Guidance for managers


  1. The College is committed to offering a total reward package that is equitable, fair and appropriately reflects the College’s standing as a world leading university based in London. 
  2.  Annually the HR and Organisational Change Division undertakes a benchmarking exercise to review the College’s salaries against the Russell Group, London Higher Education Sector and London market pay rates.  This information is shared with the Provost’s Board to aid their review of  the College’s approach to pay and benefits. Members of staff may also access this information on the College’s Salaries, Terms and Conditions website.
  3.  All members of staff must be given equal treatment and considered fairly.  When reviewing individual salaries this  must be free from bias in relation to age, ethnic origin, gender, gender reassignment, disability, religious belief, sexual orientation, marriage and civil partnership and pregnancy  or bias on any other grounds.  Part-time staff, staff on family friendly leave, and staff on fixed-term contracts should not be treated any differently from other staff.  
  4.  The College is committed to ensuring that all staff understand the core requirements for their role and will ensure they  have  access to the support and appropriate  training to enable them to be both effective within their role and develop a career at Imperial. 
  5.  Managers whose responsibilities require them to make decisions on pay are encouraged to attend the College’s Recruitment and Selection and Unconscious Bias Training, reward briefings and to work closely with their Senior HR Manager.
  6. There is commitment to the principles of equal pay for work of equal value and therefore all posts are subject to the Hay Job Evaluation Scheme to determine the appropriate grade and pay for posts.  However the College recognises that operating within an International and London market means that there are exceptional situations in which the market may dictate the need for higher pay in relation to certain disciplines / professions that may be in high demand and consequently that the College’s standard salary range for a role is insufficient to attract applicants or retain existing members of staff. 

Pay Relativity

  1.  The Pay Relativity process is designed to objectively review each member of staff’s salary in line with benchmark information or relevant  Pay Progression Framework in order to ensure parity between colleagues undertaking similar roles (and performance), take account of external changes in the pay market and recognise excellent performance.
  2.  The timetable for Pay Relativity reviews is determined by each Faculty, IC Business School and Support Services, this information will be published on the Salaries, Terms and Conditions webpage along with announcements in the Staff Briefing.
  3. The Faculty/IC Business School/Support Services are supplied with each member of staff’s total salary and internal benchmark data relevant to the area, along with the external published benchmark data.
  4. Members of staff may request a meeting with their manager to discuss their salary and to see the internal benchmark data only.  They cannot request to see other members of staff’s salaries.
  5. In line with criteria seven, the Faculty/IC Business School/Support Services area can decide if one-off non-pensionable payments are considered either as part of their annual pay review process or during the course of the year.    If cases are to be considered throughout the year, it is expected that an individual would not normally receive an award more than once in a given year.  Payment will be pro-rated for part-time staff.   The approach taken by the area will be published with the timetable information.
  6. To be recommended for an award, the member of staff will need to be judged to have met one of the criteria listed in paragraph nine below.   
  7. The Faculty/IC Business School/Support Services can agree their own local governance to review recommendations.   To ensure consistent and fair application Faculties and departments should not inform staff of the decision of the local review until the submissions have been approved by the Director of HR & Organisational Change.

Five Pay Relativity Criteria 

For 2018 pay reviews are possible where it is appropriate:

  • To address a significant misalignment of a member of staff’s salary when compared to others within the organisation who have a similar role size and profile
  • To aid retention of staff, based on external benchmark data
  • To address equal pay differentials
  • To recognise substantial and sustained exceptional ongoing individual contribution  beyond the expectations of excellent performance in the role
  • To recognise substantial and exceptional one-off individual contribution beyond the expectations of excellent performance in the role

Monitoring and Review                                                           

HR will be responsible for ensuring consistency and fairness in the process.  An annual review will be carried out by HR and this will be reported to the Provost’s Board and the Joint Trade Unions and the number of pay changes will be published on the Salaries, Terms and Conditions webpage.

Average Level of Salary Increase or One-off Non-Pensionable Payment

The table below shows the guideline salary increases and one-off non-pensionable payments by grade:

  Salary Increase One-Off Payment
Grade Lower Quartile Upper Quartile Lower Quartile Upper Quartile
Level A £1,660 £1,660 £500 £1,500
Level B £990 £2,050 £500 £1,200
Level C £1,460 £2,745 £875 £2,750
Level D £2,000 £3,000 £1,250 £1,800
Level E £3,000 £5,000 £1,500 £2,000
Level 1a £580 £580 £600 £800
Level 1b £550 £1,080 £750 £750
Level 2a £650 £1,240 £1,000 £1,188
Level 2b £680 £770 £500 £900
Level 3a £840 £1,653 £750 £1,000
Level 3b £1,040 £1,434 £1,000 £1,500
Level 4 £1,333 £2,600 £1,000 £2,000
Level 5 £1,660 £2,475 £2,000 £3,000
Level 6 £2,750 £5,000 £2,175 £3,000
Level 7 £3,000 £5,000