Example activities by band and theme
In most cases it is expected that Professorial Equivalent staff will be contributing in each of the following three areas:
- Influence & Impact
- Complexity
- Scope
In the table below there are examples of activities that would be expected in the given band. An individual is not expected to carry out all the activities in the band.
The band of a Professorial Equivalent member of staff reflects the overall level at which he or she is working.
| Band I | Band II | Band III | |
Influence & Impact |
Influence is high across the faculty to which they are aligned or across Professional Services. Will have a significant impact on the University's reputation and sustainability. |
Building on the previous band Influences policy and strategic direction across the University. Responsible for leading on specific issues with potential for a high impact on University's reputation and sustainability. |
Building on the previous band Sets the overall institution direction for the theme of work. Major strategic impact on the University's physical, financial or human resources. Influences policy at a national/international level within the higher education sector or beyond. |
Complexity |
Responsibility for a broad range of work and accordingly manages a range of staff. Alternatively may have responsibility for a very specialist function requiring deep understanding of a relatively narrow field. Significant experience/knowledge in one or more areas; demonstrated, for example, by high level professional qualification. |
Building on the previous band Deals with a wide range of complex matters which require specialist knowledge and/or significant experience. |
Building on the previous band Highly complex and diverse range of work carried out by staff reporting to post holder. Broad range of functions/services within department. Professionally qualified to the highest level of appropriate body. |
Scope |
Manages a diverse workforce/range of roles or highly knowledgeable specialist team. Directs and leads developments in own area of responsibility, and has input into cross-University agenda. Lead major projects and initiatives which have significant resources and strategic impact. |
Building on the previous band High degree of autonomy in decision-making on a wide range of issues. Leads own department's strategic agenda, with significant implications for the wider University. |
Building on the previous band Full autonomy in decision-making for whole remit of large department. Is point at which responsibility for decisions made ultimately rests. Drives the agenda across departments/functions, using diplomacy and influence. Significant strategic role in University governance. |
