Senior Change Lead

Salary: The starting salary is £76,843, which includes allowances totalling £2,841.

The salary is broken down as £74,002 basic salary, which will increase annually until you reach the top of the scale £85,474. Plus, a location allowance of £1,841 and a non-pensionable allowance of £1,000.

Location : Kilburn

• Manage the end-to-end change process within MPS. Ensuring change, restructures and re-organisations are delivered within time, cost, and risk parameters.
• Be the MPS subject matter expert for change, restructures, and re-organisations – providing specialist guidance, advice, insight, and support to MPS managers in the planning and implementation of organisational change initiatives.
• This role, and the services delivered through the supporting team, will ensure change is appropriately planned, legal compliance with employment law and legislation is delivered, and areas of risk are quantified and understood.
• The role will also lead and deliver continuous improvement activities across HR – ensuring HR operations are focused on the needs of the user and are conducted efficiently.

Key Communications

Contact face to face, by email and by telephone with:

HR Change Leads – daily contact with team leads to assure delivery of current projects, manage resources, review risk, provide visible leadership and manage service delivery.

Head of HR Operations – daily contact to advise and to update on day to day running of corporate change projects and priorities.

HR Business Partners – daily contact to plan, scope, and manage change projects within affected area. Including management of resources, risk exposure and emerging issues.

Transformation Programmes – daily contact to plan, scope, and manage supporting change initiatives. Ensuring change activity is aligned to programme governance, commitments, budget and schedule. Including attendance at programme/project boards.

MPS Senior leaders (e.g. directors, O/BCU commanders, LRPM chairs) – daily contact to plan, scope, and manage supporting change initiatives. Ensuring change activity is aligned to programme governance, commitments, budget and schedule. Including attendance at COGs, SLTs and corporate boards where necessary.

Wider HR Directorate – daily/weekly contact to obtain information from subject matter experts and coordinate activity. 

HR Senior Leadership Team – daily/weekly contact to provide advice/guidance on hot topics and strategic direction.

Staff Associations, TU and Fed Reps – daily contact to provide insight and impact on MPS change initiatives.

External Organisations (Cabinet Office, MyCSP, MOPAC, Home Office, Central Government, ACAS etc.) – weekly communication to share information, provide advice, request information, formulate policy and ensure strategic alignment.

Key Activity

Manage MPS Change policy and processes

What:  Ensure MPS policy on change is maintained and aligned with both external (e.g., employment legislation, TUPE provisions, pension providers) and internal factors (e.g. MPS strategy, corporate priorities and commitments). Ensure MPS change processes and supporting products (e.g., Knowledge Management, toolkits, and templates) are maintained, user centric and fit for purpose.

How: External - engage with and maintain an active dialogue with relevant professional bodies, policy setters and stakeholders. Internal – engage with and maintain active dialogue with business partners, COGs, transformation programmes, business groups and employee relations groups (e.g., TUs, Fed, SSA). Evaluate impact of both in MPS policies and processes – taking steps to influence external stakeholders where possible, and taking action where needed to address MPS response.

Why: Ensure that MPS policy and processes are aligned to best practice and legislative requirements. Provide MPS users with processes, products and tools that are simple to use, frontline focused and efficient.

Provide informed, risk-based and authoritative insight on MPS Change policy

What:  Provide expert and definitive advice to business leaders on all aspects of the end-to-end change process. Providing clarification on the impact of policy and process, interpretation of policy within a specific context, risk-based insight on alternative courses of action, and minimum legal positions.

How:  Exploiting knowledge of legislative and operational constraints, provide tailored advice that is specific to the operational environment. Quantify the level of risk and provide clear options together with an assessment of the risk, together with mitigation actions. Communicate advice and recommendations to the business, providing options papers, change proposals and verbal briefs.

Why:  Provides business leaders with definitive guidance and insight – supporting risk-based decision making and evidence on which to base strategies and plans,

Manage and deliver the end-to-end HR change process

What:  Maintain the business wide programme of people-based change, restructures, and organisational change – understanding the various change projects taking place across the MPS, identify and manage dependencies, constraints and assumptions, and proactively mitigating risks and issues. Manage the HR change service and team – delivering and assuring HR led interventions to support the wider business implement successful change.

How: Proactively engage internal stakeholders (e.g., Business Partners, COGs, Transformation Programmes, Corporate Boards, Business Groups) to identify and scope change projects – producing and maintaining a log of potential, planned and active change projects. Manage and assign resources from the HR change team to deliver agreed projects. Undertake progressive assurance and approval of all products and outputs. Manage emergent risks and issues. Provide sufficient reporting and oversight to provide delivery confidence that change projects are being delivered to agreed time, cost and quality levels. Implement learning from experience regime to ensure processes and approach are constantly matured and improved – actively involving customers.

