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What is the PTO Framework programme?

The PTO Framework Programme is a university-wide initiative to create clearer expectations, stronger professional standards and greater consistency across Professional, Technical and Operational roles.

Over the next two years, the programme will deliver a grade expectations framework, competency framework, profession ownership model, modernised job description library, career pathway guidance and improvements to performance and development conversations.

Together with wider reforms, such as our ongoing university benchmarking review, the updated PTO framework will support a stronger performance culture, greater workforce agility, improved career development and create the foundations for future workforce planning, reward reform and Atlas Talent functionality.

Why are we doing this now?

Staff have told us that expectations, development opportunities and performance processes can feel unclear or inconsistent across the university, and we made a commitment during the 2024/25 pay negotiations to review the PTO framework. They have also told us of the need to reform and modernise our salary scale. 

The programme will support and safeguard a future ready workforce, ensuring our PTO colleagues have the skills and confidence to meet the university's ambitions as outlined in the Science for Humanity strategy.

Who is covered by this programme?

Around 4,800 colleagues, half of º£½ÇÉçÇø’s workforce, will be directly in scope. The changes will also influence many other colleagues whose roles interact closely with PTO roles.

Who is leading this programme?

This programme is being led by the People Function in collaboration with the Communications Division and other colleagues. Chief People Officer Kathryn Al-Shemmeri leads the programme delivery, overseeing its five workstreams.

What is the timeline for this work?

The programme will be delivered over the coming two years – aiming for completion by winter 2028. The five workstreams (Competency framework; Professional communities; Job descriptions, Reward framework; Performance management) will follow an agile approach, with changes going live when ready and in alignment with Atlas programme milestones.

How will this help me in my career at º£½ÇÉçÇø?

You will have clearer expectations for your role, a better understanding of your strengths and areas for development, and improved visibility of other roles across the university. This can help you explore opportunities, understand what skills different roles require and make more informed choices about your development. By creating shared competencies and consistent role structures, staff will be able to see how roles relate to one another across functions, which skills transfer easily and what development may help them move into new areas of interest.

Will my job title change?

Job titles will not be changed as a result of this programme in the next two years.

Should job titles be reviewed for clarity and consistency in other programmes, any changes will be done in consultation with staff and managers.

Will this affect my salary or pay progression?

There is no plan for pay increases within or as a result of the PTO Framework programme.

A revised salary structure, with a mixture of automatic and performance-linked increments, will be considered later, once the Atlas system and new performance processes are embedded.

Will this lead to redundancies or job losses?

No. This programme is focused on creating clarity, consistency and better support for staff; it is not a cost‑cutting or restructuring exercise. The intention is to strengthen professional services by improving how we describe, support and develop roles, not reduce roles.

Does this mean there will be a new promotion process?

No. The programme does not introduce a new promotion process or progression framework. Instead, it gives staff better visibility of the competencies and capabilities required for different roles across º£½ÇÉçÇø, which may support development, confidence and internal mobility.

Will this change how performance is managed?

Yes. The programme includes a refresh of the Annual Review Conversation (ARC) and supporting processes to ensure performance management is clearer, fairer and more focused on growth, feedback and development.

How will staff be consulted or involved?

This programme began with a cross‑university Working Group including colleagues from a range of functions and representation from the Joint Trade Unions. As work progresses, we will undertake engagement with staff and the unions.

What support will managers receive?

Managers will have clearer expectations, better tools for performance conversations, and improved guidance for supporting staff development. Training and resources will be provided as new elements of the framework are introduced.

What are competencies, and how will they be used?

Competencies describe the behaviours, skills and knowledge needed for success at each grade. They’ll bring much‑needed consistency to performance conversations, help identify development needs and support workforce planning.

Why has the programme changed from the PTO&L to the PTO Framework?

This framework only now relates to Professional, Technical and Operational job families, and not the Learning job family. As the university works through its future Specialist job family, the Learning family will form part of the Specialist family. Read more about the Review of Technology Specialists supporting Research & Education (Phase III).

The Professional, Technical and Operations (PTO) Framework Programme builds on more than a year of extensive development work across º£½ÇÉçÇø. This journey began following the university’s 2024/25 local pay negotiations, which reaffirmed our collective commitment – between the university and the Joint Trade Unions (JTU) – to reform and modernise the PTO Framework.

A dedicated cross‑university Working Group played a central role in shaping the direction of the Programme. Bringing together representatives from departments, the JTUs and staff networks, the group met frequently throughout the Framework Review phase. Their insights, challenge, and deep understanding of the diverse roles across Imperiawere instrumental in refining our aims and establishing the priorities for reform.

During this period, the Working Group’s discussions and analysis were informed by thought papers, data and feedback from colleagues across the university.

With this strong foundation in place, we now move into the programmatic phase, where we will translate the Review’s recommendations into a reimagined PTO Framework. This next chapter will continue to draw on the collaboration, expertise and commitment that has guided us so far.