Specified Collective Agreement For State Civil Servants And ...
SPECIFIED COLLECTIVE AGREEMENT
FOR STATE CIVIL SERVANTS AND
EMPLOYEES UNDER CONTRACT
MINISTRY OF EDUCATION
DEPARTMENT OF EDUACTION AND
SCIENCE POLICY
Universities
Specified collective agreement for
Collective Agreement for State Civil Servants
and Employees Under Contract concerning
the introduction of a new salary system in the
universities
The agreement was signed on 21st of June
2006, between the Ministry of Education and
the Public Sector Negotiating Commission
(JUKO), the Trade Union for the Public and
Welfare Sectors (JHL) and the Confederation
of State Employees (Pardia).
1 § Grounds for the agreement
This agreement is made in accordance with the central collective agreement signed on
the 14th of December 2004, concerning the overall introduction of new salary systems
within the public sector.
2 § Scope and the content of the agreement
A new salary system will be introduced in universities on the 1st of January, 2006.
The provisions of the contract are included in Appendices 1 to 5 in this document.
3 § Period covered by the agreement
This agreement comes into effect on the 1st of January, 2006, and expires on the 30th
of September, 2007. The agreement will be renewed annually after this, unless one of
the parties has given at least six weeks notice of their intention to terminate the
contract. This agreement will also be cancelled if the Collective Agreement for State
Civil Servants and Employees Under Contract is terminated.
4 § Industrial peace obligation
Collective Agreement for State Civil Servants
For the duration of this agreement, no party to the agreement is permitted to engage in
industrial action on matters concerning the validity, duration and content of the
agreement, or other requirement in the agreement in order to establish a new
agreement before the expiry of the existing agreement In addition, any union
signatory to this agreement is obliged to ensure that sub-associations or personnel
covered by the agreement breach neither the industrial peace obligation nor other
terms of the agreement. This obligation means that unions must not support precluded
industrial action or in any other way influence such action, and is obliged to try to
prevent such action from occurring.
Collective Agreement for Employees Under Contract
For the duration of this agreement, strike action, lock-outs and other similar actions
which are directed against this agreement or the stipulations in the appendices or are
aimed to change this agreement or the stipulations in the appendices, are not
permitted.
Helsinki the 21st of June 2006
Ministry of Education
…………………………………………
Public Sector Negotiating Commission (JUKO),
…………………………………………
Trade Union for the Public and Welfare Sectors (JHL)
………………………………………….
Confederation of State Employees (Pardia)
…………………………………………..
Appendix 1 Provisions of the new salaries system
Appendix 2 The work-specific salary component for teaching and research staff
Appendix 3 The work-specific salary component for general staff
Appendix 4 The personal salary component for teaching and research staff
Appendix 5 The personal salary component for general staff
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APPENDIX 1
Provisions of the new salaries system
1 § Objectives of the provisions
The objectives of the new salaries system for universities are to promote fair salaries,
to improve salary competitiveness for universities as employers, to support staff in
developing their skills and in seeking more demanding tasks, to encourage staff to
perform better and to develop, and to improve their leadership and leadership skills.
2 § Scope of the provisions and structure
The provisions apply to permanent staff under the Collective Agreement for State Civil
Servants and Employees Under Contract.
The agreement also applies to contract staff provided the contract or contracts linked
together without intermissions exceed 6 months. The agreement applies from the
beginning of the period during which 6 months will be reached. The agreement does
not apply to contract-based employment of less than six months’ duration. For those
referred to in the previous sentence, the employer will confirm that Euro-based
salaries correspond to salaries for jobs that meet the requirements for job demands and
personal work performance components as stipulated in 6 § 2 of the collective
agreement.
Intermissions referred to in Section 2 of this paragraph lasting no longer than 30 days
or one calendar month are not taken into account. Also, intermissions lasting no
longer than 180 days or 6 months are not taken into account if if they are connected to
the person's work at the university due to postgraduate studies being undertaken at the
university or due to scholarly or artistic work funded by grants. However, the time
which elapses during intermissions of the types outlined above are not considered to
be ‘employment’.
The new salary system will also be applied to externally funded personnel on contracts
of definite duration by no later than the 1st of January 2007.
The provisions do not apply to those staff representing employers or to teaching
personnel in teacher training schools (‘harjoittelukoulu’), nor to students in practicum
placements in the workforce or staff employed by universities under government-
subsidised schemes for the long-term unemployed (‘tukityöllistetty’).
3 § Components of Salary
The salary for State Civil Servants and Employees Under Contract is based on three
components: a work-specific component based on job demands, a personal component
based on personal work performance and a guaranteed salary component, as referred
to in 9 §.
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4 § The job demands component
This task-specific component is based on the level of the job’s job demands. There
are two assessment systems for university jobs, one for teaching and research staff,
and one for general staff. The employer decides which system should be applied to an
employee, according to agreed criteria.
For teaching and research staff, the main demand factors relate to the nature of the job
and its responsibilities, interaction skills and knowledge and expertise.
For general staff, the main demand criteria are skills in problem solving and
organisation, interaction skills, responsibilities and knowledge and expertise.
Tables for the task-specific salary component for teaching and research staff and for
general staff are shown in Appendices 2 and 3 respectively.
For teaching and research staff enrolled for a university degree who have not
completed a master’s degree, the task-specific part of the salary is to be at least 75 per
cent of the salary for the job demands level in question.
The assessment of the tasks for the job demands component is based on a job
description and an assessment system applied to those tasks. These are considered
during assessment discussions between the employee and his/her supervisor. The
supervisor proposes a job demands level based on the assessment discussion.
The assessment procedures for teaching and research personnel may vary between
universities. Assistance sought from expert groups consisting of several persons can
be used when undertaking the assessment.
In general, assessment discussions are to be held annually. However, assessment
discussions with teaching and research personnel with job demands levels between 5-
11 must be held at least every three years
Each university has two assessment groups comprising representatives of both the
employer and the employees: one for teaching and research staff and one for general
staff.
The employer confirms the job demands assessments and levels and the task-specific
salary components after getting the proposals from supervisors and assessment
groups. If there are new or changed jobs, the assessment groups form an opinion
based on their assessments of those new or altered jobs.
Assessments of externally funded new jobs should take place no longer than six
months after those jobs are first occupied and for other jobs no longer than three
months after they are first occupied. The salaries for new jobs are paid according to a
preliminary assessment undertaken by the employer, until the job demands level is
confirmed as stated earlier in this paragraph. A job is considered new if the job
demands level for this particular job or for corresponding tasks have not been handled
previously by the assessment group. Within the government funded sector, tasks are
considered to be corresponding if they are fundamentally similar.
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The procedure stipulated in sections 6 to10 of this paragraph is also to be followed
when an employee’s tasks have changed markedly. In such cases, the employee or a
union representative can instigate re-assessment procedures.
Salary changes which follow job demands re-assessments outlined in section 8
(above), come into force from the beginning of May of the year in question for general
staff, and from the beginning of August of the year in question for teaching and
research staff. The changes in salaries outlined in section 10 (above) come into force
from the beginning of the month following the assessment.
The employer decides about job tasks and any changes to them. When changing tasks
for a permanent employee, the job demands level will normally stay the same or will
be increased. If the employer proposes a change in the demand level for permanent
staff that would lead to a lower job demands level, and the employee disagrees, the
employer has to look into the possibility of rearranging the tasks of that job so that the
job demands level is preserved. The assessment group also provides an opinion as to
the changes of tasks, the grounds for those changes and also to the possibility of a
rearrangement of tasks. What has been stated in this section with respect to changes
of tasks also applies to contract-based employment within the duration of that
appointment or contract.
5 § The Personal Work Performance component of the salary
The personal work performance component of the salary is determined on the basis of
the employee’s performance level.
There are two assessment systems for university jobs, one for teaching and research
staff, and one for general staff. The assessment system for personal work
performance is determined according to which assessment system has been used for
the job demands assessment.
For teaching and research personnel, the main criteria of the assessment system are
points for teaching merit, research merit and merit in community or university service.