Why: To ensure a professional change service – meeting the needs and expectations of the business and making best use of available resources.

What: Identify, plan and deliver discrete pieces of work on behalf of Head of HR Ops, Deputy Director and Director of HR, and in collaboration with the HR SLT – improving the effectiveness and efficiency of HR processes, and ensuring a user centric approach.

How: Proactively engage SLT and Band A network to identify potential change interventions. Scope interventions – defining resources, benefits, risks and approach, and present options to SLT for approval. Once approved, use resources to deliver agreed outputs and outcomes – ensuring coherent business change activity is undertaken and benefits are delivered.

Why: To improve the performance of the HR Directorate and ensure HR processes and services are fit for purpose – providing increased capability and capacity to the wider directorate

Stakeholder management and leadership

What: Lead and develop the HR Change team – creating a resilient team focused on the needs of HR and the wider business. Manage HR stakeholders within the change and transformation space.

How: Liaison with stakeholders across Transformation and the business on change proposals. Attendance at programme boards, project boards and key governance meetings, Consultation, and engagement in support of the Partnership Framework Agreement facilitating and supporting ongoing consultation with METTUS, Federation and Supt’s Association.

Why:  To deliver and maintain a credible HR change service that is proactively focused on the needs of the business

• Provide definitive advice and options to senior business stakeholders – and final decision maker for setting proposed approach and clearly setting out risk.
• Provide strategic oversight and quality assurance of all HR Change activity on behalf of the Head of HR Ops.
• This role is at the forefront of changing and leading the HR people & change function to operate differently. The post holder will need determination and resilience to drive through significant cultural change to transform the established ways of working.
• The role holder has a direct impact on MPS performance through the projects that are implemented in support of the MPS strategy, business plan and commitments.
• Oversee multi-stakeholder projects and programmes to deliver within agreed budgets and timescales.
• Drive and implement continuous improvement of the HR Directorate processes and tools.
• Manage a change team of 9 – including 4 direct reports at Band B
• Manage and take responsibility for a highly visible portfolio of change activity – directly reporting to Directors, Business Group members and ExCo
• Own, develop and maintain MPS corporate policy and processes relating to change, redeployment, and redundancy.

How to apply

Click the apply now button below and start your career at the Met . Applications will be via a detailed CV, Personal Statement, and online application form. Your personal statement should outline why you are interested in the role and how your skills and experience demonstrate your suitability for the role. (NB. Please do not attach 2 copies of your CV).

Completed applications must be submitted by 23:55 on the 28th of June 2024.

Essential For The Role, e.g. qualifications, licenses, languages, training

Knowledge

• Knowledge of HR strategy, HR centres of expertise, HR services, and understanding of how this support delivery of Met strategy and business plan
• Knowledge of employment law, TUPE regulations, and redundancy and redeployment legislation. Understanding of how these factors are managed and implemented.
• Knowledge of organisational design principles, including constructing and implementing Target Operating Models
• Knowledge and understanding of how the external environment (political, legal, and economic) impacts the MPS strategy and priorities.
• Political acumen and understanding of the requirements of key external stakeholder groups (including other forces, MOPAC, Cabinet Office and the Home Office)
• Knowledge of industrial relations policy with trade unions, staff associations and Police Federation

Skills

• Highly effective communication and negotiation skills with the ability to interact at an executive level in the Met. Challenging senior leaders across the Met and holding them accountable for change strategies and plans
• Proven ability to build strong working relationships with senior colleagues and peers across the Met and external partners – building credibility in change capability and services.
• Effective leader – able to build and maintain cross functional and pan MPS teams to deliver change initiatives within time, cost, and risk parameters.
• Excellent written and verbal communication skills producing and managing briefings, policy papers, impact statements and plans for consideration at directorate, business group, and ExCo
• Strong consultancy skills including analysing, diagnosing, influencing and facilitation skills to identify opportunities for change to improve efficiency, effectiveness, and performance.
• Strong data acumen, confidence in using, analysing, and manipulating data, interpreting information to draw key insights and actionable recommendations.
• Project management – constructing, assuring, and delivering robust plans for change initiatives.
• Risk management and dependency management – identifying, quantifying, and mitigating cross cutting risks that arise from change initiatives.

Experience

• Track record of planning organisational change, delivering structural change and introducing new ways of working. Managing the HR process and building change leadership capability within the affected part of the business.
• Experience setting policy and providing advice and insight on structural change at a senior level. Clearly setting out risk, impact, mitigations, and opportunities to support effective business decisions.
• Experience of overseeing multi-stakeholder projects and programmes, from scoping projects, evaluating, and recommending options, and implementation to deliver within agreed budgets and timescales.
• Experience of working at pace and prioritising competing requirements to best achieve strategic goals.
• