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Employment

Employment

Employee participation

Pay policy

This pay policy applies to all OsloMet employees. Pay is an important part of our personnel policy that shall contribute to recruiting, developing and retaining qualified and motivated staff who contribute to OsloMet attaining its goals.

Contents

Pay as a policy instrument

The individual manager's responsibility for evaluating, following up and stimulating his/her own staff includes responsibility for assessing pay and working conditions. Managers shall play an active role in local pay negotiations.

Our local pay policy is not static, but will be continually developed through cooperation between the management and the trade unions at OsloMet. OsloMet reviews its pay policy in connection with the local negotiations.

Pay policy for Oslo Metropolitan University

Pay policy document

This document sets out guidelines for OsloMet's work on pay policy. It has been prepared in close cooperation between representatives of the trade unions and the management.

The parties agree that our local pay policy should not be seen as static, but as a policy that is continually developed through cooperation between the management and the trade unions at OsloMet. OsloMet reviews its pay policy in connection with the local negotiations.

1. Pay policy goals

OsloMet's pay policy shall contribute to recruiting, developing and retaining well-qualified staff.

OsloMet's pay policy shall be based on the university college's objectives and be part of its overall policies, strategies, plans and policy instruments.

Our pay policy is an important part of our personnel policy and it applies to all OsloMet employees. Our pay policy shall contribute to recruiting, developing and retaining qualified and motivated staff who contribute to OsloMet attaining its goals. It shall ensure consistency between pay, competence, career development and effort, and serve as a management and development tool for managers.

The goals of our pay policy are to:

  • stimulate active and targeted efforts that contribute to OsloMet attaining its objectives;
  • stimulate targeted competence development in all areas
  • ensure equal pay and equal  pay prospects, regardless of gender
  • ensure consistency between pay and effort, competence, work situation and the results achieved
  • enable OsloMet to offer different career paths, but of equal status
  • ensure a uniform pay policy over time and counteract structural differences
  • use it as a targeted instrument for recruiting and retaining staff.

OsloMet's pay policy is based on a targeted system for assessing the actual area of responsibility and works tasks that are assigned to each position. It is a tool for ensuring equal pay for equal work, while at the same time  enabling work performance to be appreciated and rewarded in a more targeted manner. It is important to draw a clear distinction between job assessment (assessment of the work tasks and area of responsibility assigned to a position), and personal assessment (assessment of how the individual performs the tasks assigned to the position etc.).

The individual manager's responsibility for evaluating, following up and stimulating his/her own staff includes responsibility for assessing pay and working conditions. Managers shall play an active role in local pay negotiations.

The general job descriptions in the position structure shall be used in connection with appointments and in local wage negotiations, and shall ensure that OsloMet has a coherent position structure.

2. Stipulating pay

Individual employees' wage growth is affected by several factors. Local pay negotiations are an important factor and the arena where our local pay policy is put into practice. External factors also have a bearing on wage growth, such as the framework adopted for pay negotiations for state employees, negotiations and adjustments at the national level and the financial framework conditions.

Pay is stipulated in the following ways:

  • upon appointment, based on national frameworks and guidelines and local pay policy;
  • by assessment after up to 12 months' employment (Basic Collective Agreement clause 2.5.5)
  • competence-based promotion of teaching and research staff
  • through national collective agreements;
  • through local negotiations (Basic Collective Agreement clauses 2.5.1 and 2.5.3)
  • through fixed pay increases.
A. Deciding the pay scale in connection with advertising vacancies and appointments

Before a vacancy is advertised, a job assessment must be carried out based on the job description and required qualifications (link to document). This assessment shall form the basis for both the recruitment process and for deciding the appropriate pay scale.

The pay scales that apply when advertising vacancies at OsloMet are regulated in separate guidelines that have been discussed with the trade unions (appendix). The trade unions must be informed if it is planned to deviate from these guidelines, and they have a right to request discussions within three days pursuant to the Basic Collective Agreement. The market situation may warrant deviation from the pay scale for an advertised vacancy in order to recruit suitable staff.

When appointing staff, the employer must consider the pay grade based on the job assessment, personal assessment and the market situation. These factors together form the basis for deciding the final pay grade.

B. Deciding the pay grade on expiry of the probationary period, alternatively after 12 months pursuant to the Basic Collective Agreement clause 2.5.5

Within 12 months of appointment to a position at OsloMet, or when transferring from a temporary to a permanent position, the employer shall reassess the employee's grade within the pay scale for the position.

The unions shall be informed about any use of the Basic Collective Agreement clause 2.5.5 once a year.

C. Competence-based promotions of teaching and research staff

Promotion to associate professor entitles the employee to the lowest pay grade for that position or 4 pay grades more than the pay grade for his/her previous position as assistant professor.

Pay grades on promotion to a position as professor/dosent professor shall be based on an individual assessment.

3. Job assessment

Job descriptions and qualification requirements have been drawn up for technical and administrative positions (Appendix 1). The guidelines for job content and qualification requirements form the basis for the work on the position structure and shall be used when advertising vacant positions. Qualification requirements when advertising vacancies must be in accordance with the basic requirements specified for the respective positions.