For general staff, the assessment system’s main criteria are professional skills,
acceptance of responsibility, interaction within the work environment, work quality
and productivity.
The personal work performance component of the salary can not exceed 46 per cent of
the task-specific job demands component of the salary at the time of assessment.
Tables for the personal work performance component for teaching and research staff
and for general staff are shown in Appendices 4 and 5 respectively.
Personal work performance is considered during assessment discussions. Performance
assessment relates to the employee’s performance within his/her job and against
mutually agreed targets. Based on the assessment, the supervisor proposes what the
employee’s personal work performance assessments and levels should be.
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The assessment procedures for teaching and research personnel may vary between
universities. Assistance sought from expert groups consisting of several persons can
be used when undertaking the assessment.
In general, assessment discussions are to be held annually. However, assessment
discussions with personnel with job demands levels between 5-11 must be held at least
every three years
The employer also confirms the personal work performance assessments and levels
and the personal work performance component of the employee’s overall salary in
other cases referred to later.
Procedures mentioned in this paragraph can be utilised in cases other than when an
employee’s job has changed markedly. In such cases, the employee or a union
representative (with the employee’s permission) can instigate a re-assessment.
A new employee employed by a university will be paid the personal work
performance component of salary at a level estimated to match his/her competence,
job experience and previous performance. The performance level will be assessed no
later than six months after the employee commences employment, at which time the
personal work performance salary component will be determined according to that
performance level. For teaching and research staff which have an assessment period
longer than one year, the initial assessment should occur within the first twelve
months.
If the job demands level of a position changes, the personal work performance will
continue at the level as previously established, until a new personal work performance
assessment is undertaken. The new assessment must be performed no later than six
months after the change to the job demands level. At this stage, the new personal
work performance assessment will come into force. For teaching and research staff
who have an assessment period longer than one year, the initial assessment should
occur within the first twelve months.
If an employee’s job demands level or if the job demands component increases
because:
a) an employee (either a ‘civil servant’ or an ‘employee under contract’) is appointed
to a new position or enters into a new end-dated contract, OR
b) the job demands level is increased by at least two steps, OR
c) the employee transfers from one assessment system to another,
his/her personal salary component will be established at a level estimated to match
his/her competence, job experience and previous performance. The overall salary
cannot be reduced at this juncture. The actual level of personal work performance
will be re-assessed according to procedures outlined above.
If during assessment discussions it is found that the personal work performance level
has declined, discussions to establish mutually-agreed measures to improve the
employee’s personal work performance will take place. For general staff, a new
assessment must be undertaken as soon as possible, but no later than six months after
the previous assessment. For teaching and research staff who have an assessment
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period longer than one year, the subsequent assessment should occur as soon as
possible, but no later than twelve months after the previous assessment. If the
personal work performance level has not reverted to its previous level, the personal
work performance component of salary will be recalculated according to the new
assessment.
The regulations in Sections A and B (below) are to be followed in circumstances
where an employee has been on sick leave, childbirth leave or parental leave (in
accordance with regulations in the collective agreement) during the period the
assessment is to relate to.
A) If an employee has been absent for some of the period covered by an assessment
period or an annual development review for reasons of sick leave, childbirth leave or
parental leave, his/her job performance will be assessed based only on the rest of the
period. If the absence has been for longer than six months, the personal salary
component will be paid according to his/her competence, job experience and previous
performance.
B) If an employee has been on leave as defined in A) (above) for a considerable period
of time covered by the two assessment periods as outlined in section 15 (above), a
third assessment can be undertaken which should occur as soon as possible, but no
later than three months after the previous assessment. If the personal work
performance has not improved, the personal salary component will be matched to the
level established in the third assessment.
If the employee’s lower performance leading to the lower re-assessments mentioned
above can be explained by reasons of childbirth or leave connected with childbirth, the
personal salary component will not be reduced.
For general staff, changes in salaries according to confirmed performance levels as
outlined in section 9 of this paragraph will take effect from the beginning of May of
the year in question. For teaching and research staff, the changes will take effect from
the beginning of August of the year in question. Changes in salaries according to
changes in performance levels outlined in section 11 of this paragraph will take effect
from the beginning of the month following the assessment.
6 § Transition remuneration
A person, who at the time of implementation was employed by the university and who
up to that moment and after would have been entitled to remuneration for working in
cold areas will be paid a euro-based remuneration. The remuneration is 50 per cent of
the remuneration for working in cold areas that had been paid until the time of
implementation.
The euro-based remuneration is to be calculated and confirmed at each time of
implementation. The remuneration will be paid during the implantation period as part
of the phased implementation as outlined in 8 § so that the remuneration will be added
to the salary during each phase. The remuneration will end or diminish if the person
moves to a job in an area in which staff are not entitled to remuneration for working in
cold areas or entitled to remuneration for working in cold areas on a lower level. The
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right to remuneration ends when the person’s employment with the university
terminates.
7 § Work time remuneration
Employees doing office work are entitled to remuneration per 13 § 1 of the Collective
Agreement concerning working hours, if the job demands level does not exceed level
6 for teaching and research staff and level 10 for general staff. Employees for which
the job demands level is higher are entitled to remuneration per 18 § of the same
agreement, as long as they do not occupy a supervisory position.
8 § The salary system’s implementation and transition periods
The new salary system will be implemented on the 1st of January, 2006, for all
universities. The terms of implementation and transition periods concerning externally
funded employments are dealt with below in 8a §.
From the 1st of July 2006, salaries will become ‘euro-based’ and at the same time, the
‘A-Salary Tables’, the criteria for the salary components regulated by the central and
other collective agreements, and all other salary supplements will become inoperative,
except for those fees payable to staff for undertaking administrative tasks, union
representatives and occupational health and safety officers.
The job-specific salary component and the fees payable to staff for undertaking
administrative tasks, union representatives and occupational health and safety officers
will be paid from the 1st of January 2006 to their full extent. Otherwise, the salaries
defined by the new salary system will take effect during the transition period in stages,
as follows:
Stage 1 (from the 1st of January 2006)
From this date on, an employee has the right to receive
a) his/her euro-based salary or higher salary if the job demands component level at the
time of implementation is higher, and
b) that part of the personal salary component which is equal to 25 per cent of the
difference between the overall salary via the new system and the salary defined in a)
(above)
If at the date of implementation the difference between the salary calculated by the
new and old systems is equal to or less than 35 Euros per month, this sum will be paid
out in full.
Stages 2 – 4
Salaries will be adjusted incrementally as follows:
• 29.5 per cent on the 1st of June, 2006,
• 39.2 per cent on the 1st of October, 2007, and
• 51.5 per cent on the 1st of October, 2008.
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Each increment will be based on the difference between the salary paid at each date
and the salary payable according to the new salary system.
Stage 5 (Final adjustment of the transition period)
Any difference remaining between the salary calculated by the new and old systems,
will be fully paid out by the 1st of October, 2009.
When calculating the differences referred to in Stages 1 – 4, the salary according to
the new system comprises both the job demands level and the personal work
performance level. If the job demands level or the personal work performance level
change during the transition period due to assessment discussions, annual
development discussions, or at some other time, the adjusted salary due to be paid out
will be changed according to the same proportions as the overall salary via the new
salary system changes.
During the transition period, new staff will be paid the job demands component of
salary in full, but the personal component of salary defined by 5 § 7 they receive
cannot be greater than the salary paid to existing staff members in existing positions
with equivalent job demands and personal work performance levels at that stage of
transition. After this, a new employee’s salary will be revised during the transition
period as described earlier in this paragraph.
The sectoral allowance due for 2005, and the sectoral and equality allowances due for
2006 and certain university-specific allowances based on central agreements such as
sectoral, adjustment and equality allowances that will come into effect after the
implementation will be used to fund the implementation in stages as described before.
All of these funds, 2.4 per cent in all, will be used as soon as they are transferred to the
universities according to the terms of central agreement,.
The personal work performance level will be increased to 48% and the other
percentages in those tables will be increased by an equivalent proportion. The
increases will come into effect when the university-specific allowances mentioned in
the previous paragraph are realised unless they are tied to funding designated for the
gradual implementation.
