Pay Policy and Salary Scales

8/8/2019 Pay Policy and Salary Scales

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PERFORMANCE AND REWARD

Pay Policy


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Contents

Chapter TITLE Page

1 INTRODUCTION1.1 Overview1.2 Delegated authorities2 THE LSC REWARD STRATEGY2.1 Purpose of the reward strategy2.2 Structure2.3 Principles3 THE NEW PAY SYSTEM

3.1 Background3.2 Principles of the new pay system3.3 Market related pay and pay zones3.4 Broad Bands3.5 Job families and job levels3.6 Position in pay range3.7 Performance related salary progression

3.8 Annual salary review strategy4 TERMINOLOGY4.1 Comparative ratio and the Normal Maximum4.2 Role Description4.3 Business Case

5 SAFEGUARDS5.1 Purpose

5.2 Principles5.3 The need for safeguards6 PROCESSES FOR NEW POSTS/RESTRUCTURES6.1 Replacing an existing role holder at the same level or a

lower level6.2 Establishing a new role within the LSC6.3 Restructures6.4 Changing an existing role to a higher Band and/or level7 APPLYING THE PAY RANGES7.1 Internal promotions and/or external recruits7.2 Special considerations for contractors/fixed term

employees7.3 Promotions of internal candidates to permanent posts8 EFFECTS ON SALARY OF INTERNAL CHANGES


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1. INTRODUCTION

1.1 Overview

This document provides the detail about the pay system of the Learning + SkillsCouncil (LSC) and is structured to assist all staff in understanding the pay processand their areas of responsibility. It also provides information about the variousprocesses linked to pay.

1.2 Delegated authorities

Regional Directors (RDs) Executive Directors (EDs) and National Directors (NDs)operate under delegated authorities in respect of appointing staff and changing theirterms and conditions. Each item stipulates that the authority is delegated withinNational HR policies. This document sets out the detail of the pay policy.

If an RD, ED or ND wishes to appoint staff or change the pay of staff outside thispolicy then the prior approval of the National Director of Corporate Services isrequired.

2. THE LSC REWARD STRATEGY

2.1 Purpose of the reward strategy

Pay is an important part of the LSC reward strategy however, before looking at the

details of the pay system, it might be useful to say a few words about the overallstrategy. Our reward system has been designed to enable us to recruit, develop,reward, motivate and retain high quality people capable of delivering our wide-ranging remit.

2.2 Structure

The LSC has introduced an integrated Performance and Reward Strategy, which is

intended to be competitive with the external market. The aim is to offer a fair andtransparent structure so everyone can see how individual rewards are determined.

2.3 Principles

In order to achieve our purpose the reward system must be manageable


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When the LSC was established in April 2001, it brought together a large number oforganisations, all with their own structures, terms and conditions. During the period ofJuly to September 2002 all employees were offered new contracts during theHarmonisation exercise. As a result nearly all staff are now on the same terms andconditions.

3.2 Principles of the new pay System

The new pay system is based on a series of principles for deciding how each part ofthe structure should be organised. The key components of the system are:

Market related pay- backed by a system of pay zones

Broad Bands- groups of roles with similar levels of contribution to the business

Job families- groups of roles with similar characteristics but different levels of responsibilityand pay

Pay Ranges- determined by job function and location

Performance-Related Salary Progression- relating pay to personal contribution

3.3 Market related pay and pay zones

The market-related pay system relates pay in each LSC location to the marketconditions prevailing in different parts of the country. Pay is set for each job level ateach LSC location. This type of pay system gives us flexibility to recruit, retain andoffer competitive pay in the areas where the LSC operates.

As different rates of pay apply in different parts of the country, depending on a widerange of factors, pay in some locations will be higher than in others. To establishgeographic differences that take account of local conditions, offices that share similarlocal pay market characteristics are grouped together into a Pay Zone. Someorganisations reflect variations in regional costs such as London WeightingAllowances The LSC pay zone information is given in Annex 1


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The bands are:Band 5 Regional, National and Executive DirectorsBand 4 DirectorsBand 3 Senior Specialists and ManagersBand 2 Specialists and ManagersBand 1 Support Staff

The band structure minimises the number of hierarchies across the organisationalstructure, assisting the LSC to function effectively

3.5 Job families and job levels

Job families complement the five broad bands outlined earlier. While the broad bandsdeal with groupings of similar roles, job families go further taking account of similarroles, but where the job content involves different levels of skills, knowledge andexperience. For example Marketing and Communications and Finance would be inseparate job families because of the different nature of their work and the skillsrequired.

