Highlights of the Cao umc 2013 - 2015

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Highlights of the Cao umc 2013 - 2015

Working (together) in dialogue

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“I believe in the snowball effect of managers setting a good example.”

Establishing the boundaries is something we do together

Reading the newspaper behind the reception desk, gossiping about colleagues, using a patient’s phone to make personal calls, telling offensive jokes, using internet for private purposes. These are all unacceptable forms of behaviour on the work fl oor. In the workshop ‘Establishing the boundaries is something we do together’, actors enacted these types of situation and the participants would stand up when they felt the behavior was ‘going too far’. They also learned how they should address colleagues about such behaviour and what is correct behaviour.

Providing feedback

Anneke Tiemersma (51), an interim manager in the out-patients department of the VUmc’s Obstetrics, Gynaecology and IVF Centre, followed the three-hour workshop with her team and was enthusiastic. “It has been a diffi cult period for our department. The workshop was perfect in the context of our efforts to increase (social) safety, promote open communication and improve cooperation. It is very important to be able to give and receive feedback in your work. That subject was covered with respect and humour during the workshop. I fi nd it important to keep things light. You don’t have to be severe when commenting on a colleague’s behavior. It can just be mentioned in passing. We stress the importance of everyone knowing where their boundaries are and taking action themselves if someone crosses them, since the boundaries are different for everyone .”

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Agenda for modernisation

Umcs want to remain attractive employers now and in the future: during periods of austerity, of ageing and of individualization, when every employee has his or her own personal wishes. The Cao umc 2013-2015 therefore continues the process of modernisation that commenced with the Cao in 2008. The priorities in that process are to promote mature labour relations and permanent employability by making agreements that will enable you to continue a healthy and professional career in good dialogue between you and your manager.

We have already accomplished a lot in the last few years: - the personal budget was introduced and has been increased;- coaching management has become standard practice in many places; - the annual appraisal has improved for more employees;- the issue of health management is being addressed.

The sector plays a pioneering role in this context and will continue to do so. The aims of this Cao are to:- develop personal leadership; raise awareness of personal qualities and

potential;- put in place the desired working methods aimed at quality, professionalism,

cooperation and dialogue;- achieve greater fl exibility and permanent employability, through the New Way

of Working, for example;- promote health management, devoting more attention to a healthy mind in a

healthy body. This summary presents the highlights from the formal Cao.

On behalf of the unions On behalf of NFU

Elise Merlijn (Abvakabo FNV) Jan KimpenBrigitte Sprokholt (AC/FBZ)Dick Hamaker (CMHF)Aaldert Mellema (CNV Publieke Zaak)

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“It helps you to learn to recognise your own failings and those of others.”

Increasing personal effectiveness

Confl ict management, giving and receiving feedback, setting boundaries, emergency planning, saying no, being conscious of your role. These are all subjects covered in a course in Personal Effectiveness. Using role playing, the course illustrates patterns of behavior and teaches participants how they can change their own behaviour for the better. That makes work more enjoyable!

Accuser or victim

Inez Chin Sue (58), a nurse in Erasmus MC, followed the course. “What immediately helped was seeing that other people also have problems with some things. The course was a real eye-opener. For example, we were shown that the role

you adopt prompts a particular type of behaviour in the other person. We practised with the roles of accuser and victim. And with child, parent, adult. I was inclined to become quickly annoyed if I disagreed with something, but now I fi rst allow a person to fi nish speaking and summarise what they have said before giving my opinion. I stick to the facts and the main issues. I fi nd it really works better in practice. I remain calmer and no longer get involved in pointless arguments. Using humour can also help to defuse a situation. And the behaviour of another person that bothers you is often something that you lack yourself and something you can learn from.”

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What is a Cao?

Cao stands for collective agreement. A collective agreement is a set of agreements between representatives of employers and employees on terms and conditions of employment, such as salary, working hours and leave. The Cao for the umcs applies to employees of AMC, Maastricht UMC+, Erasmus MC, LUMC, UMCG, Radboudumc, UMC Utrecht and VUmc. In a formal legal sense, for VUmc and Radboudumc this is a collective agreement. For the six public umcs, it is formally a public-law employment status regulation. The employers are united in the Dutch Federation of University Medical Centers (NFU). The NFU negotiates with the following public sector unions: the Ambtenarencentrum (Federatie van Beroepsorganisaties in de Zorg en daaraan gerelateerd onderwijs en onderzoek, FBZ), the Algemene Centrale van Overheidspersoneel (Abvakabo FNV), the Christelijke Centrale van Overheids- en Onderwijspersoneel (CNV Publieke Zaak) and the Centrale van Middelbare and Hogere Functionarissen bij Overheid, Onderwijs, Bedrijven and Instellingen (NU’91, Unie Zorg and Welzijn, the (Jonge) Orde and VAWO). In addition to agreements that apply to the employees of all umcs, associations of employers and employees also make agreements on social plans for each umc separately.

This summary of the main points of the Cao and the complete text of the Cao (in Dutch and English) can be found at www.nfu.nl. No rights may be derived from this summary, only from the formal Cao. The formal Cao is binding on the eight umcs and their employees.

He = SheAlthough more than 50% of the employees of the umcs are women, to make this document easier to read the term ‘he’ is used throughout. Naturally, this also refers to ‘she’.

Prorating for part-time employeesThe agreements in the Cao are based on full-time employment. Employees who work part-time are generally entitled to the benefi ts in the Cao proportionate to their working hours.

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Further information?

Nfu.nlon this site you will find the outline Cao together with handy links to the different chapters.

Umcdialoog.nla database with information about mature labour relations and permanent employability. The site also contains many articles and short informative films, as well as examples of good practices and projects from all the umcs on topics such as coaching for managers, annual appraisals, the personal budget and health management.

Dokterhoe.nla lot of practical information about healthy lifestyles and health at work. Handy tips, guidelines and good practices, as well as tests and quizzes.

Haalallesuitjezelf.nl an online checklist to discover whether you are getting the best out of yourself at work.

Recruitment, selection, commencement and termination of employment

Training, career and job performance

Income

Allowances and expenses

Working hours, time off, leave

Illness and incapacity for work

Disciplinary measures

Cao à la carte

Special provisions

Appendices: salary scales, index

for Medical school graduates and medical interns, Academic medical specialists, Students, Researchers in training

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13

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21

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27

29

31

33

35

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“I would advise everyone to have a health check if they get the chance.”

Discovering hidden ailments

A good health check can quickly help you to discover ‘hidden ailments’. For Paul Compen (64), a safety expert in MUMC+, a thorough assessment and evaluation took less than half an hour: BMI, waist size, blood pressure, cholesterol, exercise, smoking, alcohol consumption, diet and relaxation were all reviewed. He could see the results online using a password. Participation is voluntary, and can be anonymous if you like.

High blood pressure

Paul: “I had no complaints, but was curious to discover whether anything would be found. And something was: my blood pressure was a little too high. You don’t notice that. I now receive a regular electronic newsletter that covers my situation.

It contains information about subjects such as sugar consumption, a healthy heart, eating a good breakfast, obesity, diabetes and exercise.”

Less salt

The newsletter about blood pressure, for example, fi rst explained what blood pressure is, what damage may have been caused to the blood vessels and what can be done to prevent it: stop smoking, eat healthy food, use as little salt as possible, diet if you are overweight, exercise for thirty minutes a day and learn to cope with tension and stress. Paul: “It is interesting information. My wife also always reads the newsletter. The changes that are suggested are often very simple. We now pay more attention to a healthy diet. We consume less salt and fat. Every pound you put on comes from what you eat.”