8a § Implementation of the new salary system and the transition period for externally
funded employment with a definite duration.
The date of implementation of the new salary system for externally funded employees
on contracts with an end-date shall be no later than the 1st of January 2007. If he date
of implementation is earlier than the 1st of June 2006 the transition regulations as
outlined in 8 § are to be followed. If the date of implementation is 1st of June 2006 or
later, the following regulations apply.
The salaries will become euro-based from the 1st of July 2006 and at the same time,
the ‘A-Salary Tables’, the criteria for the salary components regulated by the central
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and other collective agreements, and all other salary supplements will become
inoperative, except for those fees payable to staff for undertaking administrative tasks,
union representatives and occupational health and safety officers.
The job demands component and the fees for union representatives and occupational
health and safety officers will be paid fully from the date of implementation.
Otherwise, the salaries defined by the new salary system will take effect during the
transition period in stages, as follows:
Stage 1 (from the time of implementation, no later than 1.1.2007)
a) his/her euro-based salary or higher salary if the job demands component level at the
time of implementation is higher, and
b) that part of the personal salary component which is equal to 47.1 per cent of the
difference between the overall salary via the new system and the salary.
If at the date of implementation the difference between the salary calculated by the
new and old systems is equal to or less than 35 Euros per month, this sum will be paid
out in full.
Stages 2 – 3
Salaries will be adjusted incrementally as follows:
• 39.2 per cent on the 1st of October, 2007, and
• 51.5 per cent on the 1st of October, 2008.
Each increment will be based on the difference between the salary paid at each date
and the salary payable according to the new salary system.
Stage 4 (Final adjustment of the transition period)
Any difference remaining between the salary calculated by the new and old systems,
will be fully paid out by the 1st of October, 2009
When calculating the differences referred to in Stages 1 – 3, the salary according to
the new system comprises both the job demands level and the personal work
performance level. If the job demands level or the personal work performance level
change during the transition period due to assessment discussions, annual
development discussions, or at some other time, the adjusted salary due to be paid out
will be changed according to the same proportions as the overall salary via the new
salary system changes.
During the transition period, new staff will be paid the job demands component of
salary in full, but the personal component of salary defined by 5 § 7 they receive
cannot be greater than the salary paid to existing staff members in existing positions
with equivalent job demands and personal work performance levels at that stage of
transition. After this, a new employee’s salary will be revised during the transition
period as described earlier in this paragraph.
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The sectoral allowance due for 2005, and the sectoral and equality allowances due for
2006 and certain university-specific allowances based on central agreements such as
sectoral, adjustment and equality allowances that will come into effect after the
implementation will be used to fund the implementation in stages as described before.
All of these funds, 2.4 per cent in all, will be used as soon as they are transferred to the
universities according to the terms of central agreement.
The personal work performance level will be increased to 48% and the other
percentages in those tables will be increased by an equivalent proportion. The
increases will come into effect when the university-specific allowances mentioned in
the previous paragraph are realised unless they are tied to funding designated for the
gradual implementation.
9 § Guaranteed Salary
A permanent employee of the university at the time of implementation of the new
salary system is entitled to a euro-based, guaranteed salary. The right to this
guaranteed salary will be preserved so long as the employee remains continuously
employed by the same university. The guaranteed salary will be paid so long as it is
higher than the salary which would be paid according to the new salary system
outlined in this agreement.
The guaranteed salary includes all regularly recurring monthly-paid salary items,
including salary supplements and additional fees that the employee was entitled to
receive at the time of the implementation of the new salary system. If an employee is
acting in a job at a higher level at the time of the implementation, when they return to
their substantive position, their guaranteed salary will revert to what that salary would
have been at the time of the implementation. If an employee is receiving a salary
benefit for a prescribed period, their guaranteed salary will revert to what it would
have been, once the prescribed period is finished.
If an employee had been entitled to receive a seniority allowance, as defined in the old
salary system, in the period 1st of January 2006 to 31st of December 2006, that
employee’s guaranteed salary will be increased by an equivalent amount from the date
it would have fallen due.
According to the old salary system, if an employee becomes entitled to a salary
increase other than the one mentioned above in the period 1st of January to 30th of June
2006, his/her guaranteed salary will be increased by an equivalent amount from the
date it falls due. If the salary increase is fixed for a specific term, the guaranteed
salary will revert to the original level when the time expires,
An employee employed under contract also has the right to a guaranteed salary for the
duration of the contract. The right to a guaranteed salary will be preserved as long the
employee’s employment is continuous with the same university, undertaking duties
which are at the same job demands level as they were at the time of implementation.
If the employee is subsequently appointed to a permanent position, the principles as
outlined in the second sentence of section 2 will pertain.
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If breaks in employment mentioned in the previous section are of less than thirty (30)
days’ or one calendar month’s duration, they will not be taken into account. Also,
intermissions lasting no longer than 180 days or 6 months are not taken into account if
if they are connected to the person's work at the university due to postgraduate studies
being undertaken at the university or due to scholarly or artistic work funded by
grants. However, the time which elapses during intermissions of the types outlined
above are not considered to be ‘employment’.
Guaranteed salaries will be revised through or by centrally-agreed general salary
increases. Should there be a difference in the salary increase generated by either the
guaranteed salary or the new salary system, an employee would be entitled to the
higher of the two.
An employee on a guaranteed salary is still subject to the assessments of both job
demands and personal work performance criteria, as outline in 4 § and 5 §. If an
employee voluntarily seeks tasks that are set at a lower level than his/her permanent
employment at the time of the implementation, their guaranteed salary will be re-
established at that lower level.
Certain allowances paid in accordance with the collective agreement for university and
science administration will also be included in the guaranteed salary until the end of
the transition period on 30th September, 2009, as outlined in 8 §, if an employee had
been entitled to these allowances at the time of implementation of the new system on
1st of January, 2006. These allowances include
• The professorial allowance for teaching and postgraduate supervision
• The productivity allowance for university lecturers, ‘tohtoriassistentti’, senior
research associates (yliassistentti), ‘apulaisopettajan’ and clinical teachers.
10 § Information provision and statistical co-operation
An employee is entitled to receive in writing, details of the assessment outcomes and
the grounds for those assessments, with regard to their job demands and personal work
performance assessments. An employee is also entitled to receive information about
how different components of their salary and other salary supplements defined in this
agreement have been derived.
The parties to the agreement and major union representatives, and other union
representatives have the right to receive confidential statistical information about
employees under their coverage. The statistical information on overall salaries and
salary development is to be provided by gender, within education level, within job
demands level, within personnel group, within assessment system, within university
unit, within each university. This information has to be provided annually, during the
implementation and transition phases stipulated in 8 §, and before salary negotiations
occur.
Under 10 § 2, union representatives have the right to obtain information about the
people they represent on job descriptions, job demands assessments and levels and the
overall salary specified by component, and the grounds for them. Universities may
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not provide information on the grounds for the personal salary component without the
written approval of the employee.
What is stated above is not intended to change the application of existing agreements
concerning union representatives and statistical co-operation.
When giving out the information outlined in this paragraph, the requirements of
legislation relating to privacy protection and data security must not be breached.
Information must be supplied free of charge.
11 § Dispute resolution
If disputes concerning the assessment of the job demands or personal work
performance occur, resolution will be sought as outlined below.
Disputes concerning job demands assessments will be dealt within each university
following a request to do so by the employee in question or his/her union
representative, in negotiations with the supervisor responsible for the original
assessment, other members of the university responsible for salary administration or
the university assessment group. The assessment group can be called in by either of
the parties.
Disputes concerning personal work performance assessments will be dealt with in
each university following a request to do so by the employee in question or their union
representative, in negotiations with the supervisor responsible for the original
assessment or that supervisor’s supervisor, or other members of the university
responsible for salary administration.
The employer will certify any changes in assessment levels or salaries due to
resolution of disputes mentioned previously in this paragraph.
