Loughborough University
Leicestershire, UK
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Loughborough University

Human Resources

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Rewards at Loughborough

Introduction

At Loughborough we recognise excellence and achievement in our staff through our performance and reward mechanisms. This document sets out how we reward our staff for the vital role they play in our success.

Each type of reward has its own clear criteria and operating procedures which will be applied consistently and fairly. All criteria have been developed in support of the University strategy and the ambitions contained therein. It is a requirement of all applications for reward to set out how the performance to be rewarded contributes to the University Strategy.

Our ultimate aim is to create a reward structure that both recognises excellence and achievement and also motivates and incentivises staff to want to continue to achieve and to deliver excellence. We also wish to ensure that we:

 

Total Rewards

While this document concentrates mainly on financial rewards, Loughborough University offers a wide variety of other rewards to staff which include:

Achievement Rewards

Achievement rewards recognise an individual’s particular achievement in their role. They are generally therefore awarded for one off successes or pieces of work. Examples might include receiving a prestigious award, completing a project with particular success, identifying service improvements and/or efficiencies or ‘going the extra mile’ on a task/provision of a service. Eligibility for achievement rewards should be assessed in accordance with an individual’s grade, i.e. what might be appropriate for a member of staff on grade 4 would not be appropriate for a member of staff on grade 8, for example.  The types of rewards available are:

Type of Reward

 

Criteria for Reward

Lump Sum of £500, £750 or £1000

 

Successful completion of a significant task/project in addition to the objectives identified in PDR that goes beyond normal expectation for the role

 

Voucher up to a value of £100 or a gift (free meal at Burleigh Court, free treatment at Burleigh Springs or free

membership of University gym)

 

Evidence of delivering an excellent service or of ‘going the extra mile’ in completing a task/activity over and above normal expectations for the role

 

Team Award (payment of an activity or event to a value of £200 per person)

Significant team success that contributes to the University Strategy over and above normal expectations

 

 

Achievement rewards may be awarded at any time of the year by the Dean/Director of Service. Deans and Directors of Service are required to have established internal procedures to ensure that all staff are considered for such rewards. Once a decision has been made to award an achievement reward, the amount and a short reason for the award should be sent to the HR Partner and the Senior Finance Business Partner (amount only). HR will then ensure that the reward is recorded on iTrent and where required, that the Payroll team is notified. Finance will ensure that any tax obligations are dealt with.

Deans and Directors of Service are required to prepare a report for the October Human Resources Committee meeting, each year, detailing the following:

  • The School/Professional Service’s reward budget for Achievement Rewards
  • The breakdown of staff within the School/Professional Service awarded an Achievement Reward
  • Analysis of the distribution of Achievement Rewards across the School/Professional Service
  • A summary of the types of Achievement Rewards awarded along with the rationale for each reward
  • Commentary of how these rewards have contributed to the success of the School/Professional Service and the University Strategy

The Human Resources Committee will review the reports each year and where any concerns or issues are identified, will instruct the Deputy Vice-Chancellor or the Chief Operating Officer to liaise with the relevant Dean/Director of Service.

Excellence Rewards

Principles

The University recognises that it is absolutely vital to recognise and reward excellent performance. Excellence Rewards are designed to do this by using the PDR performance assessment ratings outcomes to identify those who should be considered for a reward, making the process much more transparent. The rewards themselves are designed to be flexible and to provide meaningful recognition that motivates staff to maintain their excellent performance.

Eligibility and Application

1. At the conclusion of each PDR round, the Senior Reviewer Group for each School/Professional Service will be responsible for agreeing the performance assessment ratings for all staff members. The Dean or Director will make the final decision if a consensus cannot be reached and will be responsible for ensuring that all staff are advised of their performance assessment rating.

2. The performance assessment ratings will be recorded in iTrent. For academic staff (i.e. staff in the Research Teaching and Enterprise job family and the Specialist and Supporting Academic job family), this will be done automatically using the Academic PDR system. For non-academic staff, the ratings will need to be entered manually.

3. All staff with a performance assessment rating of ‘excellent’ will automatically be submitted to the appropriate Reward Committee. In order to assist the Reward Committee, the Dean/Director (or nominee) will be required to submit a commentary of up to 100 words on each individual with a performance assessment rating of ‘excellent’.  These will be entered directly into iTrent.

