How UK universities reward TTO staff

The UK’s leading technology transfer association Unico has published the first-ever survey of salaries and incentives for knowledge transfer staff in UK universities. This is the first systematic study of how staff are rewarded and the degree to which the activity of technology transfer is becoming professionalised.

While many universities are supporting the emerging profession of knowledge transfer with incentive schemes, better defined career paths are needed for staff involved in university enterprise activity, says Professor David Secher, Chairman of Unico. “Ensuring that the expertise of knowledge transfer and technology transfer professionals is maintained, through access to high-quality training and continuing professional development, should be a high priority.”

Secher added that there is a need to identify and share best practice in this area. “In the current economic climate it is particularly important that higher education institutions and public sector research establishment work together with business to protect and develop intellectual assets and help the economy recover.”

The survey was released as the latest figures for knowledge and technology transfer by UK universities were published, showing total activity was valued at £2.812 billion in 2007–2008.

The Unico survey, carried out by Kingston University in London, shows that technology/knowledge transfer is now seen as a part of an institution’s strategy. There has been continuing investment in this area to support its growth.

But despite the government’s acknowledgement of the importance of rewarding and incentivising success in releasing entrepreneurial potential and encouraging the development of innovative products from the UK’s science, there has previously been a lack of information on salaries paid, the reward and incentive strategies, and the benefits of such schemes in UK universities.

The Salary and Incentives Survey shows that while nearly one third of universities have incentive schemes for technology transfer staff, other universities are concerned about conflicts of interest, or have institutional policies that do not allow such schemes.

Of those that do have incentive schemes, the main funding source is the Higher Education Innovation Fund (HEIF) and licence and royalty-based income, not the university’s core funding.

The survey also finds that the role of director of the technology transfer office is dominated by men, who hold 80 per cent of these posts. Women are more prominent in IP/contracts, marketing, or administration roles. There is evidence that a ‘blended professional’ with a mixed portfolio of academic and non-academic work is emerging.

Indeed, says the survey, there is an “emerging picture of a complex professional landscape.” So, for example, technology transfer and knowledge transfer roles are so intertwined that in some institutions the terms are used interchangeably. It is also evident that the remit of directors of technology transfer is evolving to include a broad range of activities, such as employer engagement, graduate school management and workforce development.

The data also suggests that the role of the Business Development Manager is expanding to take on a wider remit to include technology transfer lifecycle ownership, as a product is taken from inception to the market.

It also appears that ‘enterprise-related activities’ are used as a selection criterion for career progression. This is causing some friction, as concerns are being raised about how selection and promotional panels interpret this aspect of an individual’s professional experience.

The survey will provide some clarity and information to support the management of the complex activity of technology transfer, says Deborah Lock, Executive Director of Enterprise at Kingston University, and leader of the survey project. “Universities need to move forward and build on their knowledge and transfer activities. Fundamental to the success of this is the recruitment and retention of skilled staff with the expertise to be effective knowledge conduits between university and business.”

The report contains an overview of salary information, bonuses, work experience and qualifications of knowledge/technology transfer staff for the financial year August 2007 to July 2008. There appear to be comparable salary scales across the country for specific roles, and the survey confirmed anecdotal evidence that regional weighting and ‘market value adjustments’ are being used to augment salaries and attract and retain quality professional staff. For example, 75 per cent of the highest salaries (those between £100,000-£125,000) were in London and the south of England, with the lowest (£45,000–£55,000) in the north of England, Scotland and Wales.

http://www.unico.org.uk