If the dispute is not resolved, it can be forwarded for resolution according to
negotiation procedures, as is the case with any dispute concerning this agreement or
the interpretation of this agreement. For civil servants, negotiation procedures will
follow what has been agreed upon in the main collective agreement. For employees
under contract, the negotiation procedures will follow 5 § 3 and the last sentence of 5
§ 6, when applicable.
12 § Follow up and the further development of the salary system
The parties to this agreement will follow up and co-operate in ensuring the uniform
implementation of the salary system during the transition period and after. The parties
will review annually the extent to which the system has fulfilled its purpose, examine
progress in salary competition by comparing university salary levels with salaries in
other parts of the government sector and in private enterprise, and revise the needs and
options for the development of the salaries system.
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13 § Payments of a non-recurring nature due to the sectoral and equality allowances
2005 and 2006
The sectoral allowances of a non-recurring nature for 2005 for the period 1st of March
to 31st of December and also for externally funded staff for a fixed period for the
period 1st of January to 31st of May 2006 will be paid to those who were employed by
the university in March 2006. The payment is due to be paid no later than when the
salary for November 2006 is due to be paid.
The sectoral and equality allowances of a non-recurring nature for 2005 and 2006 for
externally funded staff for a fixed period in the period 1st of June to the date of
implementation, will be paid to those who were employed by the university in March
2006.
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APPENDIX 2
The work-specific salary component for teaching and research staff
Job-specific salary
Job-specific salary
component (€/month)
component (€/month)
Demand level
1.1.2006
1.6.2006
1 1,492
1,512.89
2 1,597
1,619.36
3 1,761
1,785.65
4 2,043
2,071.60
5 2,350
2,382.90
6 2,723
2,761.12
7 3,130
3,173.82
8 3,821
3,874.49
9 4,274
4,333.84
10 4,886
4,954.40
11 5,605
5,683.47
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APPENDIX 3
The work-specific salary component for general staff
Job-specific salary
Job-specific salary
component (€/month)
component (€/month)
Demand level
1.1.2006
1.6.2006
2 1,305
1,323.27
3 1,429
1,449.01
4 1,511
1,532.15
5 1,588
1,610.23
6 1,691
1,714.67
7 1,818
1,843.45
8 2,059
2,087.83
9 2,369
2,402.17
10 2,657
2,694.20
11 2,978
3,019.69
12 3,398
3,445.57
13 3,888
3,942.43
14 4,483
4,545.76
15 4,955
5,024.37
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APPENDIX 4
The personal salary component for teaching and research staff
Assessment outcome
Performance level Personal
salary
component
1.00-1.88 1 0.0%
1.89-2.77 2 4.0%
2.78-3.66 3 10.0%
3.67-4.55 4 16.0%
4.56-5.44 5 22.0%
5.45-6.33 6 28.0%
6.34-7.22 7 34.0%
7.23-8.11 8 40.0%
8.12-9.00 9 46.0%
17
APPENDIX 5
The personal salary component for general staff
Assessment outcome
Performance level
Personal salary component
9.00-12.99 1
0.0%
13.00-16.99 2
4.0%
17.00-20.99 3
10.0%
21.00-24.99 4
16.0%
25.00-28.99 5
22.0%
29.00-32.99 6
28.0%
33.00-36.99 7
34.0%
37.00-40.99 8
40.0%
41.00-45.00 9
46.0%
18
This is a protocol based on negotiations
between the Ministry of Education and the
Public Sector Negotiating Commission
(JUKO), the Trade Union for the Public and
Welfare Sectors (JHL) and the Confederation
of State Employees (Pardia) concerning the
specified collective agreement on or about the
new salary system to be introduced in
universities from the 1st of January 2006.
The parties to the agreement have agreed on:
1 § Content of the signed protocol
The parties have agreed upon some of the issues concerning the introduction and
application of the new salary system as outlined in the specified collective agreement
21st of June 2006as follows in this protocol and the appendices.
2 § The job demands assessment systems and the principles concerning the assessments
The application of the regulations is based on two assessment systems, as follows
1. the assessment system for teaching and research staff (Appendix 1)
2. the assessment system for general staff (Appendix 2)
The job demands assessment system for teaching and research staff is applied to staff
working on teaching or research tasks, regardless of their classification. The tasks
assessed in, or by, this system should be focussed on both scholarly research and the
management of scholarly research, or on teaching based on research which will lead to
a university degree and supervising student dissertations which are part of the degree.
A teaching and research employee whose set of tasks changes during an assessment
period by virtue of their election to a position of trust which includes a higher load of
administrative work (e.g. heads of department, deans, vice-rectors) will continue to be
assessed according to the teaching and research assessment system.
The assessment system for teaching and research staff is also to be applied to students
employed to undertake teaching duties at the same time as they are completing their
own studies.
The decision about which assessment system is to be used is made by the employer,
according to criteria mentioned above. If there is a dispute concerning the choice of
system, the employer must hold discussions with a representative of the relevant union
19
before a final decision is taken. The choice of assessment system will not have any
effect on the systems used to establish an employee’s hours of work and annual leave.
The job demand levels are specified as follows in
Appendix 1) Job Demands Chart for Teaching and Research Staff and
Appendix 2) Job Demands Chart for General Staff.
In addition to the general job demands chart for teaching and research staff, there is a
separate job demands chart for teaching and research staff employed within the
creative and performing disciplines (see Appendix 1). When establishing the job
demands level, the most appropriate chart should be selected. For example, for
professors in the creative and performing arts, the emphasis is more likely to be on
undergraduate teaching than on research student supervision.
3 § Assessment of job demands
The job demands level is assessed according to the job description and follows the
appropriate assessment system.
The job demands level will be reassessed if from the supervisor’s point of view the job
has changed in such a way that a new assessment is required to clarify whether or not
the job demands level should be revised. The employee or his/her union
representative can also request a reassessment.
The assessment procedures for teaching and research staff may vary between
universities. The assessment procedures used at each university should be discussed
with the union representatives representing the staff group in question. Assistance
sought from expert groups consisting of several persons can be used when undertaking
the assessment.
4 § Assessment of personal work performance
The personal performance assessment of teaching and research staff should be
undertaken according to the assessment system outlined in Appendix 3.
The personal performance assessment of general staff should be performed according
to the assessment system outlined in Appendix 4.
5 § Assessment groups
In each university there are two assessment groups, comprising representatives of both
the employer and employees. The assessment groups assess the job demands of
teaching and research staff and general staff, respectively.
The university appoints the employer’s representatives and their alternates to these
assessment groups. The organisations who are party to this agreement appoint their
own representatives and alternates. These groups will be chaired by a member
20
appointed by the university to represent the employer. The number of members
appointed by the unions should be at least equal to the number of members appointed
by the employer. Where possible, equity issues should be considered when forming
the assessment groups. Each university decides how many members are to be on each
group.
6 § Confirmation of the assessments
The employer confirms by the 31st of May 2006 the job demands levels and personal
work performance levels assessed by the same date unless this is prevented by
insuperable barriers.
7 § Monitoring new assessments
According to this agreement, before the salaries are paid for the first time the parties
will meet to view the assessments and confirmed job demands levels and personal
work performance levels performed after the spring 2006, and the cost effects of them
regarding the 7.24 cost realization. The first review will take place no later than the
15th of September 2006. The next reviews will take place progressively as new
assessments are completed and before the salaries are paid.
8 § Impact on other agreements
This negotiated outcome concerns only the new salary system for universities and is
not intended to have any impact on employment conditions, such as those involving
e.g. work time remuneration levels, regulated in the valid collective agreement.
9 § Determination of the salaries for main union representatives, union representatives
and occupational health and safety representatives
The salaries for union major representatives, union representatives and occupational
health and safety representatives (hereafter called union representatives) in the new
salary system for universities will be follow as stated in this paragraph.
The job demands level and personal work performance components for union
representatives will basically follow what has been agreed upon in the Collective
Agreement for State Civil Servants and Employees Under Contract concerning the
new university salary system.
