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This guidance is designed to help Line Managers make sound appointment decisions when hiring a new member of staff. Salaries need to be consistent and equitable across groups of staff performing similar jobs within the department/faculty/Support Services and the university.

What you should consider before agreeing on a starting salary

• The level, breadth, depth and complexity of the individual’s knowledge, experience and understanding of different aspects of the job. This includes expert, professional, and theoretical knowledge and experience.
• The successful candidate's current salary will be verified from their latest payslip. When looking at their current salary, consider the context: salaries outside London tend to be lower, international comparisons are difficult, and you should benchmark against the local job market for the role.
• Be aware that men are often more confident negotiating a higher salary than women, and that an offer of a higher salary should not be given solely because it was requested.
• The salaries of current team members who may hold the same or a similar job. Care must be taken to ensure that new starters are not placed on significantly different salaries to existing staff in a similar position to ensure the principles of equal pay are applied and maintained. The university is committed to ensuring equality of pay for all staff.
• All new starters must be treated equally and fairly. When deciding an individual’s salary, it must be free from bias on the grounds of age, ethnic origin, gender, gender reassignment, disability, religious belief, sexual orientation, marriage and civil partnership, and pregnancy, or on any other grounds. Part-time staff, staff on family-friendly leave, and staff on fixed-term contracts should not be treated any differently from other staff.
• In the overall reward context, salary is only one element of the wider employment package of terms and conditions. The university’s Total Remuneration Package (TRP) for staff is the overall package of pay, recognition, pensions and other benefits by which the university compensates staff for their contributions to the university’s mission. Items such as leave, pension contributions should also be considered when agreeing a starting salary.
• Where applicable, the potential for salary progression within the current incremental grading structure or pay adjustment for fixed salaries.

What starting salary should normally be offered?

• Appointments will normally be made to the first incremental point of the relevant grade or to the start of the grade for fixed salaries. However, it is the recruiting manager's decision where to appoint on the incremental scales, with consideration of the above factors. 
• If the offer is below the bottom of the grade (outside the contribution range), the hiring manager can agree to it, but must provide reasonable justification for their decision, which they will need to provide to the Recruitment Hub in writing.
• Offers in the contribution range of grade scales should only be used in exceptional circumstances and will require supporting evidence to support the request. This should be agreed with your People Strategic Partner/The Recruitment Hub before any agreement with the candidate.  
• Any request for a market supplement should have been explored with your People Strategic Partner and must be supported by benchmark evidence.
• Fixed salaries at Levels 6 and 7 must be agreed with the Deputy Director (People Function and Service Transformation) or the Chief People Officer. This should be done through the Recruitment Hub. Salary decisions will be primarily commensurate with internal benchmarks, with external benchmarks considered where appropriate.