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(Summary of chapters 2, 9 and 12 (a) Cao umc 2013-2015)

Recruitment, selection, commencement and termination of employment

Careful selectionThe umcs follow the Recruitment Code of the Dutch Association for Personnel Management and Organisational Development (NVP) in recruiting and selecting members of staff. This code contains the general rules that organisations should adhere to for recruitment and selection. The code lays down standards for a fair and transparent recruitment and selection procedure.

Different rules for VUmc and RadboudumcVUmc and Radboudumc have a number of different rules, because these Medical Centers are governed by private law rather than the law governing civil servants

Temporary employmentWhen you commence employment with a umc you will be employed either for a specifi ed period or an indefi nite period. There are limits to the duration of employment contracts for a specifi ed period. There are four types of temporary employment: employment for a probationary period, employment for a specifi ed period, employment for specifi c work and employment for a period of training. The six public umcs also have a fi fth type: unsalaried employment for a specifi ed period. You will be notifi ed in writing of what will happen after the contract ends not later than two months before the period expires, except in the case where your employment is connected with training. The employment contract may be extended a limited number of times. Intervals of less than three months between employment contracts do not count as an interruption of employment.

1 For a probationary periodA person who performs well during the probationary period will be employed on a permanent basis. The maximum probationary period is one year, which may then be extended by not more than one year.

2 For a specifi ed periodThe maximum length of a fi rst contract of employment for a specifi ed period is two years. The maximum total period of consecutive fi xed-term employment contracts is three years. An employment contract for a specifi ed period can also be concluded for a minimum and a maximum number of hours per year and per week. Another

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option is a contract to perform on-call work, with the minimum number of hours being zero. In that case, you will be called up for work at least 24 hours in advance. 3 For specifi c workConsecutive employment contracts for specifi c work can be concluded for a maximum of fi ve years. It may then be extended once for six months, provided that does not mean you will exceed the limit of three employment contracts.

4 For educationAnyone in education, including medical interns, assistants in operating rooms and radiographers, receives an employment contract for the duration of the teaching programme. On completion of the education, the umc will investigate whether the individual can be offered permanent employment. An appointment for education purposes does not count towards the maximum number of consecutive employment contracts referred to in points 2 and 3 above.

Transfer and other workUnder certain circumstances, the umc can assign an employee to another job or temporarily require them to perform different work.

Reporting external activities?Question: I run an online store for second-hand children’s clothes in my spare time. Do I need permission for this from the umc?

Answer: You do not require permission for external activities if these cannot harm the umcs interests or interfere with the proper performance of your job. If in doubt, consult your superior.

Confi dentialityYou are obliged to maintain confi dentiality with regard to anything you learn in the performance of your job. You shall continue to be bound by this obligation after your employment ends.

Sshh!Two colleagues are discussing a department’s budget over-runs during a business trip to a conference. Mr de Wit’s name is mentioned as somebody who has been overspending. Coincidentally, there is someone from the health insurer sitting in the train who is responsible for discussing cost control with Mr de Wit. Confi dentiality includes not discussing administrative, medical or any other matters relating to the umc in public.

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ResignationIf you resign from a public umc, your employment ends not earlier than one month and not later than three months after the date of your request. This is the rule for public servants. Employees at VUmc and Radboudumc can resign with due observance of the relevant notice period.

Retirement and FPUThe umc may grant you an honourable discharge when you have reached the age of entitlement to the state old-age pension or any earlier retirement date under the conditions of a scheme such as the FPU. At VUmc and Radboudumc, the contract of employment ends automatically on reaching the age of entitlement to the state old-age pension. FPU stands for Flexible Pension and Retirement Scheme. You can only take early retirement if you were born before 1 January 1950 and have been continuously employed since 1 April 1997 by an employer that is a member of the ABP. If you were born after 1 January 1950, you can take flexible retirement between the ages of 60 and 70. You may also take part-time retirement. You may continue working after the official retirement age with the consent of the umc.

Rules governing reorganisationsThe umc will act with due care In the event of reorganisation. If necessary, the umc will draw up a social plan in consultation with the employee organisations. This plan will include measures to properly manage the consequences of the reorganisation. The umc will do its best to help you find alternative work (internally or externally). However, if it is unable to do so, you may be dismissed.

Dismissal due to illnessThe umc is obliged to offer you suitable work if you are declared unfit for work by 0-35%. The umc may dismiss you if your incapacity for work has exceeded 35% for a continuous period of 104 weeks and you are not expected to recover within six months. In that case, the umc must have made every effort to offer you work. Refusal to work is a cause for dismissal.

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“How can we motivate analysts, when career prospects are zero?”

Analysts pimp their job without leaving

After nurses, analysts constitute the largest professional group in the umcs. But they are far less visible and less well organized than nurses. In a staff satisfaction survey at Radboudumc, analysts had a relatively low score on the aspects of continuous training, motivation and career development. A group of eight analysts got together and formed the Radboud Analysts Platform (RAP) and came up with numerous ideas for improving the career prospects of analysts and increasing their pleasure in the work.

Career refl ection

The RAP got off to a fl ying start, for example by organising a lunchtime lecture on the subject of job crafting (‘pimp your job without leaving’),

a symposium and a pilot project entitled ‘Career refl ection for laboratory analysts’. For this latter group, special attention will be devoted to the need for continuous training, in combination with keeping a portfolio, in the annual appraisal cycle. A list has also been produced of all the options for additional training for analysts. Liesbeth Wintjes (50) is one of the initiators. “The career opportunities for analysts are very limited at the moment and there is scarcely any structured permanent education programme. We want to change that with this pilot project, but also by planning a Master’s course for analysts.” The RAP uses the latest methods to share knowledge as widely as possible. There is an electronic newsletter, it has its own space on MijnZorgnet and the members are active on Yammer, Facebook and LinkedIn.

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(Summary of chapter 3 Cao umc 2013-2015)

Training, career and job performance

Training and educationTraining and education are important to enable you to continue performing your job well and for your own personal development. If you are following a training course or an educational programme that is necessary for your current job by agreement with your superior, the time and costs are borne by the umc. If you are studying to advance your career, you can discuss with your superior whether it is appropriate for your career development and that the umc should therefore reimburse half of the costs and the time involved. You will make agreements on the timeframe and type of training and education in question during the annual appraisal interview. If you leave the umcs employment within two years of completing a course or if you do not successfully complete the course you have to pay back some or all of the study costs.

Free (online) career adviceThere are also numerous practical (online) tools available to help you in your career. Check your umcs intranet, for example.

Annual appraisal interviewEvery year, you and your superior will have a meeting to discuss your job performance, training, working hours, remuneration, working conditions and the use of your (extra) personal budget. You will also provide your superior with feedback about his role. During the annual appraisal interview you will evaluate the preceding year and make agreements for the forthcoming year. You have to sign the report of the annual appraisal interview to show that you agree with it, or if you disagree with it to show that you have seen it. If your superior feels your performance could improve, he can also raise this during the interview. You will then be told which criteria apply and the period within which the improvements have to become apparent. At the end of that period you will have an interview to assess the progress that has been made in carrying out the agreements.

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Calculation of personal budget when its use is taxedWim uses his personal budget to buy a tablet for € 500. Like all ICT equipment, this purchase is taxable under the rules for wage tax. The net cost therefore has to be converted to a gross sum. The calculation depends on the applicable tax rate. Wim pays wage tax at 42%. The amount that Wim has to deduct from his personal budget is € 500 : 0.58 = € 862. Note: you can only make a rough estimate yourself. The salary administration department will help you to calculate the amount more precisely.

Personal budget (including extra and increased budget)For developmentEvery employee of a umc receives a personal budget intended to promote their development and enable them to continue enjoying their work for longer. Depending on your age, you may also receive an extra or increased personal budget. This budget is in addition to the umcs existing development and training budget. You can use the personal budget to attend courses and conferences or symposia, for coaching, for professional literature, for the costs of registering in non-mandatory (quality) registers and for ICT tools, for example. The tax rules determine which costs are taxed and which are untaxed. You will fi nd more information on this subject on the intranet, or you can enquire at the P&O department.

