PS Workload guidance for colleagues

A lot of roles will have a work rhythm which varies over time; this can either be an increased or reduced workload, which will vary in different roles and from person to person, this may also change over time due to personal circumstances. When workloads fluctuate, this is not necessarily a bad thing, for some high workload (or pressure) can:

• increase focus and motivation,
• help prioritise what matters most
• support learning and development

However, workload pressure becomes unhelpful when it:

• feels constant or overwhelming
• removes your ability to switch off or recover
• leads to mistakes, stress, or reduced wellbeing

The goal isn’t to eliminate workload pressure, but to keep it at a healthy and sustainable level. Below are some signs of what a healthy and unhealthy workload may look like: 

Noticing these signs early is important, they’re signals to pause and reassess, not a sign of failure. The University recognises that personal pressures impact work. You are encouraged to discuss flexibility, workload adjustments, or temporary support if personal circumstances change, with your line manager in line with our PS Workload principles below. No colleague is expected to work routinely beyond contracted hours. 

We are committed to supporting colleagues to thrive at work. The following principles should be considered when discussing and agreeing workloads with your line manager:

1. Flexibility - workloads may change over time depending on the needs of the department as well as external regulators; timely discussion and negotiation are key.
2. Transparency - central to achieving equity and confidence; colleagues will understand decision-making processes around team and therefore individual priorities.
3. Usability - the right information available at the right time, and in the right format, will inform workload decision-making.
4. Realism - workloads considered against resources available.
5. Equality – task allocation will be undertaken in such a way that respects individual circumstances. Colleagues will feel able and know how to express concerns about workload.

Managing and maintaining an appropriate workload is a shared responsibility:

• you are encouraged to monitor your workload, notify your line manager of any anticipated pinch points or issues and use the support available
• line managers are responsible for setting clear expectations, listening, and supporting sustainable and fair workloads
• the organisation is committed to promoting wellbeing and realistic ways of working

There are many structured prioritisation tools available to colleagues, such as the urgent/important matrix, planning templates, and time‑estimation approaches. These will help you distinguish between deadlines that are genuinely fixed and tasks where scope or timing may be negotiable. These are available here. 

Other things that might be impacting workload include prioritisation, time management and delegation. Explore the resources available here. 

Raising concerns early helps prevent problems from escalating. You’re encouraged to, in discussion with your line manager:

• be open in communication - monitor and discuss workload in regular 1-2-1s to manage any foreseen periods of workload pressure
• raise concerns - talk to your line manager if your workload feels unmanageable or could take on more work
• seek clarity - ask for clarity if priorities are unclear or competing, with a view to prioritising and staggering work
• suggest solutions - such as adjusting deadlines, agreeing on the minimum viable quality of work or reallocating tasks temporarily

Helpful examples can include:

• “I’m concerned I may not be able to deliver all of this to the right standard—can we review priorities?”
• “I’m feeling stretched at the moment and would like to talk through what support is available.”

These conversations are about finding sustainable ways of working, not about capability.

Some adjustments that can be discussed and considered could include:

• conducting an Individual or Team Workplace Pressures Risk Assessment
• reprioritisation of tasks - this may include pausing or stopping some tasks temporarily
• redistribution of tasks across the team - this could be considered when a task cannot be paused or stopped for a period of time
• adjust deadlines or extend timelines - in some cases, tasks do not need to be paused or stopped, and instead deadlines can be adjusted to accommodate the pressures to workload
• process improvements - for long-term workload concerns, your line managers could consider whether any process improvements can be made. See tools and support for further information

If you are still struggling:

• if at any stage, you have raised your concerns with your direct line manager and have been unable to resolve your concerns, you may wish to escalate to a colleague at the next senior level
• colleagues should not skip any of the levels of escalation and pursue resolution through their reporting line (e.g., Head of Team, Assistant Director). This ensures issues are addressed at the right level
• seek advice from your faculty or PS HR advisors/partners
• The Employee Assistance programme is able to support colleagues with concerns, especially if you are experiencing poor mental health

Reach out sooner rather than later, early conversations make a real difference.