The College recently circulated a letter to all staff about College finances and announced an intention to impose changes to our employment conditions. The RHUL-UCU Committee would like to respond formally to this letter and make clear our disagreement with the proposals.
Senior Management claimed that they wish to be “measured and balanced” in their actions. Yet the letter ignores the serious consequences of a pay and promotion freeze on individual staff, on the research and teaching mission of the College, and on equalities outcomes. Further, the letter attempts to misuse information from the recent joint trade union staff survey to validate some of its announcements.
Senior Management at the College have, over a very long period, failed to address a culture of overwork. Now, as a result of the pandemic, they propose we accept further cuts in living standards and cuts to career opportunities at a time when workloads have never been greater. Staff throughout the College are reporting unprecedented levels of stress.
Those Branch representatives who were informed about these managerial decisions prior to the publication of this letter expressed their concerns, and sought assurances about any future managerial plans that might be even more draconian. There needs to be full consultation and negotiation, as is required by UK employment law and the local recognition agreement, before any measures are adopted. To be clear, ACAS, the UK’s government-funded advisory, conciliation and arbitration service for employment matters, makes clear that consultation is based upon dialogue between union reps and the employer, with the aim of exchanging views and seeking to incorporate the contributions of employees in decision-making. ACAS warn that “making a pretence of consulting on issues that have already been decided is unproductive and engenders suspicion and mistrust about the process amongst staff” (ACAS website, accessed 20 November 2020). Perhaps this will be a helpful reminder of what is expected.
Pay gaps = inequality
On gender pay, RHUL has an embarrassing history: women’s pay inequality was the fifth worst of British universities in 2018. The reported “improvement” in 2019 saw the median gender pay gap drop from about 1/3 to just under ¼. Slow progress on gender and racial equality has been made with more equal appointments of new staff, and promotions among existing staff. Note: there is no readily-available, detailed, longitudinal data on RHUL’s race and disability pay gaps. Freezing promotions will have the direct effect of shutting off this path for greater equality. It also fails to reward and encourage the extraordinary effort of the College’s academic and professional staff. Such proposals cannot help staff retention and recruitment.
Staff have seen their real salaries eroded by 20% over the last 10 years. UCU has campaigned nationally to reverse this decline in living standards and professional status. UCU nationally remains in dispute with university employers over the last pay round. Senior Management at Royal Holloway, along with their UCEA (Universities and Colleges Employers Association) colleagues, should be discussing in national negotiations how to restore the attractiveness of university careers for new entrants.
Management should not be seeking to impose a 0% pay rise at the local level, when this is a matter for national negotiations. In their letter, Senior Management argue that feedback from our joint trade union survey in May supports their “decision” to freeze the pay of those colleagues on grade 10 and above. In our survey, some grade 10 staff did indicate a willingness to consider salary sacrifice to be used to save the jobs of our casual colleagues. Most of those precariously employed colleagues are no longer at the College, and Management has not indicated that salary savings will be used to rehire these valued and valuable staff.
The impact of extra work
National UCU surveys have shown that, prior to the effects of the pandemic, members were already working two days a week unpaid on average. Action to reduce unsustainable workloads was part of 2019/20 pay claim. Whilst all staff will be delighted to hear that student academic reps at RHUL have told senior management that they feel “very positive about the experience they are receiving during the current circumstances”, that positive assessment is the direct result of the intense and ongoing hard work of colleagues at the College. The initial RHUL joint trade union survey in May, and the recent UCU short surveys of staff, report a significant increase in working hours. Even before the mass layoff of our precarious colleagues this summer, RHUL was cited as one of the biggest users of insecure contracts in Higher Education. As so many colleagues were “let go”, it will come as no surprise to you that the proportion indicating in the May survey that working hours had increased in (43%) rose to 86% and 48% in the November survey, for academic and professional service staff respectively. Many respondents stated that these workload increases were substantial.
Restructuring and Redundancies
Upon hearing Senior Management’s proposals for real pay cuts and the postponement of merited promotions, RHUL-UCU wanted assurances that compulsory redundancies would not emerge as the next stage of current plans. It is worrying that the letter hints at the possibility of staff cuts. That such an option is being considered is an insult to staff that have so obviously demonstrated their commitment, flexibility and value. It jars uncomfortably with all the recent talk of community, and managerial expressions of gratitude.
College management has drawn up a 3 year post-pandemic strategy with derisory consultation with staff. Much of this, such as the re-commitment to the research-led teaching of the College and our traditional values of international-level teaching and research, is to be commended. But those objectives (and proposed further expansion of the College in Egham, in London, internationally and through on-line programmes) will be undermined by pay and staff cuts, freezing of promotions and pay, and a lack of recognition for the efforts of staff during the pandemic period.
Industrial Relations at RHUL
Branch Officers have repeatedly raised safety matters arising from the pandemic with Management. A number of risk assessments begged serious questions, and UCU members have repeatedly expressed concerns about virus transmission in teaching spaces. RHUL-UCU raised these concerns with management, only to be told that “there is no evidence of transmission in teaching spaces on campus”. But if you do not look for the evidence of transmission, you will not find it.
A full return to consultation and negotiation on employment matters at the College is now required. We need the urgent reestablishment of the Management-Union working group to reduce casualisation and meaningful dialogue on equalities issues. Greater collaboration on workplace safety, such as examining how to increase remote teaching in the Spring term, would help to alleviate the extreme anxiety reported by our members. Some 65% of academic staff call for less face-to-face teaching in our latest survey, while just 17% reject the idea. Management regularly quote that students, on our campus university, want face-to-face teaching. So do lecturers, once it is prudent for the safety of both students and staff.
Posted on behalf of the RHUL-UCU Branch Committee