Frequently asked questions

What is the PTO Framework programme?

This programme will introduce clearer role structures, shared behavioural and technical competencies, and a more consistent approach to performance and development for staff in Professional, Technical and Operational roles. It’s designed to help colleagues better understand their roles, strengths and development opportunities, and to improve the consistency and quality of the experience across Imperial.

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.  

This work is also essential for the success of the Great Service Programme Phase 2, which requires consistent job families and competencies. Phase 2 of the Great Service Programme will include the introduction of a Talent Management module that will help manage employee skills, performance, and career growth. It will bring together everything related to talent – goals, performance reviews, succession planning, learning, and career development – in one place.

Who is covered by this programme?

Around 4,800 colleagues, half of Imperial’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 Transformation team and Communications Division. External expertise will also be commissioned to provide specialist support.

What is the timeline for this work?

This work will happen in phases

• Step 1: A procured external partner will support the development of the new job families. Job families and competency frameworks will be developed and finalised ahead of the Great Service Programme Phase 2.
• Step 2: Performance and workforce enablement work will be embedded alongside the Great Service Programme rollout.
• Step 3: Salary structure changes considered once new systems and processes are fully established.

The exact timelines for this work will become clearer as the phased work begins. The sequencing of this work reflects the scale and complexity of the work. Creating new functional and subfunctional job families and the competencies that sit beneath them is a major undertaking, and these frameworks will be used across all parts of the employee lifecycle – from recruitment and performance to development – for around half of our colleague community for many years to come. It is essential that we take the time to get them right, and that we allow adequate time for meaningful engagement and consultation with colleagues and negotiations with the Joint Trade Unions.

How will this help me in my career at Imperial?

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?

Not immediately. As job families and structures are finalised, some job titles may be reviewed for clarity and consistency, but this will be done in consultation with staff and managers.

Will this affect my salary or pay progression?

There will be no immediate changes to pay. A revised salary structure, with a mixture of automatic and performance-linked increments, will be considered later, once the Great Service Programme system and new performance processes are embedded.

Will the new salary structure mean an increase in my pay?

The primary aim of this work is to ensure a clear and fair salary structure. How this may impact individual salaries will become clearer as the programme is rolled out, alongside negotiations with the trade unions on the approach to implementation.

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 Imperial, 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 structured engagement with staff and the unions, including collective consultation and negotiations where appropriate.

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 job families, and why do we need them?

Job families group similar roles together based on the kind of work they involve. They help ensure consistency in how roles are described, evaluated and supported. They also make it easier for staff to understand potential career routes that may span multiple functions or job families.

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).