If a union representative is completely exempt from his/her actual duties, he/she will
be paid according to 8 § in this agreement, as stated in 6 § 4 in the appendix to the
collective agreement mentioned above, or the salary which has been agreed upon
individually.
If the employer and a union representative who is partially exempted from his/her
actual duties agree that certain arrangements have to be made concerning the main
duties because of the tasks as a union representative for this period, and if these
arrangements cause the job demands level to go down, his/her job demands
component should be compensated for through increased remuneration. The
remuneration is regarded as being equal to the job demand levels component including
21
when general salary increases are coming into effect. At the same time the parties
must agree on how the duties are to be rearranged when the officer ceases to undertake
duties as a union representative.
The performance assessment for a union representative who has been partially
exempted from his/her actual duties shall be based on his/her performance within the
main duties and the performance should not be confirmed at a lower level because of
the partial exemption from duties.
If a union representative’s performance becomes unsuitable for the performance
assessment because he or she has been exempted from at least half of the actual duties,
and if this is acknowledged by both the employer and the union representative, the
personal work performance component will be paid according to a performance level
that is estimated to correlate with the union representative’s competence, experience
and performance of the actual duties of their previous position. The performance level
should be at least the same as the last confirmed level.
10 § Manual
The parties to this agreement will, on the basis of the summary proposed by the
employer during these negotiations, prepare a manual for the new salary system for
universities.
11 § Separate remuneration
A lecturer who is on guaranteed salary and who at the time of implementation was
entitled to productivity-based remuneration, is entitled to remuneration totalling 150
euros as long he/she remains a lecturer at the same university without intermissions
and provided the duties are the same as they were at the time of implementation.
12 § University-specific remunerations
Universities may in the past have paid remuneration and allowances based on internal
agreements. The universities will continue to decide whether the payments should
continue or not. Such remuneration and allowances cannot overlap with the salary
components within the new salary system.
13 § Revision of the universities belonging to the second standard price group
The job demand and personal work performance levels in universities and university
units belonging to the (so called) ‘second standard price group’, except the University
of Turku, shall be revised by employer and employee representatives by the 31st of
August 2006 in line with national policy. The results of the revisions will be brought
to the parties involved as stated in § 7. The changes in the assessments will be
confirmed and carried out from the date of implementation.
22
14 § The emergency duty remuneration for staff at the University of Helsinki animal
hospital
By the 31st of August 2006, the parties will review the remuneration and allowances
connected with the activities at the animal hospital clinics at the University of Helsinki
in order to clarify the system.
15 § Securing the salary in certain cases
If a person has been employed by a university and became part of the new salary
system during the period from 2nd of January to 30th of June 2006, he/she is entitled to
the salary paid to him/her during this period if the salary according to the new system
would be lower and for as long as he/she is holding this position without
intermissions.
16 § The final personal work performance component table
The 48 % per cent table according to the last section in 8 § and 8a § is as follows:
Performance level
Personal salary component
1 0
%
2 4.3
%
3 10.6
%
4 16.8%
5 23.0%
6 29.3%
7 35.5%
8 41.8%
9 48.0%
17 § Follow up and development of the salary system
The Ministry of Education will appoint a negotiation group to follow up on matters
relating to the salary system, to secure the needs for development of, the uniform
application of, and the functionality of, the salary system. The group will consist of
members representing the Ministry, the university sector (as employers) and
organisations representing staff. If needed, there can be two follow up groups, one for
each system of assessment.
The universities are responsible for providing training concerning the new system to
both supervisors and staff. The university is also responsible for providing
information to staff. Unions will contribute to the content of training.
18 § Duration of the protocol
This protocol is valid from the 1st of January, 2006, and its end date will be the same
as that specified for the Collective Agreement mentioned in 1 § of this Protocol.
23
This signed Protocol is not a collective agreement. The Protocol expresses the mutual
and uniform view of issues dealt with in the Protocol.
19 § Signatures
There are four copies of this signed Protocol, one for each of the parties.
Helsinki, 21st of June 2006
The Ministry of Education
………………………………………….. ………………………………………………
The Public Sector Negotiating Commission (JUKO)
………………………………………….. ……………………………………………….
The Trade Union for the Public and Welfare Sectors (JHL)
…………………………………………… ……………………………………………….
The Confederation of State Employees (Pardia)
…………………………………………….. ………………………………………………….
24
Appendix 1 Job Demands Chart for Teaching and Research Staff
[Erillisenä liitteenä]
25
Appendix 1
Job Description and Evaluation Form for Teaching and Research Staff
21.6.2006
JOB DESCRIPTION AND EVALUATION FORM FOR TEACHING AND RESEARCH STAFF
Instructions
Read the job profile chart carefully before filling out the form and evaluating the job demands level of
your job. The purpose of the evaluation is to identify the suitable the job demands level for the position
according to the job profile chart.
The objective is to evaluate the demands of the job, not employee performance.
The employee should prepare a description of his/her job and go over it with their supervisor. The
parties should try to reach agreement on the job description. The employer makes the ultimate decision
as to what is in the job description and any changes to those contents. The actual tasks of the job
should be listed in the job description.
If the employee and supervisor do not agree on the job demands level, reasons should be provided at the
end of the form under “Further information”.
The supervisor and employee should both receive a signed copy of the job description and evaluation
form.
The supervisor should propose a suitable job demands level. The head of the unit should compare the
job with others to which this scheme is applied, and should provide his/her own view.
The evaluations should be forwarded to the University Job Evaluation Panel. The Panel handles the
evaluations, and forms its own opinion of the evaluations by comparing them to other jobs under the
same evaluation scheme. The evaluation panel proposes a suitable demand level for each position to the
employer. The employer confirms the demand level.
General information
Job Title
Occupational Code
Unit Code
Employee
Social security No.
Highest Qualification
Obtained
Faculty or Equivalent
Department
Employment Type
Formal Job Title (per contract)
□Civil Service □ Employee Under contract
Job Format
Employment Start Date
□ Continuing □ Fixed Term
□ Acting, For whom?
Start/End Dates (if Fixed Term)
26
Appendix 1
Job Description and Evaluation Form for Teaching and Research Staff
21.6.2006
GENERAL DESCRIPTION OF THE UNIT (Employer to complete)
Description of the Unit’s Basic Tasks:
No. Staff (by level) within Unit:
No. Undergraduates and Postgraduates:
Financial Structure of Unit (Budget/External Funding):
Other Information, as relevant:
NATURE OF WORK AND RESPONSIBILITIES
REQUIRED COMMUNICATION AND RELATIONSHIP SKILLS
REQUIRED KNOWLEDGE, TRAINING AND EXPERIENCE
To be completed only for Levels 5 and 6: Emphasis on
Teaching
Reseach
Job Demands Chart for the Creative and Performing Arts to be used
27
Appendix 1
Job Description and Evaluation Form for Teaching and Research Staff
21.6.2006
EMPLOYEE’S AND SUPERVISOR’S PROPOSAL FOR JOB DEMANDS LEVEL
Employee:
Supervisor:
Grounds for employee’s proposal (if different
Grounds for supervisor’s proposal (if different
from supervisor’s proposal);
from employee’s proposal);
EMPLOYEE’S AND SUPERVISOR’S SIGNATURES
Employee
Date
Signature and Name
Supervisor
Date
Signature and Name
HEAD of UNIT’S PROPOSAL
Job Demands Level:
The Job Demands Level of this job compared with other jobs in the unit and system.
Date
Signature and Name
PROPOSAL by Dean, Director of Independent Research Institute or Similar Unit (To be
completed if this procedure is used):
Job Demands Level:
The Job Demands Level of this job compared with other jobs in this system.
Date
Signature and Name
PROPOSAL by Assessment Group
Job Demands Level:
Grounds for Proposal
Date
28
Appendix 1
Job Description and Evaluation Form for Teaching and Research Staff
21.6.2006
Additional Comments by Assessment Group
□ The Job Description Form has been returned for completion: To Whom? Why?
□ Assessment Group will seek expert advice: From Whom?
□ Assessment Group will seek additional information: How?
