6 § Salaries

1.       The employee’s salary is generally determined as a monthly salary. The minimum salary of a part-time employee is determined in accordance with the ratio of agreed working hours to full working hours. Other agreements regarding wages and salaries can be made with temporary employees.

If a results-based pay scheme is introduced at the workplace, the employer must consult the employees to whom the scheme applies and provide a report on the content and objectives of the scheme.

If the competence level for a task of an employee changes permanently, the competence classifications shall be redefined.

2.       For determining an employee’s minimum salary, the competence classifications of tasks and personal grounds in salary determination shall be taken into account. If no mutual agreement on the grounds of salary determination can be reached at the workplace, the parties are entitled to request consultation from the unions in order to resolve the problem.

3.       The task categories, general indicators of competence levels, and minimum salaries for different competence classes shall, as of 1 January 2010, be as described below (see the table).

4.       In addition to the competence classification, an employee’s salary is affected by the employee’s performance, professional skills, the goals set for the work with regard to results and quality, and personal qualifications and competencies. The intention behind grading salaries on personal grounds is to encourage and reward the person for good performance and development of professional skills.

5.       The maximum hourly wages divisor for employees on a monthly salary is 158.

Salary level indicators, 1 November 2010

	Level 1	Level 2	Level 3	Level 3A
General description	These tasks are professional tasks typical of the group	These tasks are more demanding or versatile than the previous tasks	These tasks are professional tasks typical of the group, or tasks that involve supervision duties	Compared to the previous, the task involves a significant amount of financial, operational, and supervision work
Competence, freedom, responsibility, and interaction required for the work	Competence required for independently carrying out tasks in one’s area of competence	Competence requiring knowledge and skills in different competence areas of work, or work requiring profound command and application of knowledge and skills in the areas of competence	Competence requiring knowledge and skills in different areas; requires a comprehensive view or profound knowledge of the competence areas	See level 3
	The task requires conventional interaction and co‑operation skills, in compliance with the general guidelines	The task may require co-operation skills in varying situations requiring interaction and consideration	The task requires the creation of independent solutions/models in situations requiring consideration   The task requires co‑operation skills in varying situations requiring interaction	See level 3

MINIMUM SALARIES, 1 November 2010
TASK CATEGORY	Level 1	Level 2	Level 3	Level 3A
Sales such as sales consultants, sales secretaries, and managers	1857	2635	3447	3619
Marketing and communications such as experts in marketing and communications	1934	2354	3288	3452
Customer service and support such as contact persons, trainers, and advisers	1990	2520	3051	3203
Design/development such as programming, systems analysis, and application design workers and experts	2047	2772	3365	3532
Project/system responsibility           such as responsible for a project and system entities	2499	3004	3447	3619
Network and telecommunications such as network services and telecommunications personnel	2047	2772	3365	3532
Operations and equipment services such as operators, operations planning personnel, and operating system experts	1821	2296	3107	3263
Hardware and software maintenance        such as those in service and maintenance tasks, or software expert tasks	1843	2393	2930	3075
Administration such as accounting and HR personnel	1459	1921	2317	2432