Eight job families have been created

Core Functions

Finance

Communications and Marketing

Human Resources

General Management

Specialists

Secretarial

Administrators and Technicians

These are sub-divided. The structureis currently being reviewed, to ensureconsistency with the New LSC.

Job levels reflect the magnitude of the differences between jobs a process that


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Band Level Administrator/

TechnicianSupervisory/FirstLinemanagement

GeneralManagement

Specialist

4 CBA

Manager 5Manager 4Manager 3

3 BA

Manager 2Manager 1

Special. 4Special. 3

2 CB

A

Admin/Tech 7

Admin/Tech 6

Supervisor 2

Supervisor 1

Special. 2Special 1

1 EDCBA

Admin/Tech 5Admin/Tech 4Admin/Tech 3Admin/Tech 2Admin/Tech 1

The structure enables a view to be taken on where jobs fit within a job familystructure. This then allows for a clear career progression path to be established. Notall job families have all these levels. For example the Finance family starts at 1E.People working in Finance below this level may be in the Admin/Tech family forinstance, because of the nature of their role.

3.6 Position in pay range

Salary scales have been introduced which offer a spread of salaries representing theminimum (80%) and the normal maximum (100%) that the LSC will pay for aparticular job in a particular pay zone. The normal maximum for the basic ranges byzone are given in Annex 1.

As a guide people who are completely new to a role and do not have previousexperience may be brought in at 80% of the range. Somebody who is fully competentin all aspects of a role would be expected to be at between 95 to 100% of the range.In some cases we do pay more than 100% for people exceeding expectations yearafter year up to a maximum of 120%.

3.7 Performance related salary progression


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other with encouragement and coaching, promoting innovation and makingcontinuous improvements in skills and knowledge are just some of the attributes thatconstitute effective working.

Our performance management system ensures that such qualities will be recognisedand form part of the annual salary review. In this way, people can see how they canmove up the pay range if their performance warrants it. The performancemanagement system runs from 1 April-31 March which allows time for performanceissues to be incorporated into the annual pay review, which is effective from 1 Julyeach year

If an employee joins the organisation more than two months prior to the end of the

performance year (that is before 1 February), their performance will be formallyreviewed. If they join the organisation after 1 February, it would not be practical tojudge their performance on less than two months in a role and they will not need tohave a formal review. They will however be subject to the normal probationary reviewprocess.

3.8 Annual salary review strategy

The annual review date for all salaries is 1 July. This gives employees a right to areview of their pay, it does not mean that pay will automatically be increased.

Salary review decisions are made locally under delegated authorities within eachLSC or directorate, governed by LSC pay management guidelines and budgets andmoderated by the national HR team to ensure consistent application of criteria andcompliance with budget allocations.

Individual salary reviews are related to three main factors:

the current salary level in the salary range the amount of money available performance.

As mentioned above, staff joining after the 1 February will not have a performance

assessment rating so will not get a performance related increase but may be eligiblefor a pay positioning increase. Staff who join after 1 May should be recruited to thenew pay ranges so will not be eligible for an increase until July of the following year.

Individual reviews are applied according to a grid. The effect of applying this grid isthat the pay position of staff who are lower in the range than they should be is


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4.1 Comparative ratio and the Normal Maximum

In the following sections we will be using the expressions compa-ratio and NormalMax. In this context the Normal Max is the 100% position for a level in a zone. So, forexample, if you look at the table in Annex 1 you will see that a 1A role in Zone 1 hasa Normal Max of 15,450

The compa-ratio represents the position of actual pay to the Normal Max for the role.So, if we continue the above example, if the person undertaking this 1A role in Zone1 is actually paid 13,132 their compa-ratio would be 85%.

4.2 Role description

A role description provides a systematic, clear, objective and current account of therole. It shows why the role exists. It should describe what is done, to what and whatis achieved. It fleshes out the main characteristics and features of the role. It mustdescribe the purpose of the role and the underlying contribution of the role to theorganisation.

The role description serves several purposes

- It acts as the job specification in the recruitment process

- It provides information about what the role holder needs to achieve in order tobe successful in their role

- It gives HRMs and the decision makers information in order that they candetermine the size of the role so that it can be allocated to the correct bandand level

The role description describes the role not the person undertaking the role. It willcontain some details about the skills necessary to undertake the role successfully.