For holiday leaveFrom 2014, you can use part of your personal budget to buy 15 extra hours of holiday leave, or two days of holiday leave for academic medical specialists. The entitlement is proportionate for employees with part-time contracts. The normal arrangements in the Cao apply for the reimbursement of the costs of training for the quality register, as set out above under Training and Education.

Maximum of 36 months can be accrued Until 31 December 2013 you could not accumulate a personal budget for more than 24 months. From 1 January 2014, the maximum amount that can be saved is the budget for 36 months, based on full-time employment. You will not receive a personal budget in excess of that amount. However, you can make an agreement with your superior to accumulate a higher personal budget if it is required for specifi c purposes in relation to your development for which the maximum budget is not suffi cient.

Size of the budget Born in or after 1950: personal budget is 1.55%If you were born on or after 1950, from 1 January 2014 the budget is 1.55% of your salary.

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Born in 1958-1962: increased personal budgetIf you were born between 1958 and 1962, you will have an increase personal budget of 1.8%.

Born in 1950-1957: extra personal budget If you were born in the period from 1950 to 1957 you will receive a personal budget of 1%. In addition, you will receive an extra personal budget that you can use not only for personal development, training and time off, but also to buy additional pension rights. It has become a lot more diffi cult to buy additional pension rights from ABP since 1 January 2014 because the tax rules have been tightened up. Participation in the life-course savings scheme is now only an option for employees who had savings of € 3,000 or more at the end of 2011. The amount of the extra personal budget ranges from 2.9% to 5.7% of the salary, depending on your age and job. From 1 January 2014, the maximum accrual period for your personal budget has been extended to 36 months. The period remains 24 months for the extra personal budget.

What does it cost to buy holiday leave?Question: I wish to use part of my personal budget to buy hours of holiday leave. How much will be deducted from my personal budget?

Answer: If you work full-time, you can buy 15 hours of holiday leave (or two days if you are a medical specialist). A sum equal to 15 times your gross hourly wage will then be deducted from your personal budget. Pro rata for part-time employees.

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“Take the time to discover precisely what you can do with the personal budget.”

Travel and accommodation costs for a conference are also reimbursed

“I had never thought seriously about the personal budget until I received a message that I had almost reached my maximum. I thought it would be a shame not to do anything with the money. As a post-doc, a fi ve-day conference in Heidelberg seemed interesting. My professor also felt it would be an excellent idea. She also advised me to buy a few books on the subject from my personal budget. When I enquired whether the travel and accommodation costs would also be reimbursed, I was told they would be. Receiving the money from the personal budget was straightforward. You just

have to take a little time to fi nd out precisely what will be paid for. It was nice to receive the costs I had paid in advance the same month, together with my salary. The conference would probably not have been paid from my appointment budget because it related more to the line of research that I want to start myself than with my current job. The conference was very informative and I can now broaden my horizons a little. I learned what is hot in epigenetics and made some new contacts. I will probably visit some smaller conferences in future.”

Joost Fledderus (38), post-doc, Nephrology and Hypertension, UMC Utrecht

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(Summary of chapters 4 and 9 Cao umc 2013-2015)

Income

Composition of incomeYour income from the umc consists of a number of elements:- your monthly salary;- the holiday allowance and end-of-year bonus;- allowances for working irregular hours, overtime, deputising and on-call and

standby shifts;- possible job performance bonus.These elements are discussed below.

Special arrangements for employees over the age of 57The umcs are keen to retain employees who are older than 57. To make it easier for them to continue working, the Cao contains several provisions for adapting the work and working hours to these employees’ needs and capacities. From 1 January 2014, employees aged 57 and older will be allowed to indicate that they no longer wish to work in the evenings or a night. There are also special arrangements for (retention of) pension accrual for employees who choose to work less.

Monthly salaryYour salary is a fi xed monthly amount based on your job and the number of hours that you work during a year. For every job there is a salary scale with a minimum and maximum amount and a number of increments in between. If you perform well you will receive an annual increment in the same month that you commenced employment. You will also receive the following general increases: - on 1 October 2013: 1%- on 1 August 2014: 1%All the salary scales can be found in the appendices.

From 1 January 2014, the employer’s contribution of 1.05% for the life-course savings scheme will be converted into a salary increase of 0.72%.

Full-time employees will receive a gross lump-sum bonus of € 300 on 1 July 2014 and a gross lump-sum bonus of € 200 on 1 January 2015. The bonuses for part-time employees will be prorated.

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Job grading with FuwavazQuestion: How is my job graded?

Answer: Jobs in the umc are graded using Fuwavaz, the job grading system of the Association of University Medical Centers, a method by which jobs are ranked according to diffi culty. The rankings are used to determine differences in remuneration. Fuwavaz was developed specifi cally for umcs and produced by the umcs, united in NFU, in cooperation with the employee organisations. If your job description does not correspond with any of the 80-plus job descriptions in Fuwavaz, your job will be graded on the basis of fourteen criteria. Fuwavaz does not apply to the jobs of physicians or students. If you have doubts about the grading of your own job, contact the P&O department. That department can also inform you about how and where you can lodge an objection.

Additional remunerationIf your performance is outstanding, your superior may award you a job performance bonus, an extra increment or an outstanding performance allowance. You are only entitled to receive an outstanding performance allowance if you have reached the ultimate increment in your salary scale. Additional remuneration is usually discussed during the annual appraisal interview.

Further qualifi cation, additional salary?Question: I have just obtained a further qualifi cation. Am I now entitled to a higher salary?

Answer: No, it is not your level of education but your job that determines the size of your salary. You can of course consult your superior about being assigned to a different job or being given additional duties.

AllowancesIn addition to your monthly salary you are entitled to a holiday allowance and an end-of-year bonus. In certain cases you may also be entitled to other allowances.

Holiday allowanceYour holiday allowance of 8% of your annual salary, including allowances, is paid in May. The allowance is calculated from June of the previous year to May of the current year.

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End-of-year bonusThe end-of-year bonus is 8.3% of your annual salary and is calculated over at least the salary in scale 7, increment 10. The salary scales are shown in the appendices.

Long-service bonusWhen you have been employed by the umc or elsewhere in the public sector for 25 years you will receive a bonus of 50% of your net monthly salary. On reaching 40 or 50 years of service you will receive 100% of your net monthly salary.

DeputisingIf you temporarily deputise in a job to which a higher salary scale than your own applies, you will receive a deputising allowance. You will find the amounts in appendix F.

Irregular hoursYou will receive an allowance for working irregular hours if your job is graded in scale 1 to 10 or if you are a student or medical intern. The allowance is paid if you work hours other than between 7 a.m. and 8 p.m. on Monday to Friday and between 8 a.m. and 12 p.m. on Saturday. The rates of the allowance are:- 47% for the hours between midnight and 7 a.m. and after 8 p.m. on Monday

to Friday and between midnight and 8 a.m. and after 12 p.m. on Saturday;- 72% for the hours on Sundays and public holidays.The maximum salary on which the allowance is based is salary scale 7, increment 10. The salary scales are included in the appendices.

OvertimeWork only counts as overtime if you work for more than half an hour longer than your normal working hours at your superior’s request. Employees on salary scale 10 or below and students are compensated for overtime.You take time off in lieu of the overtime within 13 weeks. If that is not possible, for example because your department is too busy, you are entitled to:- compensation in leave, equivalent to 150% of the additional hours worked, or;- compensation in leave, equivalent to the additional hours worked plus a cash

sum of 50% of your hourly salary for the additional hours, or;- payment in full for the additional hours at 150% of your hourly salary. This only

applies if serious interests of the umc require it.If you have to do more than two hours of overtime you will receive a meal or a meal allowance.