□ New job
□ Modified job
Date
Employer’s Decision about Job Demands Level
Job Demands Level:
Grounds for Job Demands Level
Date Signature
29
Appendix 2
Job Description and Evaluation Form for University General Staff
21.6.2006
Appendix 2
JOB DEMANDS CHART FOR GENERAL STAFF
The Job Demands Chart should be applied when assessing the job demands level of tasks performed by
general staff. The chart should also be applied to those jobs where carrying out development and
“investigation” projects cannot be regarded as academic research (e.g. in continuing education units).
The framework should also be applied to jobs in which some research is done but which are not actual
research positions by definition.
In the Job Demands Chart for general staff, the use of foreign languages refers to tasks in which a
person needs to use more than one language.
In the job evaluation factors alternatives are described using the word or. The listed items in the profiles
are not exhaustive, they are only examples, and they are not all necessarily required to be fulfilled.
The typical training and academic capacities mentioned above should not be considered as a
prerequisite for the position. It refers to the qualifications and skills customarily needed to carry out the
tasks and duties of the position.
The tasks at each level may include responsibilities (e.g. supervisory or financial responsibilities) that
are not mentioned in administrative regulations or guidelines. In such cases these should be specified in
the job description.
Working in difficult and dangerous circumstances may be taken into consideration when defining job
demands levels.
Starting at Level 8, the knowledge and skills required for library jobs/work is typically based on
information studies. In tasks requiring expertise in library work, information studies are usually
included in the related university degree or are carried out in addition to the degree.
[Vaativuuskehikko erillisenä liitteenä]
30
Appendix 2
Job Description and Evaluation Form for University General Staff
21.6.2006
JOB DESCRIPTION AND EVALUATION FORM FOR UNIVERSITY GENERAL STAFF
INSTRUCTIONS TO GENERAL STAFF
Read the job profile chart carefully before filling in the form and evaluating the job demands level of
your job. The purpose of the evaluation is to identify the appropriate job demands level for the job from
the job profile chart.
The objective is to evaluate the demands of the job, not employee performance.
The employee should prepare a description of his/her job and go over it with their supervisor. The
parties should try to reach agreement on the job description. The supervisor makes the ultimate
decision as to what is in the job description and any changes to those contents. The actual tasks of the
job should be listed in the job description.
The demands of the job are to be evaluated by comparing the job description to the job profiles and
evaluation factors at each level. The evaluation is to be carried out factor by factor. If the demands of
the job for one factor are at a different level than for the rest, this (job demands level) should be
indicated in the job description and evaluation form. If there are elements that correspond to the job at
several levels, the level to which the majority of the tasks correspond to should be recorded as the job
demands level of the job. The overall picture provided by the job profile and evaluation factors
determines the job demands level of the job.
If the employee and supervisor do not agree on the job demands level, reasons should be provided at the
end of the form under “Further information”.
The supervisor and employee should both receive a signed copy of the job description and evaluation
form. The supervisor should propose a suitable job demands level. The head of the unit should compare
the job with others to which this scheme is applied, and should provide his/her own view.
The evaluations should be forwarded to the University Job Evaluation Panel. The Panel handles the
evaluations, and forms its own opinion of the evaluations by comparing them to other jobs under the
same evaluation scheme. The Evaluation Panel will propose a suitable demand level for each position to
the employer. The employer confirms the demand level.
General information
Job Title
Occupational Code
Unit Code
Employee
Social security No.
Highest Qualification
Obtained
Faculty or Equivalent
Department
Employment Type
Formal Job Title (per contract)
□Civil Service □ Employee Under contract
Job Format
Employment Start Date
□ Continuing □ Fixed Term
□ Acting, For whom?
Start/End Dates (if Fixed Term)
31
Appendix 2
Job Description and Evaluation Form for University General Staff
21.6.2006
GENERAL DESCRIPTION OF THE UNIT (Employer to complete)
Description of the Unit’s Basic Tasks:
No. Staff (by level) within Unit:
No. Undergraduates and Postgraduates:
Financial Structure of Unit (Budget/External Funding):
Other Information, as relevant:
NATURE OF WORK AND PRINCIPAL TASKS
Employee describes the tasks, and goes through the description with the supervisor. The aim is to reach a
mutual view of the job description.
SKILLS IN PROBLEM SOLVING AND ORGANISATION
Describe by using the Job Demands level chart under what circumstances skills in problem
solving and organisation are required. Verify your view by using commonly understood
expressions.
REQUIRED COMMUNICATION AND RELATIONSHIP SKILLS
Describe by using the Job Demands level chart under what circumstances skills in
communication and relationships are required. Verify your view by using commonly understood
expressions.
32
Appendix 2
Job Description and Evaluation Form for University General Staff
21.6.2006
RESPONSIBILITIES
Describe by using the Job Demands level chart r what responsibilities your tasks comprise
Verify your view by using commonly understood expressions.
REQUIRED KNOWLEDGE, TRAINING AND EXPERIENCE
Describe briefly what knowledge, training and experience your tasks require. Verify your view by using
commonly understood expressions.
EMPLOYEE'S AND SUPERVISOR'S PROPOSAL FOR JOB DEMANDS LEVEL
Employee:
Supervisor
Grounds for employee’s proposal (if different
Grounds for supervisor’s proposal (if different
from supervisor’s proposal);
from employee’s proposal);
EMPLOYEE’S AND SUPERVISOR’S SIGNATURES
Employee
Date
Signature and Name
Supervisor
Date
Signature and Name
HEAD of UNIT’S PROPOSAL
Job Demands Level:
The Job Demands Level of this job compared with other jobs in the unit and system
Date
Signature and Name
33
Appendix 2
Job Description and Evaluation Form for University General Staff
21.6.2006
PROPOSAL by Dean, Director of Independent Research Institute or Similar Unit (To be
completed if this procedure is used):
Job Demands Level:
The Job Demands Level of this job compared with other jobs assessed in this system:
Date
Signature and Name
PROPOSAL by Assessment Group
Job Demands level:
Grounds for Proposal:
Date
Additional Comments by Assessment Group
□ The Job Description Form has been returned for completion: To Whom? Why?
□ Assessment Group wil seek expert advice: From Whom?
□ Assessment Group will seek additional information: How?
□ New job
□ Modified job
Date
Employer’s Decision about Job Demands Level
Job Demands level:
Grounds for Job Demands Level:
Date Signature
34
Appendix 3
Personal Work Performance of Teaching and Research Staff
21.6.2006
Appendix 3
THE SYSTEM FOR EVALUATING PERSONAL WORK PERFORMANCE FOR TEACHING
AND RESEARCH STAFF
The personal wage component of salary is based on criteria and procedures that have been established
to evaluate how civil servants perform the tasks assigned to them and the impact their performance
should have on their salary. The personal wage component constitutes that part of a civil servant’s
salary which is determined by personal work performance. This system is applied to teachers and
researchers whose work has been evaluated according to the job demands level chart.
1. Evaluation criteria
The universities’ functions are defined in 4 § of the University Act. Teachers’ functions are defined in
§ 19 of the decree concerning the qualification requirements for university staff. According to this, the
main criteria for evaluating the personal performance of teachers and researchers are :
1. Teaching merit
2. Research merit
3. Merit with respect to community and university service
The criteria for each job demands level, on which the personal work performance for teachers and
researchers is based, are specified in Appendix 3a.
The main criteria, with examples of different factors in the left side column in Appendix 3a, are the
same for all universities. In the creative and performing arts universities and disciplines, the
performance factors within in the main criteria should be defined according to the special features of the
creative and performing arts disciplines.
The specific job demands level criteria, as shown in the right side column in Appendix 3a, are also
basically the same for all universities. However, each university can specify additional job demands
level criteria. Existing appropriate evaluation schemes and procedures which have been used within
universities can be taken into account. Examples of such schemes could be presentation portfolios, the
basis on which professors receive bonuses for the supervision of postgraduate research students and
evaluation models and practices used in the creative and performing art universities and disciplines.
However, the university-specific criteria should be consistent with the main criteria, the assessed
performance factors and the general policy for the clarifying job demands level criteria, as shown in
Appendix 1.