Detailed information about how to complete Role Descriptions is available in the LSC

Recruitment and Selection Policy.

4.3 Business case

Except in the case of a like for like replacement, a business case will be required, toprovide the decision makers (RDs/EDs/NDs Compensation & Benefits team) with all


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- any cost/benefit analysis is reasonable

In the cases of band level reviews and restructures it is preferable to include new andold organisation charts which should show the band and levels of adjoining roles. Inthe case of band 3 & 4 roles it should also indicate how this role fits with its local peergroup.

5. SAFEGUARDS

5.1 Purpose

In section 6 the change processes are explained in detail. For each type of change

there are different levels of safeguard. In this section the rationale for thesesafeguards is given.

5.2 Principles

The main principle behind the safeguards is to try and ensure consistency ofapplication of the Reward Strategy principles. This should be achieved at a local levelby peer group review, backed up by a review at national level.

5.3 The need for safeguards

There are three main reasons why safeguards are required, equal pay issues, costand consistency. If an organisation lacks sufficiently rigourous safeguards thefollowing issues can arise:

Pay drift/grade drift

Inequity between offices

Equal pay cases

Pay rates too high for jobs against the standard benchmarks

Current affordability issues for the organisation and, more importantly, futureaffordability risk

A system that has so many inconsistencies it is no longer sustainable


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6.1 Replacing an existing role holder at the same level or a lower level

An Authority to Recruit form (ATR) should be completed showing the name and levelof the incumbent. The ATR should be agreed by the Office/Directorate SeniorManagement Team (SMT) to ensure consistency within the Office/Directorate, thensigned by the RD/ED/ND. The ATR should then be sent to the Compensation &Benefits team.

6.2 Establishing a new role within the LSC

When a business need arises to establish a new role or to fill a vacancy that hasbeen left for six months or more within either a local office or national office group,

the process detailed below should be followed.

6.2.1 Process

- The local line manager to draft the role description, business case andorganisation chart in conjunction with the appropriate HR representative inaccordance with the guidelines and by reference to the job family structure

- If its an entirely new role, it may be worth talking to the C&B team as theremay be a generic role description covering the role available.

- The completed role description must include the relevant job family with arecommended pay band and level.

- The band and level must be agreed by the relevant peer group. An ATR must

be completed, signed by the RD/ED/ND (or their delegated representative)and then sent to the Compensation & Benefits Team.

- For the time being posts in Bands 1, 2 and 3 the ATR will be reviewed by theCompensation & Benefits team. For posts in Band 4 and 5 the ATR will bereviewed by the Director of Performance and Reward.

6.2.2 ATR reviews

- The purpose of the internal reviews is to obtain consistency within theOffice/Directorate. The purpose of the National Office review is to obtainconsistency across Offices/Directorates, as far as possible


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A restructure will involve more than one role and should be forwarded to the Directorof Performance and Reward in the first instance. The same process as above willneed to be followed. Clearly the business case and the organisation charts will bemore complex, and it would seem advisable for the local manager to discuss theissue with the Director of Performance and Reward before making a formalsubmission.

When undertaking a restructure offices/Directorates must take into account the effectthe restructure will have on the potential Normal Max of all the changes, to ensureoverall costs are not increased which may compromise future affordability.

6.3.2 Support available

When thinking about organisational change there are a great many factors whichneed to be taken into consideration, such as:

Ensuring appropriate job design, that responsibilities are not sliced too thinly,jobs are not too big for one person

Structures are appropriate and workable, chains of command are clear,workflow is organised logically

Cost structures are appropriate

There is Union consultation on organisational changes

There is awareness of obligations and/or legal requirements e.g. if posts are

being made redundant

Changes made are not later open to challenge if incorrect procedures havebeen followed

These are all areas where the Specialist teams have specific expertise and issuescan be avoided if advice is sought beforehand.

6.4 Changing an existing role to a higher Band and/or level

Where business needs determine that a role should be amended to reflect changedduties and responsibilities the same process as outlined above for establishing a newrole should be adopted. There must be a justified business case for changing a band


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When promoting an internal employee or offering a role to an external employee youwill need to estimate where the individual will sit within the pay range. This will takeinto account:

- Background. What type of culture are they used to operating in? Are thereany issues about working with the LSC values?

- Experience. Is previous experience relevant to the new role? Is theirexperience transferable?

- Knowledge. Do they have the knowledge necessary for the role? Can it belearned? Do they apply the knowledge they already have?