4. The Senior Reviewer Group will also be required to review all staff members with a performance assessment rating of ‘very good’. If they wish to submit any staff member with a performance assessment rating of ‘very good’ to the Reward Committee, a 100 word commentary will need to be entered into iTrent. Staff with a performance assessment rating of ‘very good’ will only be submitted to the Reward Committee if a 100 word commentary is entered on iTrent.

5. In order to be eligible for a reward, there must be evidence that a member of staff with a performance assessment rating of ‘very good’ has exceeded expectations in at least one aspect of their role that has particular significance to the aims of the section, School/Service or University strategy. This must be demonstrated in the 100 word commentary. 

Rewards

6. The following table sets out the types of reward available.  As well as setting out the normal expectation for reward, the table also details some enhanced rewards that will be also be available.  

Staff

Normal expectation

Enhanced rewards

Grade 1 – 8 within normal range for grade

3% consolidated reward in addition to automatic increment

6,9 or 12% consolidated reward in addition to automatic increment

Grade 1 – 8 at top of normal range for grade

3% non-consolidated reward

6,9 or 12% non-consolidated reward

OR

3,6,9 or 12% consolidated reward

Grade 9

3% non-consolidated reward

6,9 or 12% non-consolidated reward, AND/OR

3,6,9 or 12 % consolidated reward

7. Percentage increases are approximate. The rewards will be aligned to the salary spine for grades 1 - 8.

8. A non-consolidated reward means that an individual’s salary will be increased by the appropriate percentage for a period of 12 months. After this period, the salary will revert to the original salary, but may be awarded again in subsequent years if excellent performance is maintained.  Non-consolidated rewards will be pensionable.

9. Staff in receipt of the Living Wage supplement will receive any non-consolidated reward awarded to them in the form of a one off bonus payment and this will not affect their Living Wage supplement. Consolidated rewards will increase the individual’s spinal point, but unless this takes their pay to above the Living Wage supplement, there will not be an increase to their total pay. Pension contributions will be adjusted to reflect the higher salary.  

10. Schools/Services are not required to specify what level of reward they believe an individual should receive as this is the role of the Reward Committee. The 100 word commentary may indicate that an enhanced reward is desirable, however.

11. The Reward Committees will be responsible for ensuring that all rewards are applied consistently and fairly. Higher level non-consolidated rewards will be awarded where exceptionally high levels of excellence can be demonstrated. Consolidated rewards will be available where sustained excellent performance is evident.

12. It is expected that the proportion of staff with a performance assessment rating of ‘excellent’ and the number of staff with a performance assessment rating of ‘very good’ being submitted to a Reward Committee will reflect the general performance of the unit/section/School or Professional Service. The Reward Committees will monitor this and will award excellence rewards accordingly. 

13. If a School/Service submits an unusually high number of staff with a performance assessment rating of ‘excellent’, the Dean/Director may be required to prioritise them. Equally, the committee may prioritise them itself. This will also be picked up through ALT/PSMT and Human Resources Committee through the moderation process.

Reward Committees

14. The following Reward Committees will consider Excellence Rewards:

Committee

Staff

Membership

Senior Staff Reward Committee

All staff on grade 9

  • Vice-Chancellor (Chair)
  • Deputy Vice-Chancellor
  • Pro Vice-Chancellors
  • Chief Operating Officer
  • Director of Finance
  • Director of Human Resources
  • Deans will also be present to discuss their staff

Academic Staff Reward Committee

All staff in the RTE and SSA job families (excluding grade 9)

  • Deputy Vice-Chancellor
  • Pro Vice-Chancellors
  • Three Deans (on a rotating basis)

Professional Service Staff Reward Committee

 All staff in the OP, AD, TE and MA job families (excluding grade 9)

  • Chief Operating Officer
  • Director of Finance
  • Director of Human Resources
  • Two Directors of Professional Services (on a rotating basis)
  • One Operations Manager (on a rotating basis)

 

15. The Reward Committees will receive the following information on each candidate:

a. Grade and job family
b. Performance assessment rating for current year
c. Performance assessment rating for previous three years (if available)
d. Rewards received in current academic year (if any)
e. Excellence rewards awarded in previous years (if any)
f. 100 word commentary

16. The Reward Committees will make decisions on the rewards to be applied having due regard for equality and consistency.

Exceptions

17. It is expected that all staff will have a PDR each year and that the outcomes will feed into the Reward Committees.

18. However, it is recognised that there might be occasions where a PDR has not taken place, but a School/Service still wishes to ensure that an individual is appropriately rewarded. An example might be someone who is on maternity leave.