2. Evaluation of personal work performance
The personal salary component is based on how well the employee has met the tasks or targets outlined
in his/her job description and work plan.
The criteria for the evaluation of merit for each member of the teaching and research staff, according to
the demands level specific criteria, are documented on the form (Appendix 3b) and are to be used as
grounds for the evaluation of the personal work performance. The university-specific criteria
mentioned above should be determined before the start of the performance assessment. The
documentation of additional university-specific criteria should be attended to as part of the evaluation
Appendix 3
Personal Work Performance of Teaching and Research Staff
21.6.2006
scheme for personal work performance for university teaching and research staff. The merit
attributable to the jobs should be documented for the last three years for levels 5 and higher and for one
year for levels 1 to 4.
The evaluation is graded for each main criterion (teaching merit, etc) on a scale from 1 to 9. In the
evaluation, ‘9’ corresponds to an outstanding level of merit, ‘5’ corresponds to a good level of merit, ‘3’
to meeting expectations and ‘1’ to very little merit.
2.1 The evaluation process
Each teacher and researcher lists his/her merit points according to the specific job demands level criteria
as in Appendix 3a and jobs (number of publications, teaching merit etc) using the form in Appendix 3b.
The head of department or the supervisor will check the merit points and provide his/her preliminary
view on the form in Appendix 3b.
Later, a body or a civil servant (e.g. dean, a personnel administrator, academic quality assessment panel,
rector) defined by the assessment practice within the university will compares merit levels by type of
job, discipline and job demands levels, as outlined in Appendix 3a in such a way that the relative merit
level for each teacher or researcher in relation to the merit level of others in equivalent jobs within the
same control group can be assessed. Then the merit levels are assessed according to the main criteria
for each job graded on a scale from 1 to 9. The procedure applied within each university should enable
agreement on its content to be reached with the local union representatives of the staff group in
question.
Personal performance is assessed by comparing merit levels between job tasks with the merit levels of
other staff in equivalent job demands level groups and jobs. In other words, the merit ponts of a teacher
at a certain level are compared to those of other teachers in jobs with similar requirements. If an
employee meets the tasks of only one criterion (i.e. in only research or teaching), the personal
performance of employees in equivalent jobs representing the same discipline and job demands level
group will be considered. For example, the research merit level for a researcher doing research only at
job demands level 4 should be compared to the merits of researchers in basically the same situation.
Special features of particular disciplines should also be considered in the evaluations, so that teaching or
research merit within disciplines that differ from each other (e.g. ‘science’ and ‘arts’) should be
performed by comparing teachers and researchers in equivalent disciplines.
2.2. Defining the results of the evaluation
Personal work performance is to be evaluated with regard to the job description and work plan as
described above in 2.1. The specific performance criteria applied to an employee are defined so as to
correspond to the demands level group in question as outlined in Appendix 3, based on the job demands
level and possible university-specific definitions.
When evaluating teaching and research staff, the main criteria should be emphasised according to the
job. When the job comprises only research or teaching, the work performance should be evaluated
based only on these tasks. If the job comprises various proportions of research, teaching and community
service tasks, the merit points reflecting the tasks should be assessed relative to those proportions.
For instance, in Examples 1 and 2 (below), the overall assessment result for personal work performance
is calculated by summing the weighted results calculated from tasks and merit points.
36
Appendix 3
Personal Work Performance of Teaching and Research Staff
21.6.2006
Example 1
Tasks
Task Proportion
Assessment (based
Weighted Result
on merit points)
(Scale 1 -9)
Teaching
60%
6
0.6 x 6 = 3.6
Research
30%
5
0.3 x 5 = 1.5
Community Service
10%
4
0.1 x 4 = 0.4
Assessment Result
5.5
Example 2
Task Proportion
Assessment (based
Weighted Result
on merit points)
(Scale 1 -9)
Research
90%
5
0.9 x 5 = 4.5
Community Service
10%
4
0.1 x 4 = 0.4
Assessment Result
4.9
The assessment should be documented on the form in Appendix 3c. The employer is to verify the
personal work assessment.
37
Appendix 3
Personal Work Performance of Teaching and Research Staff
21.6.2006
Appendix 3a. Main Criteria and Level-Specific Clarification Criteria
Criteria can also be applied so that merit points relevant to a higher job demands level can also be
taken into account in an employee’s evaluation
Main Criteria
Level-Specific Clarification Criteria
1 Teaching Merit Points
Factors which should be taken into account in the
Job Demands Levels 1 – 4
performance assessment regarding weightings between
• Functioning in teaching tasks
teaching and research for the task in question:
Job Demands Levels 5 - 6 (Emphasis on Research)
• Teaching merit points, e.g. developing own teaching
• Teaching and counselling merit points
skills, methods and materials
• Becoming qualified
• Pedagogical education
• University pedagogical studies
• Obtain degrees and scholarly, artistic and pedagogical
• Developing the teaching of undergraduate students
qualifications, docents, especially at Levels 6 and 7
Job Demands Levels 5 - 6 (Emphasis on Teaching)
• Wide ranging skills and proficiencies
• Teaching and counselling merit points and teaching
• Long term teaching experience
development
• Maintaining teacher material networks
• University pedagogical studies
• Teaching portfolio: an outlined functional and successful • Skills in teaching and training technology,
approach to teaching
development activities
• Number of tasks relating to student supervision, from
Job Demands Level 7
personal study plans to projects/essays/minor theses
• Teaching merit points and development of teaching
• University pedagogical studies
• Long term teaching experience
• Teacher networks
Job Demands Levels 8 – 11
• Teaching activities in discipline
• Teaching development
• Skills in teaching and training technology
• Awards and prizes related to teaching
2 Research Merit Points
Factors which should be taken into account in the
Job Demands Levels 1 – 4
performance assessments regarding the weightings in the
• PhD thesis progress according to plan
work plan:
• Publications
• Success in writing own thesis, progress in thesis
• Merit points in project work
• Scholarly and artistic publications
Job Demands Levels 5 - 6 (Emphasis on Research)
• Scholarly and artistic merit points
• Publications
• Reputation acquired within the scholarly or university
• Scholarly expertise and expertise sought by the
community
wider community
• Obtain degrees and scholarly, artistic and pedagogical
• Government funding and external funding
qualifications, docents, especially at Levels 6 and 7
Job Demands Levels 5 - 6 (Emphasis on Teaching)
• Awards and prizes related to scholarly and artistic skills
• Research
• Expertise sought by the wider community
• Publications
• Acting as opponent in PhD defences
• Thesis counselling
• Number of theses supervised
• Obtain degrees
• External funding
Job Demands Level 7
• Refereed publications and other publications
• Number of counselled degrees
• Scholarly merit points
• Obtain degrees
• Government and external funding
Job Demands Levels 8 – 11
• Number of counselled degrees
• Scholarly publications (particularly refereed) and
other outstanding scholarly merit points
• Government and external funding
38
Appendix 3
Personal Work Performance of Teaching and Research Staff
21.6.2006
Appendix 3a. Main Criteria and Level-Specific Criteria (Continued)
Main Criteria
Level-Specific Clarification Criteria
3 Community and University Service
Factors which should be taken into account in the
All Job Demands Levels
performance assessments:
• Substantial merit points and expertise sought by the
• Tasks within the university community
wider community
• Community service merit points
Job Demands Levels 1 – 7
• Cooperation skills, supervising skills (if needed)
• University community merit points should be
• Commitment to work and work society
evaluated during assessment discussions
• Interactions in networks and stakeholder groups
39
Appendix 3
Personal Work Performance of Teaching and Research Staff
21.6.2006
Appendix 3b
DOCUMENTATION FORM FOR MERIT POINTS FOR TEACHING AND RESEARCH
STAFF
Name:________________________________________________________________
Position and Unit:_________________________________________________________
The merit points according to the tasks are documented for the past three years from Levels 5 – 6
on, and for Levels 1 – 4, for the previous year only.