- Competencies. What skills are necessary?

- Development needs. Can any identified training needs be accommodated? Isfurther training required?

By assessing the individual against all relevant factors you will form a judgement ofhow proficient he/she will be in the initial performance of the role and therefore how

much salary should be paid.

The initial target rate for both new recruits and promotees is 80%-90%, althoughthere can be exceptions. Account should be taken of any market premiums that havebeen added into the pay ranges for certain sectors. However In seeking to recruitfrom outside the LSC, it is likely that candidates are seeking a significant rise on theircurrent salary to compensate for moving into a new environment. In addition it is

likely that new external candidates, particularly at the higher job band levels have agreater level of relevant experience. Consequently a greater level of flexibility maybe required when appointing employees in such circumstances.

There will be cases where potential new employees have been seemingly overpaidor underpaid by their current/previous employers relative to the LSC job families andpay bands. Managers in conjunction with their HR colleagues are expected to makea judgement as to the relevant experience and worth of potential new recruits against

their current employees, job descriptions and pay ranges.

New recruits who commence after 1st May in any year must be advised that theirsalary will not be reviewed until 1st July of the following year.

7 2Special considerations for contractors/fixed term employees


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Promotion is defined as a move to a role at a higher Band level. With the integratedjob banding structure and job families the steps between each of the levels issignificant and reflects significant increases in duties and responsibilities. The stepsare bigger as employees progress up the structure and consequently account shouldbe taken of the greater increases in duties and responsibilities between steps asemployees progress.

It is normal for the vast majority of promotions to be either an increase of 1, 2, orexceptionally 3 steps, up to and including promotion to 2C, and 1 or 2 steps up toand including promotion to 4C. There may be cases which fall outside of thisguideline and they will require additional justification.

8. EFFECTS ON SALARY OF INTERNAL CHANGES

8.1 Changes to pay - principles

Before looking at the details of increases, there are some important principles thatshould be applied. The rationale behind these principles is that the LSC needs tointroduce greater flexibility into its work practices, in order to deliver

the demanding targets it has been set.

The first principle is that an individuals pay should not normally be increased outsideof the annual pay review as this may raise issues about equal pay, inequity,affordability and consistency. There should be no mid year pay increases.

The second principle is that an employees pay should not be increased simply

because they are excelling at their role. Pay and bonus are linked to the PerformanceManagement System and this system should be used in order to recognise theadditional effort/responsibility.

The third principle is that employees should not automatically receive an allowancefor covering the whole or part of another role. Again the performance managementsystem should be used to reward the additional effort. Paying an additional allowancemay be, in fact, duplicating payment.

8.2 Promotions

The following are guidelines as to the practical application of the pay ranges forpromoting internal employees.


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Where there is a 2 step change and where an increase to the minimum of theband/level requires greater than 10% but less than 20% a phased increase should beactioned in 2 stages: 50% of the amount immediately and 50% 6 months later.

e.g. Employee appointed to grade 2A in zone 5 post with effect from 1st August.

Current salary = 14,000New salary = 16,648 (80% of range)Increase of 2,648 (18.91%)Therefore 50% of increase on 1st August of 1,324, making salary 15,324Further payment on 1st February of 1,324 bringing salary to 16,648

Where an increase to the minimum of the grade requires between 20% and 40%, a

phased increase should be actioned in three stages: 33.33 % immediately from thedate of promotion, 33 .33% after 6 months in the role and 33.33% after 12 months.

e.g. Employee appointed to grade 2A in a zone 4 post with effect from 1st DecemberCurrent salary = 13,500New salary = 17,304 (80% of range)Increase of 3,804 (28.18%)Therefore 33.33% on 1st December making salary 14,768

Further payment of 1,268 on 1st May making salary 16,036Final payment of 1,268 on 1st November making salary 17,304Pay awards will still apply, see below.

Phased payments are to be fixed at the outset and added to basic salary on the setdates, subject to satisfactory performance. Where there are 3 fixed payments, thesewill most likely span the 1st July (Annual Pay Review Date) and the normal pay

review processes will apply. If an employees salary turns out to be below thenormal pay band minimum on the date of the final payment, due to an increase thepay ranges, then the salary should be increased to the appropriate level.

Phased increases are being retained to bridge the significant gap that occurs not onlyin pay, but the increased duties and responsibilities as a result of the significant stepchange in roles. A further rationale behind this approach is to manage employeesfuture salary increase expectations with more realistic values.