On-call and standby shiftsIf your superior asks you to perform on-call or standby shifts, you will receive an allowance if your job falls between scales 1 and 10 or if you are a student. An on-call shift is a shift where you are contactable for emergencies outside working hours. A standby shift is a shift where you must be present in the umc during an on-call shift.

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For an on-call shift you will receive 6% of your hourly salary for the hours from Monday to Friday and 12% for the hours on Saturday, Sunday and public holidays. The on-call shift allowance is calculated on the basis of at least salary scale 3, increment 9 and at most salary scale 7, increment 10. For a standby shift these allowances are increased by 25%, in other words to 7.5% and 15%.

If you actually have to work during an on-call shift you are entitled to a period of leave equal to the number of hours worked or to your hourly pay. You are also entitled to an allowance for irregular working hours amounting to:- 47% of the hourly pay between midnight and 7 a.m. and after 8.00 p.m.

from Monday to Friday and between midnight and 8 a.m. and after 12 p.m. on Saturday;

- 72% of the hourly pay on Sundays and public holidays.The allowance for irregular working hours is calculated on the basis of at most salary scale 7, increment 10 and also applies to medical interns. The allowance is paid from the time you are called and ends when you return home. Your travel costs for attending during on-call shifts will be reimbursed.

Death benefi tIn the event of your death, the umc will pay your surviving dependants three months’ salary plus the holiday allowance and end-of-year bonus over that period.

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Allowances and expenses

Work-related travelIf you have to travel for your work you should use public transport where possible. The umcs travel allowance is based on public transport. You may travel first class by train. If you have to take a taxi the expenses will also be reimbursed. Your superior may give you permission to use your own car, in which case you will receive an allowance of € 0.28 per kilometer, part of which is taxed. If you take your own car but could just as easily have used public transport you will receive € 0.09 per kilometre. If you are on business away from the city where your job is and your work takes you longer than four hours, you will receive an allowance for the costs of meals, accommodation and out-of-pocket expenses. The daily allowance for out-of-pocket expenses is € 2.75.

CommutingEvery umc has its own rules for reimbursement of commuting costs. You will find more information about this on intranet.

Requirement to relocateIf the employer requires you to move house you will be fully reimbursed for the costs of packing, transport and unpacking. You will also receive an allowance for other relocation expenses amounting to 10% of your annual salary if you move within one year and 8% if you move within two years. The maximum removal allowance is € 5,445. For the period during those two years that you have not yet moved you will receive a compensation for the costs of commuting or accommodation costs. You can also receive an allowance to cover the cost of double payment of rent amounting to a maximum of two months’ rent for your former home.

BIG (re)registrationIf you are obliged to register or re-register for your job under the terms of the Individual Health Care Professions Act (BIG) the umc will pay the costs. This arrangement does not apply to academic medical specialists who can use the job-related expenses allowance for this. If you should face criminal and/or disciplinary proceedings pursuant to BIG, the umc will in principle provide legal assistance for you.

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“Law at HBO level is a practical course with a lot of internships, which I can easily do at the AMC.”

I am happy when I’m studying

“When two divisions in the AMC were merged, there were suddenly two people for every position in the board’s secretariat where I worked. So when a vacancy arose for an HR assistant at the same time, I saw it as a perfect opportunity for a career change. I am now really enjoying my work in the HR department for Psychiatry. The merger made me realise that the organisation is developing continuously and that I also need to work constantly on my own personal development.In consultation with my superior, I decided to study law at HBO level. I already receive a lot of questions relating to the Cao and employees’

rights, so I am familiar with the fi eld. I also have a highly developed sense of justice. I can become very angry if something happens that is unfair. The course can help me to back up my feelings with arguments. I go to lectures every Tuesday from one o’clock until half past eight, and also study for around fi fteen hours in the evenings and at the weekend. It is tough, but I enjoy fi nding out how things really work, it give me satisfaction. I am happy when I’m studying. I am delighted to be using my personal budget for this course!”

Hilde van den Engel (42). HR assistant, Brains and Senses division, AMC

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Working hours, time off, leave

Annual working hours systemYour working hours percentage determines how many hours you must work in a year. On commencing employment and during your annual appraisal interviews you will make agreements with your superior on the days and hours for which you will be scheduled to work. The schedule allows for a good distribution of time off. This method is known as the annual hours system. The aim is to find a good balance between your needs and wishes and those of the umc. Your work roster must be made known ten days in advance.

Public holidaysPublic holidays are New Year’s Day, Easter Monday, Ascension Thursday, Whit Monday, Christmas Day and Boxing Day and Koningsdag. Every umc may appoint one or more additional local public holidays. You are free on public holidays, Saturdays and Sundays unless the interests of the umc make your presence essential. This applies, for instance, to jobs with continuous shifts.

HolidaysYou accrue holiday entitlement every year. Examples of annual working hours and the hours of entitlement to holiday leave are shown on the next page. Your annual holiday entitlement is 9% of your annual working hours. You are entitled to take at least two consecutive weeks of holiday every year. In principle, holidays must be taken in the calendar year in which they are due. If you are unable to, you must make agreements with you superior about when they will be taken. That also applies for holidays that have been carried over from previous years. Even if you are sick for a lengthy period, you should take holidays in the year in which the holiday entitlement is acquired, unless medical reasons prevent you from taking them. The umc can designate three mandatory days off, the so-called bridging days. A common bridging day is the Friday after Ascension Thursday.

Unpaid leaveYou may take unpaid leave for the following events:- giving public notice of the intention to marry: 1 day;- to attend the marriage of blood relatives and relatives in the first or second

degree: (brothers, brothers-in-law, sisters, sisters-in-law, children, step-children, adopted children, parents, parents-in-law, grandparents and grandchildren): 1 day.

24

Full-time work and holidays Jerry has a full-time job. How many hours does he have to work in 2014? Gross working hours 1,872 hours (52 weeks of 36 hours; 7.2 hours a day)

Deduct public holidays Deduct 7.2 hours for every public holiday that does not fall on a Saturday or Sunday. There are six such days in 2014 (New Year’s Day, Easter Monday, Ascension Thursday, Whit Monday, Christmas Day, 26 December).

6 days x 7.2 hours = - 43 hours

Deduct annual holidays The number of holiday hours amounts to 9% of 1,872 hours = - 168 hours

(Net) working hours to be rostered 1,661 hours

This calculation may differ from one umc to another due to mandatory days off or locally appointed holidays.

Part-time work and holidays Anne has a part-time contract of 75% of full-time hours. How many hours does she have to work in 2014? Gross working hours 75% of 1,872 = 1,404 hours (52 weeks x 27 hours; 5.4 hours per day)

Deduct public holidays Deduct 5.4 hours for every public holiday that does not fall on a Saturday or Sunday. There are six such days in 2009 (New Year’s Day, Easter Monday, Ascension Thursday, Whit Monday, Christmas Day, 26 December).

6 days x 5.4 hours = - 32 hours

Deduct annual holidays The number of holiday hours amounts to 9% of 1,404 hours = - 126 hours

Working hours to be rostered 1,246 hours

By agreement with her superior, Anne works 30 hours a week. She works more than 40 weeks. (41.53 x 30 = 1,246 hours). She has arranged to take three consecutive weeks off outside the school holidays.

25

Paid leaveYou can be given special paid leave for:- your marriage: 1 day;- the signing of a cohabitation contract before the civil-law notary: 1 day;- the registration of your partnership: 1 day;- your wife giving birth; the period of leave must be discussed with your

superior;- after your wife has given birth: 2 days;- the death of a first-degree relative (spouse, registered partner, parent

(in-law), (step)child: 4 days; - the death of a second-degree relative: brothers and sisters (in-law), (grand)

parents and (grand)children and (grand)parents and (grand)children in law: 2 days;

- adoption: up to three days per child;- moving house: 1 day per calendar year.