1. TEACHING MERIT POINTS (Corresponding to the Level which best describes your job, per
Appendix 3a)
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
______________________
2 RESEARCH MERIT POINTS (Corresponding to the Level which best describes your job, per
Appendix 3a)
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
_______________________________________________________________________
40
Appendix 3
Personal Work Performance of Teaching and Research Staff
21.6.2006
3 COMMUNITY SERVICE MERIT POINTS (Corresponding to the Level which best describes
your job, per Appendix 3a)
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
Supervisor’s Statement (including Community Service Merit Points, especially at Levels 1 – 7):
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
Supervisor ____________________________________________
Signature and Name
Employee Dissent Report (if required)
The supervisor’s statement (above) differs from my view.
Explanation:
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
Employee
Signature:______________________________________________
Site:___________________________________________________
41
Appendix 3
TheSystem for Evaluating Personal Work Performance for Teaching and Research Staff
21.6.2006
Appendix 3c
SUMMARY OF PERSONAL WORK PERFORMANCE OF TEACHING AND
RESEARCH STAFF
Employee:
Supervisor:
Representative of Employer:
The assessment has been assisted by an assessment group comprised of several people:
Date of Assessment:
Instructions to the Assessment Performance Supervisor:
Mark the assessments in grids 1 to 3, the merit points in question will be documented and recorded
separately.
The assessments should be conducted for job demands levels and discipline.
The main criteria of the assessments (1-3) are weighted according to the tasks.
The assessment scale is 1 to 9.
Instructions in greater detail can be found in the description concerning the assessment system
1. Teaching Merit Points
Assessment according to main and level-specific criteria as in Appendix 3a
Assessment based on
Weighting
Merit Points
Weighted Result
Supervisor (if required):
Employer:
2. Research Merit Points
Assessment according to main and level-specific criteria as in Appendix 3a
Assessment based on
Weighting
Merit Points
Weighted Result
Supervisor (if required):
Employer:
3. Community Service Merit Points
Assessment according to main and level-specific criteria as in Appendix 3a
Assessment based on
Weighting
Merit Points
Weighted Result
Supervisor (if required):
Employer:
Employer’s Decision
Summarised Outcome of Assessment:
__________
Personal Performance Assessment: __________
Employer’s Signature:
_____________________________________________________________
Further information (if required)
Archive
42
Appendix 4
Personal Work Performance of University General Staff
21.6.2006
Appendix 4
Evaluating the Personal Work Performance of University General Staff
The personal work performance of university personnel is to be evaluated using a scheme
based on evaluation methods, factors and an evaluation scale. The impact of personal work
performance on employees’ personal wage component will be agreed on in the Collective
Agreements for State Employees.
Evaluation methods
Employees’ personal work performance is to be evaluated in conjunction with their annual
assessment discussion. The evaluation focuses on the employee’s performance in his/her
duties and the objectives set in the previous development discussion. Assessment discussions
are an important part of the work of supervisors and staff in personnel management, as is the
interaction between an employee and his/her supervisor.
A successful assessment discussion requires careful preparation. An employee can prepare for
the discussion by evaluating his/her performance in advance, for instance. Time should be set
aside for the discussion so that neither party is distracted by other tasks.
The employee and supervisor decide which evaluation scheme for the personal work
performance is appropriate. The supervisor is responsible for the evaluation of the employee’s
performance. The supervisor records the results of the evaluation and related information on
the evaluation form. The employee will receive a copy of this form. If the supervisor’s
evaluation does not correspond with the employee’s own evaluation, the employee’s own
evaluation and reasons should also be noted. The supervisor will propose a suitable
performance level on the basis of the evaluation, and will confirm the performance evaluation
and level.
Any disagreement relating to the personal work performance evaluation should be dealt with
on the request of the employee or his/her union representative (acting on his/her behalf) with
the supervisor or any other representative of the employer responsible for salary system
issues.
Evaluation factors
1. PROFICIENCY
1.1 Skills, for example:
• overall mastery of the tasks; knowledge, skills, methods and tools
• maintaining professional skills
• ability to focus on what is important
1.2 Focus, for example:
• responding to new challenges and ideas; attitude towards new tasks and practices
• active role in developing the job
• developing professional knowledge and skills
Appendix 4
Personal Work Performance of University General Staff
21.6.2006
1.3 Multi-disciplinary skills / specialisation, for example:
• special skills or expertise possibly unrelated to the job but beneficial to the work
community
2. RESPONSIBILITY AND ACTIVITY IN THE WORK COMMUNITY
2.1 Initiative, for example:
• taking initiatives at work
• taking initiatives in developing working practices and the work community
2.2 Cooperation skills, for example:
• how the person cooperates within the work community and with outside parties and
interest groups
• promoting unity and a good atmosphere
• how the person acts in conflict situations
2.3 Commitment to the job and the work community, for example:
• developing the work community
• observing common practices
• commitment to tasks and the objectives of the work community
• the extent to which the person participates in performance of university community
tasks
For example the following should be taken into account when evaluating the cooperation
skills and commitment of supervisors:
• supporting, encouraging and motivating employees in pursuing their goals
• creating a positive, functioning and productive work community
3. QUALITY AND RESULTS
3.1 Productivity, for example:
• achievement of objectives related to e.g. quantity or schedules
3.2 Quality of work, for example:
• work quality with regard to the requirements and objectives
3.3 Efficiency and effectiveness, for example:
• carrying out tasks in an economical way
• careful use of resources
44
Appendix 4
Personal Work Performance of University General Staff
21.6.2006
Evaluation scale
Personal work performance is to be evaluated factor by factor (sections 1.1. – 3.3) on a scale
of 1 – 5.
The employee’s personal objectives refer to the objectives set during the development
discussion with their supervisor.
All evaluations are to be justified. If the overall evaluation indicates that a satisfactory level
has been attained, or the employee’s performance requires development, the employee and
supervisor should agree on practical measures to improve performance.
5 points
Outstanding performance. The person’s work performance clearly exceeds all
the performance requirements and personal objectives related to the job, both
qualitatively and quantitatively.
4 points
Above expectations. The person’s work performance meets the job
requirements very well. Work performance exceeds the personal objectives
related to the job both qualitatively and quantitatively on many counts.
3 points
Good; according to expectations. The person’s work performance meets the
performance requirements and personal objectives related to the job. High-
quality performance in the key areas of the job.
2 points
Satisfactory performance. The person’s work performance meets the basic
performance requirements and main personal objectives related to the job.
However, some aspects of the performance might need to be developed.
1 point
Improvement required. The person’s work performance needs to be
significantly improved. The performance does not meet the requirements or
performance level that can reasonably be expected.
45
Appendix 4
Personal Work Performance of University General Staff
21.6.2006
Personal Work Performance Evaluation Form for University General Staff
Employee
Supervisor
Evaluation date
Evaluation scale (on a scale of 1-5, incl. half points):
5 Outstanding
4 Above expectations
3 According to expectations
2 Satisfactory
1 Development required
1. PROFICIENCY
Points
1.1 Skills
1.2 Development
1.3 Multi-disciplinarity/specialisation
2. RESPONSIBILITY AND ACTIVITY IN THE WORK COMMUNITY
2.1 Initiative
2.2 Cooperation skills
2.3 Commitment to the job and the work community
3. QUALITY AND RESULTS
3.1 Productivity
3.2 Quality of work
3.3 Efficiency and effectiveness
TOTAL POINTS (1.1―3.3) (to be transferred to Summary Form)
Further information
Mutually agreed measures to improve the performance if the outcome of the assessment so
requires
Archive
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Appendix 4
Personal Work Performance of University General Staff
21.6.2006
Overall Personal Work Performance Form
Employee Supervisor
Occupational code
Unit
Job title
Demand level
Performance level
We have discussed the employee’s work performance
Date
___________________________
Signatures (and name in block letters)
______________________________ _______________________________________
Supervisor
Employee
The evaluation above does not correspond to my own evaluation of my performance
Further information:
Employee’s signature (and name in block letters) ____________________________
Grounds for employer's decision (if needed):
Date _________________________________
Employer's signature __________________________
Performance level __________________________
Archive
47