19. Where an absence is planned, arrangements should be made for the individual to have a PDR prior to the commencement of their leave in order that their performance assessment rating can be fed into the PDR outcomes at the appropriate time. They will also need a PDR on their return to ensure that appropriate objectives are set.

20. If this is not possible, a Dean/Director may make a special case to the Reward Committee for a reward for an individual who has not had a PDR. In addition to the 100 word commentary, the Dean/Director will be required to submit an explanation as to why the PDR did not take place.

21. Where a reward is awarded to an individual who is in receipt of no pay, e.g. on maternity leave, the reward will be applied immediately on the individual’s return to work. In the case of a non-consolidated reward, it will be paid for the following 12 months or until the next round of PDR and Reward Committees is concluded, whichever is sooner.  Alternatively, an Achievement Reward might be deemed to be more appropriate.

Outcomes

22. HR will be responsible for informing individuals of any rewards and for ensuring that pay is recorded correctly.

23. Summary data of the number and level of rewards awarded will be prepared each year for review by Human Resources Committee.

24. Human Resources Committee will be responsible for monitoring rewards and identifying any trends or patterns, as well as taking action should it have any concerns about the practices or outcomes of any Reward Committee.

25. Reward for grade 9 staff is subject to approval by Remuneration Committee.

 

Anne Lamb, Deputy Director (Human Resources)

November 2016 

Awards

As well as offering a suite of rewards linked to remuneration, the University is proud to offer a range of other awards to recognise excellence and achievement and to help staff to further enhance their performance and the work they do.

 Vice-Chancellor’s Awards for Excellence. These will be awarded to individuals in recognition of excellence in supporting the delivery of the University strategy in one or more of the following areas:

a)    Learning and Teaching           

b)    Enterprise           

c)    Research              

d)    Professional Services

Up to 20 will be awarded each year, with the expectation being that the numbers are distributed reasonably across different staff groups.  The University will allocate up to £2,500 to each individual to assist the recipient with furthering their excellent activity.

Distinguished Travel Grant. This reward is available to all staff and gives individuals the opportunity to travel anywhere in the world (up to a value of £10k) to gain experience that will contribute to their excellent performance in their current role. Up to two grants will be awarded each year. The funding may also be used to support individual’s families during their visit and to enable the family to join them for a part of the visit (if desired). Candidates will be expected to identify how a placement in a different organisation can enhance their performance whilst contributing to the University Strategy and developing the University’s reputation and reach either nationally or internationally.

Academic Team Award.This reward will recognise particular success of an academic endeavour to a combined value of £5000. The team may use the reward to invest in new equipment, attend a conference or other academic activity. Up to five Academic Team Rewards across the University may be awarded in any academic year.

Submissions for these awards will be considered each June. Candidate will be invited to submit no more than one page of A4 setting out the award applied for and why they believe they are eligible for the award. The Awards Committee will comprise the Deputy Vice-Chancellor, the Pro Vice-Chancellors and the Chief Operating Officer. The next meeting is on 15th June 2018 and the deadline for submissions is 1st June 2018. All submissions should be sent to Sophie Hall, HR Officer, email: S.Hall@lboro.ac.uk

 Following the introduction of the Staff Awards scheme which is part of the University's reward package designed to recognise and reward excellence, a celebratory lunch was held on Monday 14 August 2017, hosted by the Vice-Chancellor for those in receipt of an award. The awards are an annual event and this year's list of recipients is as follows:

Individual

Award

School

Mrs Paula Gamble-Schwarz

Vice-Chancellor’s Award in Learning and Teaching

School of the Arts, English and Drama

Dr Cheryl Travers

Vice-Chancellor’s Award in Learning and Teaching

School of Business and Economics

Dr Richard Hodgkins

Vice-Chancellor’s Award in Learning and Teaching

School of Social, Political and Geographical Sciences

Dr Alok Choudhary

 

School of Business and Economics

Dr Ian Jones

Vice-Chancellor’s Award in Enterprise

School of Science

Miss Kirsty Wilkinson

Vice-Chancellor’s in Professional Services

Marketing and Advancement

Dr Alexandre Christoyannopoulos

Distinguished Travel Grant

School of Social, Political and Geographical Sciences

Dr Camilla Gilmore

Vice-Chancellor’s Award in Research

School of Science

 

 

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