The Regulations concerning appointment and promotion to teaching and research posts of 9 February 2006 and the Regulations concerning terms and conditions of employment for the posts of post-doctoral research fellow, research fellow, research assistant and resident of 31 January 2006 set out a common position structure for teaching and research staff at universities and university colleges.

4. Personal assessment

The pay system allows for individual pay-setting and for rewarding capability on the basis of criteria agreed between the parties. The personal assessment shall be based on:

  • the job assessment, when assessing effort and work performance
  • documented individual results
  • efforts and results seen in relation to OsloMet's explicit goals and values.

For personal assessments in connection with appointments, see 4.2 below. For personal assessments in connection with negotiations, see Appendix 2.

5.  Other pay and personnel policy instruments

  • Competence development
  • Management development
  • Performance appraisal interviews
  • Pay talks
  • Pay and personnel policy action plans
  • Pay statistics and staff overviews
  • Doctoral research grants
  • Associate professor programme
  • Completion grants for university college teachers
  • Senior grants
  • Job rotation and temporary placements
  • Exchanges between higher education institutions in Norway
  • Participation in Nordic and European exchange programmes and other international exchanges

6. Pay negotiations

6.1. Training

6.2. Duty of confidentiality and code of ethics in the negotiation process

6.3. Local pay negotiations – 2.5.1 - Negotiations    

6.4. Local negotiations – 2.5.3 - Negotiations

Oslo Metropolitan University of Applied Sciences is a separate negotiating arena for negotiations between equal parties.

The negotiations are conducted at the university college level. Unions with negotiating rights are invited to participate in local negotiations.

Demands shall be submitted on dedicated forms for clause 2.5.1 and 2.5.3 negotiations (link to forms)

6.1. Training

It is important that the parties have a common understanding and use common terminology in connection with negotiations. That is why it is important for the parties to hold joint thematic meetings/seminars at least every other year in order to review the pay and negotiation system.

6.2. Duty of confidentiality and code of ethics in the negotiation process
  • Issues relating to impartiality shall be considered at the start of the negotiations
  • Information that emerges in the course of the negotiation process about demands and offers shall be treated confidentially
  • Any information about individuals that emerges during the course of the negotiation process shall not be disclosed to others.
  • Only the minutes of the negotiations shall be made public.
  • The employer is obliged to inform relevant members of staff in advance of any information of a negative nature that may emerge during the negotiations.
  • No one may be involved in negotiating their own pay; see the Basic Collective Agreement clause 2.6.3.(8).
6.3. Local pay negotiations – 2.5.1 - Negotiations    

These negotiations are conducted on the basis of the Basic Collective Agreement, national criteria, local pay policy and local criteria. The negotiations normally take place once every calendar year with effect from an agreed date.

Preparatory meeting

Before commencing the negotiations, a preparatory meeting is held between the parties, among other things to review the basis for the negotiations, the size of the total amount to be negotiated about, considerations relating to gender equality and the minutes of the evaluation meeting following the last negotiations.  In addition, agreement must be reached on a deadline for submitting demands, a meeting schedule and how the negotiations will be conducted.

At the meeting, the parties will discuss how national and any other criteria agreed between the parties are to be followed up.  The criteria (Appendix 2) shall be discussed at the meeting.  The social partners must present their own criteria and priorities.

It must be agreed what information procedures should be followed in connection with the negotiations and the result of the negotiations. The procedures must ensure that employees are informed about the annual local negotiations and what opportunities they have to submit demands. Emphasis is placed on good web-based information.

The parties must clarify what type of figures and statistics they will use in the negotiations. The same type of figures and statistics should be used from one year to the next, so that it is possible to compare figures and monitor developments. The figures and statistics that are prepared must be available in good time before the negotiations start.

Minutes shall be kept of the preparatory meeting and approved by the parties.

Evaluation meeting

Soon after the local negotiations have ended, the parties shall meet to evaluate how the negotiations have been conducted. Any proposed improvements etc. shall be recorded in the minutes of the meeting, which must be approved by the parties.

6.4. Local negotiations – 2.5.3 - Negotiations

Pursuant to the Basic Collective Agreement, the parties may enter into negotiations on special grounds when:

  • significant changes have occurred in the basis for stipulating the pay for a position/employee
  • it is particularly difficult to recruit/retain staff with special qualifications
  • employees have put in an extraordinary effort
  • reorganisations/organisational changes have been implemented where two or more organisations/operating entities have been merged and this has resulted in unwarranted pay differences.

In the case of demands submitted in accordance with clause 2.5.3 of the Basic Collective Agreement, negotiations will take place as demands are received.

Demands for negotiations based on significant changes in the basis for stipulating the pay for a position/employee should be documented by a job description and/or a job assessment, or by information that otherwise makes it possible to assess how the employee's duties have changed.

The date when the outcome of the negotiations for individual demands will take effect will be decided during the negotiations.

In principle, the negotiations will be conducted freely and without any financial limits, and the results shall be covered within the allocated budgetary framework.

Senior staff

OsloMet wishes to have a special focus on senior members of staff.

Employees over the age of 62 may be individually assessed if they have important competence that it will be difficult to replace or if it is important to OsloMet to retain them for long enough to ensure a good transfer of competence.

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