If you wish to go above a comparatio of 80% and the resulting salary increase isabove 10%, a business case for this level of increase should be submitted to theDirector of Performance and Reward.

You should not normally offer more than 90% of the normal market maximum as you


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No probationary periods will apply to internal promotions, only to new recruits. Ifindividual performance is not meeting expectations, however, where a phasedincrease is being progressed, this should be withheld subject to appropriateconsultation with the employee.

8.3 Transferring Between pay zones

Where an employee applies for and is successful in gaining a post in a location whichis in a different pay zone to the one the employee is currently in, the followingprinciple should be applied:

The comparatio that the employee is currently paid should be replicated in the same

grade in the new Pay Zone and the same principles applied.

Example 1. Moving to a higher Pay Zone. If an employee is paid 31,500 at Band 3Ain Pay Zone 5, their comparatio is 91.01%. If they are transferring to a post in PayZone 2, the equivalent comparatio in Pay Zone 2 should be taken into consideration.In this example 91.01% of the 3A Pay Band in Pay Zone 2 equals 33,746 so theincrease would be (33,746 - 31,500) = 2,246.

Example 2. Moving to a lower Pay Zone. If we use the above example but say thatthe employee is moving from Pay Zone 2 to Pay Zone 5 their salary would decreaseby 2,246 (from 33,746 down to 31,500).

If there is a promotion involved, the principles in section 7.1 above will need to beapplied.

8.4 Promoting employees who currently receive more than 100% of the newrole

Where employees seek a change of role to a post where they are currently paid morethan the normal job banding maximum (100%) no increase should be awarded. Theemployee concerned will have already benefited from receiving a higher level of payrelative to the value of the role they have been undertaking and is being given anopportunity to undertake a more substantive and rewarding role.

8.5 Employees with TUPE Transfer Provisions

Where employees have retained their TUPE entitlement to additional benefits, forexample, Private Medical Insurance, Permanent Health Insurance, Dental Insurance,a car or contractual Car Parking this must be excluded from any revised contract


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It is essential to adopt the process outlined below when comparing the situations ofemployees with retained contractual benefits against their colleagues on LSC terms.

With a basic salary of 14,000 in Band 1, under LSC terms they will receive:

Basic Pay 14,000Flex allowance 600Bonus 450Total 15,050

Basic Pay 14,000PMI 350

Car (cost to LSC) 3,600Car Parking 750Total 18,700The total package represents 124% when compared to their peer.

An assessment has to be made of where the individual fits within the pay range as tothe level of pay increase to be granted on promotion, not the value of their package.

9. TEMPORARY PROMOTIONS/ADDITIONAL RESPONSIBILITYALLOWANCE ETC

9.1 Principles

As mentioned previously the LSC is aiming to increase the flexibility and adaptability

of employees. Part of this means that the payment of any of these types ofallowances should be regarded as the exception rather than the rule. It should beremembered that the Performance Management System is performance related.Continued exceptional contribution can be acknowledged by an EE rating, which willmean not only a potentially higher salary increase but also a higher level of bonus.Any temporary promotion allowances should be agreed at the outset and cover thewhole period of the temporary promotion, so the allowance will not be changed ifthere is a pay review during the period of cover.

9.2 Additional responsibilities

Additional responsibility allowances are when an employee undertakes a proportionof a higher banded role without undertaking the full range of duties andresponsibilities A judgement will need to be made as to the percentage of the


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As a guide, at Band Level 3B and above it is not envisaged that employees will beundertaking the full duties and responsibilities of the post owing to the potentiallylimited timescale involved in undertaking the role.

9.3 Temporary promotions

Temporary promotions are when an employee undertakes the full range of additionalduties and responsibilities of a higher banded role within the same office for a periodin excess of 3 months, to a maximum of twelve months. Special consideration mustbe given if a period in excess of 12 months is being envisaged, which should bediscussed with the Director of Performance and Reward.

Where an individual is undertaking a role in an office that is not their normal place ofwork, the Secondment policy applies.

9.4 Calculating the Temporary Promotions Allowance

The matrix below represents the maximum that should be paid to employeesundertaking temporary promotions, even though this may not reach the band levelminimum. This reflects the fact that there are potentially significant step changes

involved.

The same principles apply to temporary promotions as permanent promotions, inthat the maximum increase to be paid is limited to 10% on appointment with a furtherincrease if appropriate after 6 months of undertaking the increased duties andresponsibilities. As for permanent appointments, a special case can be made to theDirector of Performance and Reward where it is considered appropriate.

