criteria for change of salary in individual local negotiations (2.5.1):
1. Starting point/Basis
The intention is for all employees who perform the required work and achieve the expected results in their positions, to have a positive salary progression over time.
Additionally, salary increases may be granted to address unintended pay gaps.
During negotiations, special consideration should be given to employees who have not received individual salary increments in the past five years.
Through the local negotiations and within the financial framework, the parties prioritize and allocate salary supplements.
Personal effort, results and/or performance beyond expectations can serve as the basis for salary increases within these criteria:
2. General criteria
Salary increases may be granted if an employee
- Contributes to goal achievement and the fulfilment of UiA’s strategy,
- Contributes to promoting a good, inclusive, and equal working environment,
- Promotes collaboration internally and externally,
- Demonstrate interest in, initiates, and takes on new tasks,
- Contributes to the University’s development by taking on internal and/or external roles in governing bodies, committees, projects, working groups or through involvement in trade unions,
- Acquires competence relevant to job performance,
3. Criteria for technical/administrative staff
The individual performance can provide the basis for a salary increase. Assessment criteria can be:
- Initiative, flexibility, quality and efficiency in work,
- Developing the content of the work,
- Development of service quality,
- Breadth and/or complexity of tasks/responsibilities,
- Development and application of competence,
- Responsibility and autonomy in the position,
- Achievement of results,
- Innovation/Innovative thinking,
4. Criteria for academic staff
Scientific and educational contributions and/or dissemination can provide a basis for a salary increments. The assessment criteria can include:
- Initiative, flexibility, quality and efficiency in work,
- Research and artistic development,
- Educational, research and development collaboration,
- Educational, research and development leadership,
- Participation in/leadership of major research and development projects,
- Active pursuit of external funding,
- Performing and creative activities,
- Quality in teaching
- Development of new and effective teaching methods,
- Innovation,
- Dissemination,
- Contributions to recognized academic conferences,
5. Specific considerations for part-time work and leaves of absence
Part-time work, compassionate leave, and parental leave should not hinder individual salary progression.