Emergency leaveYou can take up to one day’s leave if you have to take time off immediately to deal with a personal emergency. For example, if a water pipe has burst, your child has suddenly become ill or a death occurs. You will be paid in full for emergency leave.

Short-term care leaveYou can take short-term care leave if you have to arrange care for a (foster) child living at home, your domestic partner or a parent who has become ill. You must be the only person who can arrange the care. You can take off up to three times the number of hours that you work in a week in every 12-month period. You will continue to receive 70% of your salary for the hours of leave you take, with a minimum of 70% of salary scale 6, increment 10. However, you cannot receive more than your normal salary.

Maternity leaveYou are entitled to a total of 16 weeks of paid maternity leave. Maternity leave starts no sooner than six weeks and no later than four weeks before the expected due date. You are in any case entitled to at least 10 weeks of leave after the birth, in other words even if you stop working six weeks before the due date and your child is born two weeks late. During maternity leave you will receive your regular salary.

26

Leave for adoption and foster careIf you adopt or foster a child you can take four weeks leave. During this leave your salary will not be paid. The leave may be taken from two weeks before the actual arrival of the child and can be spread over a period of up to 18 weeks.

Parental leaveParental leave is not regulated in the Cao but by law. You can take parental leave if you are caring for children under the age of eight. You will not receive any salary for the hours of parental leave that you take. Naturally you will be paid for any hours you do work.

27


Illness and incapacity for work

Off sick? Active reintegration!If you are sick you must notify your employer as soon as possible. Every umc has its own procedure for calling in sick which explains precisely what you have to do. If you remain sick for longer than a few days, consider whether you could still do some of your work, at home for example. Together with the umc, you must make every possible effort to return to work as soon as possible. That is the best solution for everyone concerned. Active reintegration is a joint task for you and your superior, and if necessary the company doctor, the labour assessor and/or the P&O adviser, will assist and support you. If there is a risk of long-term absence, within six weeks the company doctor will analyse the problem and provide advice, on the basis of which you and your superior will, within eight weeks of your reporting sick, draw up an action plan with activities designed to promote your reintegration. If during the reintegration programme it turns out that you can no longer perform your own job, you and your superior will look for another job within the umc. If there is no other job, efforts will be made to fi nd work for you with another employer.

Income during illness Healthy: Kim works 24 hours a week

Gross monthly salary € 1,500

Sick: situation 1: Kim is absent for 24 hours and has no other work

1st 52 weeks: per month € 1,500

2nd 52 weeks: per month 1,500 x 70% € 1,050

Sick: situation 2: Kim is absent for 16 hours and works 8 hours

1st 52 weeks: per month € 1,500

2nd 52 weeks: per month € 1,200

(8/24 x 1,500) x 100% + (16/24 x 1,500) x 70%

Continued payment of salaryDuring the fi rst 52 weeks of incapacity for work the umc will continue to pay your income in full. During the second 52 weeks you will receive at least 70% of your income. The more you work, the higher your income will be. If your

28

incapacity for work exceeds 35% and lasts longer than 104 weeks, your income will depend greatly on the degree of incapacity for work, whether you can still perform work and the degree to which you do actually perform work. Anyone who does not cooperate with the reintegration process or who feigns illness will not be paid.

Collective health insuranceYou can participate in a collective health insurance scheme arranged specifi cally for umc employees: UMC Zorgverzekering. The umc will withhold the premiums from your salary. You can also insure your partner and any children up to the age of 30, for whom you will pay the insurer directly.

More information: www.umczorgverzekering.nl. If you have another health insurance policy, the premiums will not be withheld from your salary and you will have to pay them directly to the insurer.

29


Disciplinary measures

SuspensionAn employee can be suspended if it would be irresponsible to allow them to continue working for a time, for example during an investigation into a suspicion of theft. A suspended employee must have permission to enter the umc. In principle their salary will continue to be paid, but the umc may withhold part or all of the salary after some time.

SanctionsTheft, refusal to work, sexual harassment and accepting bribes are some of the offences for which a (suspended) disciplinary sanction can be imposed. Disciplinary measures take one of the following forms:a a written reprimand;b a once-off deduction of up to 10% of the employee’s monthly salary;c transfer to a different job, possibly with a lower salary;d suspension for a specified period, with the possibility of withholding all or

part of the salary;e dismissal.

If you feel a disciplinary sanction was wrongly imposed you may lodge an objection to the decision. You can also go to court.

3030

“I used to feel uncomfortable if I was not clear about what I was supposed to do, Now I just ask.”

Walking coach: discussing pitfalls during a pleasant walk

“I am aware of my strengths and weaknesses, but I want to be more effective. I thought a coach would be a good idea, but felt it would be a pity to spend my time off sitting inside and talking. After a little surfi ng on internet, I found a walking coach. A few times a year, I go for a walk with her for 90 minutes. It is fantastic to be out in the woods or on the moor. My coach will sometime use a stick to draw in the sand when she wants to explain something. There are no fi xed duties in my job as secretary to the dean. I make presentations, write policy memos, take the minutes at meetings and monitor progress with

various projects. Every day is different and I like that. My strengths are that I am fl exible and committed. A weakness is that I give too much and demand too little. For instance, I have to be careful not to agree too easily to cancel personal appointments on my day off on Wednesday in order to attend work meetings. I would not have done this coaching without a personal budget because it is quite expensive. Because I pay for it from my personal budget, it is entirely up to myself when I want a meeting and what I want to discuss. I like that.”

Irene Legemaat (52), secretary to the dean, board of management, LUMC

31


Cao à la carte

Tailor madeEveryone is different. One person wants more time off, another wants extra income and yet another wants to save more for their pension or to retire sooner. You can swap certain terms of employment so that the entire package matches your need more closely. You would be well advised to discuss at an early stage with your superior how your wishes can be best met.

a Time for time.If you work full-time, you can save up to 168 hours for paid leave. With the normal leave options it is diffi cult to plan a lengthy period of time off. It will often require a combination of holidays and unpaid leave. The time-for-time option in the Cao à la carte makes it a little easier to arrange a prolonged period of leave. The advantage of this option is that every hour you save will be paid at your hourly rate at the time you take the leave.

b Money for benefi ts in kind or additional pension rights.You can also swap gross salary for additional pension rights (provided it is still allowed under the tax rules) or benefi ts in kind. Benefi ts in kind include participation in the bicycle plan, payment of your trade union membership fee or the fee for other professional or trade associations. Your umc may also have an arrangement for payment of commuting expenses.

Membership of trade unionDick is a member of a trade union. This costs him € 125 a year. Dick waives € 125 of his gross end-of-year bonus in exchange for a net payment of his membership fee of € 125 for the trade union. This represents a net gain for Dick. Depending on his income, this saves him 32%, 42% or 52%.

3232

“Coaching takes energy, but it also gives me a lot of energy.”

I have given expression to my gentle side

‘What do I need with a personal budget? That’s what I asked myself a few years ago when it had just been introduced. But later it set me to thinking about which way I wanted to go in my work. I was a process analyst. In that job it was mainly my hard side that came to the fore: thinking in terms of protocols and closely following rules. It seemed a good idea to give expression to my gentler side for a change. My real strength lies in counselling and coaching people. I therefore wanted to use my personal budget to pay part of the cost of a course in professional coaching on work-related issues. My superior felt it was a good idea. It ultimately led to my appointment as her personal assistant,

so I have started doing far more HRM work. I have translated the knowledge I have acquired to the work fl oor. I produced a talent-motivation analysis linked to 360° feedback, which is in turn connected with the annual appraisal interview. As a result, the annual interviews have far more depth and value. I also coach a number of colleagues in other departments and I have started a private coaching practice. Not a huge number of clients, but I do learn other totally different and interesting things from it.”