Maximum Percentage Increases on Temporary Promotion

TemporaryPromotion

Up to 1E Up to 2C Up to 3B Up to 4C

1 Step 10% 10% 10% N/A

2 steps 15% 15% 20% N/A

3 steps 20% 20% N/A N/A

4 t N/A N/A N/A N/A


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The beginning and end dates for the temporary promotion/additional responsibilitiesmust be clear even if provisional.

There will be no temporary allowances for Bands 4. Individuals at this level are

expected to be flexible and cover for each other as necessary.

It is not envisaged that any temporary promotions/ additional responsibilitiesallowances will be paid to employees if the grade differential is more than 2 steps atBand 3A or 3B.

All allowances are paid monthly and are subject to tax, national insurance, but are

non-pensionable.

10. RESPONSIBILITIES

10.1 To employess

Employees should not be advised or sent any documentation regarding any

increases until it has been approved as this could lead to an unfair raising ofexpectations and could also put unnecessary pressure on other staff involved in theprocess.

10.2 Pay budget

The day to day operational management of pay rests with the 47 local LSC units andeach National Office group. Each National or Executive Director has accountabilityfor his/her budget. It is, therefore, each Directors responsibility to manage thebudget allocated to his/her unit and to ensure that all individual pay decisions areequitable, reasonable, affordable, within the existing budget and within these LSCmanagement guidelines.

However it must be remembered that a decision in one office may have broaderimplications, particularly regarding equal pay legislation. The role of the

Compensation and Benefits team is to try and ensure consistency across the wholeorganisation.

Against this background however, in making appointments due account must betaken of the long term consequences of decisions, as what may be affordable in theshort term may not be in the longer term with the potential for all salaries to reach


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These include the sign off for increases over 10% by the Head of Performance andReward Management, Authorisation to Recruit form, the budget setting process, etc.Below is a link to the current LSC salary scales.

LSC Salary Scales


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2004- 2005 Salary Scales

Zone 2 Zone 3 Zone 4 Zone 5 Zone 6Band/Level Normal

minimumNormal

MaximumNormal

minimumNormal

MaximumNormal

minimumNormal

MaximumNormal

minimumNormal

MaximumNormal

minimumNormal

MaximumNormal

minimumNormal

Maximum

M17,888 9,860 7,888 9,860 7,888 9,860 7,888 9,860 7,888 9,860 7,888 9,860

M29,331 11,664 9,331 11,664 9,331 11,664 9,331 11,664 9,331 11,664 9,331 11,664

1B14,008 17,510 12,608 15,760 11,712 14,640 11,032 13,790 10,400 13,000 10,250 12,410

1C15,488 19,360 14,128 17,660 13,280 16,600 12,520 15,650 11,880 14,850 11,416 14,270

1D16,976 21,220 15,576 19,470 14,856 18,570 14,008 17,510 13,304 16,630 12,904 16,130

1E18,848 23,560 17,272 21,590 16,336 20,420 15,704 19,630 15,064 18,830 14,600 18,250

2A20,960 26,200 19,344 24,180 18,552 23,190 17,824 22,280 17,144 21,430 16,640 20,800

2B23,936 29,920 22,320 27,900 21,648 27,060 20,800 26,000 20,112 25,140 19,520 24,400

2C

27,160 33,950 25,720 32,150 25,168 31,460 24,192 30,240 23,464 29,330 23,000 28,7503A

32,040 40,050 30,552 38,190 29,960 37,450 29,072 36,340 28,520 35,650 27,928 34,910

3B38,488 48,110 36,752 45,940 36,072 45,090 35,008 43,760 34,288 42,860 33,608 42,010

4A46,680 58,350 44,560 55,700 43,496 54,370 42,440 53,050 41,584 51,980 40,736 50,920

4B56,864 71,080 54,144 67,680 52,832 66,040 51,560 64,450 50,504 63,130 49,560 61,950

4C62,552 78,190 59,704 74,630 58,224 72,780 56,864 71,080 55,680 69,600 54,656 68,320

Berkshire Essex Bedfordshire Bournemouth/Dorset/Poole Cumbria

London - East Hertfordshire Birmingham & Solihull Cheshire Devon & Cornwall

London - North Kent/Medway Cambridgeshire Derbyshire Durham County


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Pay Policy and Salary Scales