Innovations in pay and grading in NHS trusts

Abstract

This report examines innovations in pay and grading in 10 NHS trusts in England using data collected from March 2000 to January 2001, ie prior to the implementation of Agenda for Change. These 10 trusts, which varied in size, function, and location, were selected primarily to illustrate a variety of different approaches to pay and grading. The research utilised a qualitative methodology, with interviews of managers on a one to one basis, group interviews with lay union representatives, focus groups with staff and the inspection of documents. This study focused on four questions: • Did local pay resolve the problems associated with Whitley? • What were the consequences of local pay? • Were the trusts’ pay systems introduced in line with 'new pay' ideas and current trends in reward management? • What factors were critical to the success of developing and implementing local pay systems in NHS trusts