Louise Evers (57) coordinator Functional and Data Management, UMCG

33

(Summary of chapters 13, 14, 15, 16 and 17 Cao umc 2013-2015)

Special provisions

There are a number of different or additional provisions for some groups of employees in the umc. These provisions relate mainly to working hours and salary. All the other rules in the Cao also apply to these groups unless other-wise stated. Particularly for the academic medical specialists there are a large number of arrangements that differ from the arrangements for other employees.

Medical school graduates and medical internsMedical interns have their own salary scale, see appendix B. The annual working hours for medical interns come to 2,392 and average 46 hours a week. If trainee doctors are present for 48 hours a week due to standby shifts, the hours in excess of 46 hours that are not worked (the so-called sleep hours) do not count has hours that are paid. These hours do count in determining the average weekly working hours for the purposes of the Working Hours Act. Medical interns also receive an allowance for irregular working hours. The umc pays 70% of their study costs. There is a set of rules for the training of AIOs (medical specialists in training) setting out the respective responsibilities of the umc and the AIOs.

Academic medical specialistsAn academic medical specialist engages in training and research in addition to providing patient care (for at least 18 hours a week). An academic medical specialist may be placed on the medical specialists’ salary scale for a maximum of three years in connection with (further) education or a particular project. This can also occur for one year on a trial basis, with the option of extending it by a year by mutual agreement. All other specialists are placed on the salary scale for university medical specialists. For both scales, see appendix C. Academic medical specialists must observe the professional charter which lays down the responsibilities of medical specialists.

Working hours and holidaysAcademic medical specialists work an average of at least 40 hours and a maximum of 48 hours a week. This is exclusive of shifts, work performed during shifts and hours they are instructed to work in excess of the offi cial working hours. The average working week, including shifts, can rise to a maximum of 55 hours. An academic medical specialist has 24 days of leave. If the agreed production target is met, the specialist is entitled to six additional days of leave.

34

Allowance for shiftsAcademic medical specialists have their own arrangement for working irregular hours. There is an allowance for 24-hour shifts and an allowance for onerous working conditions for specialists who work frequently in the evenings, at night and on weekends. The allowance for onerous working conditions depends on the frequency of the shifts and the volume of work performed and amounts to 0, 5, 10 or 20%.

Job-related expensesAcademic medical specialists receive a budget for expenses relating to their job in addition to their (extra) personal budget. These expenses include:- study costs for professional accreditation;- further training and attending conferences and symposia, including travel

costs;- membership of scientific organisations, the KNMG and professional

associations.The budget for job-related expenses is € 4,988.

StudentsStudents are in training for positions in nursing (qualification levels 2 to 5) and as operating theatre assistants and anaesthesia assistants, radiographers and radiotherapy assistants and for positions in the area of nuclear medicine. During the period of professional training the student receives pocket money and an allowance for college fees and course books. The allowance must be repaid if the training is not completed successfully. Students at qualification level 4/5 are placed in scale A in appendix D on the basis of an average working week of 36 hours during the professional training period. Students at qualification level 2/3 are placed in scale B in appendix D on the basis of an average working week of 36 hours during the professional training period. As long as the student has not reached the maximum salary in his scale the umc will continue to allow the next highest amount in the scale after each year on condition that the student is admitted to the next stage of the course. The umc pays the training costs during the professional training period, including college fees and the cost of prescribed course books.

Researchers in trainingResearchers in training (OIOs), formerly known as doctoral students, have their own salary scale, see appendix D. OIOs who successfully graduate with a doctorate during their employment receive a gross lump-sum bonus of € 750.

3535

Appendices: salary scales, index

A Salary scales 1-18, intermediate scales for nursing staff 36

B Medical interns 41

C Academic medical specialists 42

D Students 43

E Minimum holiday allowance 44

F Deputising allowance 45

Index 46

3636

Appendix A: Salary scales 1-18, intermediate scales for nursing staff

Salary scales 1 to 5

Monthly amounts in euros on the basis of full working hours

scale salary

1 2 3 4 5 1-8-2012 1-10-2013 1-1-2014 1-8-2014

0 1,538 1,553 1,564 1,580

0 1,571 1,587 1,598 1,614

1 0 1,605 1,621 1,633 1,649

1 1 0 1,640 1,656 1,668 1,685

2 1 1,673 1,690 1,702 1,719

3 2 2 0 1,707 1,724 1,736 1,753

4 2 1,741 1,758 1,771 1,789

5 3 3 1 1,779 1,797 1,810 1,828

6 4 3 1,829 1,847 1,860 1,879

5 4 2 1,883 1,902 1,916 1,935

6 5 4 1,949 1,968 1,982 2,002

7 6 5 3 2,018 2,038 2,053 2,074

7 6 4 2,078 2,099 2,114 2,135

8 7 5 2,141 2,162 2,178 2,200

9 8 6 2,198 2,220 2,236 2,258

9 7 2,260 2,283 2,299 2,322

10 8 2,320 2,343 2,360 2,384

9 2,376 2,400 2,417 2,441

10 2,436 2,460 2,478 2,503

3737



scale salary

1 2 3 4 5 1-8-2012 1-10-2013 1-1-2014 1-8-2014

0 1,538 1,553 1,564 1,580

0 1,571 1,587 1,598 1,614

1 0 1,605 1,621 1,633 1,649

1 1 0 1,640 1,656 1,668 1,685

2 1 1,673 1,690 1,702 1,719

3 2 2 0 1,707 1,724 1,736 1,753

4 2 1,741 1,758 1,771 1,789

5 3 3 1 1,779 1,797 1,810 1,828

6 4 3 1,829 1,847 1,860 1,879

5 4 2 1,883 1,902 1,916 1,935

6 5 4 1,949 1,968 1,982 2,002

7 6 5 3 2,018 2,038 2,053 2,074

7 6 4 2,078 2,099 2,114 2,135

8 7 5 2,141 2,162 2,178 2,200

9 8 6 2,198 2,220 2,236 2,258

9 7 2,260 2,283 2,299 2,322

10 8 2,320 2,343 2,360 2,384

9 2,376 2,400 2,417 2,441

10 2,436 2,460 2,478 2,503

scale salary

6 7 8 9 10 1-8-2012 1-10-2013 1-1-2014 1-8-2014

0 1,829 1,847 1,860 1,879

1 1,883 1,902 1,916 1,935

2 2,018 2,038 2,053 2,074

0 2,078 2,099 2,114 2,135

3 1 2,141 2,162 2,178 2,200

4 2,198 2,220 2,236 2,258

5 2 2,260 2,283 2,299 2,322

6 2,320 2,343 2,360 2,384

7 3 0 2,376 2,400 2,417 2,441

8 4 2,436 2,460 2,478 2,503

9 5 1 0 2,498 2,523 2,541 2,566

10 6 2,555 2,581 2,600 2,626

7 2 0 1 2,617 2,643 2,662 2,689

8 2,679 2,706 2,725 2,752

9 3 1 2 2,743 2,770 2,790 2,818

10 4 2,815 2,843 2,863 2,892

5 2 3 2,884 2,913 2,934 2,963

6 2,945 2,974 2,995 3,025

7 3 4 3,008 3,038 3,060 3,091

8 3,072 3,103 3,125 3,156

9 4 5 3,132 3,163 3,186 3,218

10 3,186 3,218 3,241 3,273

5 6 3,250 3,283 3,307 3,340

6 7 3,365 3,399 3,423 3,457

7 8 3,490 3,525 3,550 3,586

8 9 3,605 3,641 3,667 3,704

10 3,717 3,754 3,781 3,819

11 3,832 3,870 3,898 3,937

12 3,961 4,001 4,030 4,070

3838



scale salary

11 12 13 14 1-8-2012 1-10-2013 1-1-2014 1-8-2014

0 3,365 3,399 3,423 3,457

1 3,490 3,525 3,550 3,586

2 3,605 3,641 3,667 3,704

3 3,717 3,754 3,781 3,819

4 3,832 3,870 3,898 3,937

5 3,961 4,001 4,030 4,070

6 0 4,087 4,128 4,158 4,200

7 1 4,206 4,248 4,279 4,322

8 2 4,324 4,367 4,398 4,442

9 3 4,444 4,488 4,520 4,565

10 4 4,560 4,606 4,639 4,685

11 4,620 4,666 4,700 4,747

5 0 4,681 4,728 4,762 4,810

6 1 4,800 4,848 4,883 4,932

7 2 0 4,913 4,962 4,998 5,048

8 3 1 5,033 5,083 5,120 5,171

9 4 2 5,184 5,236 5,274 5,327

10 5,254 5,307 5,345 5,398

5 3 5,330 5,383 5,422 5,476

6 4 5,478 5,533 5,573 5,629

7 5 5,630 5,686 5,727 5,784

8 5,699 5,756 5,797 5,855

6 5,777 5,835 5,877 5,936

7 5,936 5,995 6,038 6,098

8 6,096 6,157 6,201 6,263

9 6,261 6,324 6,370 6,434

3939



scale salary

11 12 13 14 1-8-2012 1-10-2013 1-1-2014 1-8-2014

0 3,365 3,399 3,423 3,457

1 3,490 3,525 3,550 3,586

2 3,605 3,641 3,667 3,704

3 3,717 3,754 3,781 3,819

4 3,832 3,870 3,898 3,937

5 3,961 4,001 4,030 4,070

6 0 4,087 4,128 4,158 4,200

7 1 4,206 4,248 4,279 4,322

8 2 4,324 4,367 4,398 4,442

9 3 4,444 4,488 4,520 4,565

10 4 4,560 4,606 4,639 4,685

11 4,620 4,666 4,700 4,747

5 0 4,681 4,728 4,762 4,810

6 1 4,800 4,848 4,883 4,932

7 2 0 4,913 4,962 4,998 5,048

8 3 1 5,033 5,083 5,120 5,171

9 4 2 5,184 5,236 5,274 5,327

10 5,254 5,307 5,345 5,398

5 3 5,330 5,383 5,422 5,476

6 4 5,478 5,533 5,573 5,629

7 5 5,630 5,686 5,727 5,784

8 5,699 5,756 5,797 5,855

6 5,777 5,835 5,877 5,936

7 5,936 5,995 6,038 6,098

8 6,096 6,157 6,201 6,263

9 6,261 6,324 6,370 6,434

scale salary

15 16 17 18 1-8-2012 1-10-2013 1-1-2014 1-8-2014

0 5,330 5,383 5,422 5,476

1 5,478 5,533 5,573 5,629

2 5,630 5,686 5,727 5,784

3 0 5,777 5,835 5,877 5,936

4 1 5,936 5,995 6,038 6,098

5 2 6,096 6,157 6,201 6,263

6 3 0 6,261 6,324 6,370 6,434

7 4 1 6,464 6,529 6,576 6,642

8 5 2 6,668 6,735 6,783 6,851

9 6 3 0 6,879 6,948 6,998 7,068

7 4 1 7,100 7,171 7,223 7,295

8 5 2 7,325 7,398 7,451 7,526

9 6 3 7,561 7,637 7,692 7,769

7 4 7,802 7,880 7,937 8,016

8 5 8,050 8,131 8,190 8,272

9 6 8,308 8,391 8,451 8,536

7 8,574 8,660 8,722 8,809

8 8,847 8,935 8,999 9,089

9 9,130 9,221 9,287 9,380

40

Intermediate scales for nursing staff


40

Intermediate scales for nursing staff


scale salary

8a 8b 9a 9b 1-8-2012 1-10-2013 1-1-2014 1-8-2014

0 2,376 2,400 2,417 2,441

0 1 2,498 2,523 2,541 2,566

1 2,555 2,581 2,600 2,626

2 2 0 2,617 2,643 2,662 2,689

2,679 2,706 2,725 2,752

3 3 0 1 2,743 2,770 2,790 2,818

4 4 1 2,815 2,843 2,863 2,892

5 5 2 2 2,884 2,913 2,934 2,963

6 6 2,945 2,974 2,995 3,025

7 7 3 3 3,008 3,038 3,060 3,091

8 3,072 3,103 3,125 3,156

9 4 4 3,132 3,163 3,186 3,218

10 3,186 3,218 3,241 3,273

5 5 3,250 3,283 3,307 3,340

6 6 3,365 3,399 3,423 3,457

7 3,490 3,525 3,550 3,586

8 3,605 3,641 3,667 3,704

41

appendix B

Salary scale for medical interns (scale 11a)


41

appendix B

Salary scale for medical interns (scale 11a)


scale salary

8a 8b 9a 9b 1-8-2012 1-10-2013 1-1-2014 1-8-2014

0 2,376 2,400 2,417 2,441

0 1 2,498 2,523 2,541 2,566

1 2,555 2,581 2,600 2,626

2 2 0 2,617 2,643 2,662 2,689

2,679 2,706 2,725 2,752

3 3 0 1 2,743 2,770 2,790 2,818

4 4 1 2,815 2,843 2,863 2,892

5 5 2 2 2,884 2,913 2,934 2,963

6 6 2,945 2,974 2,995 3,025

7 7 3 3 3,008 3,038 3,060 3,091

8 3,072 3,103 3,125 3,156

9 4 4 3,132 3,163 3,186 3,218

10 3,186 3,218 3,241 3,273

5 5 3,250 3,283 3,307 3,340

6 6 3,365 3,399 3,423 3,457

7 3,490 3,525 3,550 3,586

8 3,605 3,641 3,667 3,704

scale salary

11a 1-8-2012 1-10-2013 1-1-2014 1-8-2014

0 3,132 3,163 3,186 3,218

1 3,250 3,283 3,307 3,340

2 3,365 3,399 3,423 3,457

3 3,490 3,525 3,550 3,586

4 3,605 3,641 3,667 3,704

5 3,717 3,754 3,781 3,819

6 3,832 3,870 3,898 3,937

7 3,961 4,001 4,030 4,070

8 4,087 4,128 4,158 4,200

9 4,206 4,248 4,279 4,322

10 4,324 4,367 4,398 4,442

4242

Appendix C

Salary scales for academic medical specialists


scale Medical specialists (MS)

salary

increment 1-8-2012 1-10-2013 1-1-2014 1-8-2014

0 5,334 5,387 5,426 5,480

1 5,802 5,860 5,902 5,961

2 6,383 6,447 6,493 6,558

scale Academic medical specialists (AMS)

salary

increment 1-8-2012 1-10-2013 1-1-2014 1-8-2014

0 6,979 7,049 7,100 7,171

1 7,340 7,413 7,466 7,541

2 7,697 7,774 7,830 7,908

3 8,060 8,141 8,200 8,282

4 8,421 8,505 8,566 8,652

5 8,783 8,871 8,935 9,024

6 9,143 9,234 9,300 9,393

7 9,505 9,600 9,669 9,766

8 9,865 9,964 10,036 10,136

scale Professor/medical specialists (P/MS)

salary

increment 1-8-2012 1-10-2013 1-1-2014 1-8-2014

0 8,685 8,772 8,835 8,923

1 8,964 9,054 9,119 9,210

2 9,243 9,335 9,402 9,496

3 9,521 9,616 9,685 9,782

4 9,803 9,901 9,972 10,072

5 10,080 10,181 10,254 10,357

6 10,359 10,463 10,538 10,643

7 10,637 10,743 10,820 10,928

scale Professor, Professor/head of department (P, P/HD)

salary

increment 1-8-2012 1-10-2013 1-1-2014 1-8-2014

0 10,028 10,128 10,201 10,303

1 10,354 10,458 10,533 10,638

2 10,680 10,787 10,865 10,974

3 11,003 11,113 11,193 11,305

4 11,331 11,444 11,526 11,641

5 11,658 11,775 11,860 11,979

6 11,982 12,102 12,189 12,311

7 12,307 12,430 12,519 12,644

4343

Appendix D

Salary scales for students


scale Medical specialists (MS)

salary

increment 1-8-2012 1-10-2013 1-1-2014 1-8-2014

0 5,334 5,387 5,426 5,480

1 5,802 5,860 5,902 5,961

2 6,383 6,447 6,493 6,558

scale Academic medical specialists (AMS)

salary

increment 1-8-2012 1-10-2013 1-1-2014 1-8-2014

0 6,979 7,049 7,100 7,171

1 7,340 7,413 7,466 7,541

2 7,697 7,774 7,830 7,908

3 8,060 8,141 8,200 8,282

4 8,421 8,505 8,566 8,652

5 8,783 8,871 8,935 9,024

6 9,143 9,234 9,300 9,393

7 9,505 9,600 9,669 9,766

8 9,865 9,964 10,036 10,136

scale Professor/medical specialists (P/MS)

salary

increment 1-8-2012 1-10-2013 1-1-2014 1-8-2014

0 8,685 8,772 8,835 8,923

1 8,964 9,054 9,119 9,210

2 9,243 9,335 9,402 9,496

3 9,521 9,616 9,685 9,782

4 9,803 9,901 9,972 10,072

5 10,080 10,181 10,254 10,357

6 10,359 10,463 10,538 10,643

7 10,637 10,743 10,820 10,928

scale Professor, Professor/head of department (P, P/HD)

salary

increment 1-8-2012 1-10-2013 1-1-2014 1-8-2014

0 10,028 10,128 10,201 10,303

1 10,354 10,458 10,533 10,638

2 10,680 10,787 10,865 10,974

3 11,003 11,113 11,193 11,305

4 11,331 11,444 11,526 11,641

5 11,658 11,775 11,860 11,979

6 11,982 12,102 12,189 12,311

7 12,307 12,430 12,519 12,644

professional training period1-8-2012 1-10-2013 1-1-2014 1-8-2014

pocket money 450 450 450 450

clinical training period

scale A 1-8-2012 1-10-2013 1-1-2014 1-8-2014

fi rst year 1,157 1,169 1,177 1,189

second year 1,462 1,477 1,488 1,503

third year 1,651 1,668 1,680 1,697

fourth year 1,808 1,826 1,839 1,857

scale B 1-8-2012 1-10-2013 1-1-2014 1-8-2014

fi rst year 964 974 981 991

second year 1,080 1,091 1,099 1,110

third year 1,283 1,296 1,305 1,318

researchers in training

scale 1-8-2012 1-10-2013 1-1-2014 1-8-2014

0 2,141 2,162 2,178 2,200

1 2,498 2,523 2,541 2,566

2 2,617 2,643 2,662 2,689

3 2,743 2,770 2,790 2,818

4444

Appendix E

Minimum holiday allowance


age1-8-2012 1-10-2013 1-1-2014 1-8-2014

17 and under 77.32 78.09 78.66 79.44

18 92.79 93.71 94.39 95.33

19 108.25 109.33 110.12 111.12

20 123.71 124.95 125.85 127.11

21 139.18 140.57 141.58 143.00

22 and over 154.64 156.19 157.31 158.89

4545

Appendix F

Deputising allowance


age1-8-2012 1-10-2013 1-1-2014 1-8-2014

17 and under 77.32 78.09 78.66 79.44

18 92.79 93.71 94.39 95.33

19 108.25 109.33 110.12 111.12

20 123.71 124.95 125.85 127.11

21 139.18 140.57 141.58 143.00

22 and over 154.64 156.19 157.31 158.89

scale salary

1-8-2012 1-10-2013 1-1-2014 1-8-2014

3 95 96 97 98

4 99 100 101 102

5 104 105 105 106

6 110 111 112 113

7 122 124 124 126

8a 138 139 140 141

8(b) 139 140 141 143

9a 153 154 155 157

9(b) 156 157 158 160

10 161 163 164 166

11 200 202 203 205

12 234 236 238 240

13 260 262 264 267

14 279 282 284 287

15 305 308 311 314

16 333 337 339 343

17 364 368 371 374

18 400 404 407 411

scale salary

1-8-2012 1-10-2013 1-1-2014 1-8-2014

MS 293 296 298 301

UMS 421 425 428 433

H/MS 483 488 491 496

H,H/A 558 564 568 574

4646

Index

ABP 11, 15

academic medical specialists 14, 21, 33, 42

accommodation costs 21

accreditation 25, 26

adoption leave 25, 26

AIO = medical intern

allowances 18, 21

annual appraisal interview 13, 18, 23

annual task 23

annual working hours system 23

AOW 11

BIG (re)registration 21

bridging days 23

Cao à la carte 31

care leave 25

career 13

career advice 13

commuting (costs) 21, 31

confi dentiality 10

daily allowance 21

death benefi t 20

deputising allowance 19

development, personal budget 13, 14, 15, 34

disciplinary measures 29

education 13, 34

emergency leave 25

end-of-year bonus 17, 19

expenses 21

external activities 10

foster care 26

FPU 11

Fuwavaz 18

group health insurance 28

holidays 14, 15, 18, 23, 31

holiday allowance 17, 19, 44

illness 11, 23, 27

incapacity for work 27

indefi nite period, employment contract 9

irregular hours allowance 19, 33

job grading 18

leave 11, 29

legal assistance 21

life-course savings scheme 15, 17

long-service bonus 18

maternity leave 25

medical intern 10, 19, 20, 33, 41

medical school graduate 33

medical specialist in training = AIO

monthly salary 17, 18

moving allowance 21

notice period 11

OIOs 34

on-call allowance 19

on-call shift 19

on-call work 10

overtime 17, 19

overtime allowance 19

4747

paid leave 25

parental leave 26

part-time 5, 24

part-time retirement 11

pension 11, 14, 15, 31

permanent employment 9, 10

personal budget (extra) 13, 14, 15, 34

personal transport (car) 21

probation period 9

public holidays 19, 23, 24

public transport 21

recruitment 9

reintegration 27

remuneration 13, 18

reorganisation 11

recruitment code 9

requirement to move 21

researchers in training 34

resignation 11

salary 14, 17, 25, 29, 35

salary scales 35

selection procedure 9

Short-term care leave 25

social plan 5, 11

standby shift 19

student 18, 19, 34, 43

suspension 29

taxi 21

temporary employment 9

training 13, 33

training budget 14

transfer 10, 29

travel expenses 20, 21, 34

work-related travel 21

working conditions 13

working hours 13, 19, 23, 33

48

Colophon

Published in 2014

NFU in association with CMHF,

AC/FBZ, CNV Publieke Zaak

and Abvakabo FNV

Text

Joop K. de Vries, Haarlem

Design

Terralemon, Amsterdam

Photography cover

Health in view /

Sabine Lokhorst;

with thanks to umcs

Illustrations

Brigida, Utrecht

Printer

Drukkerij Badoux, Houten

Financed by

SoFoKleS

NFU number

14.3980

Documents

Highlights of the Cao umc 2013 - 2015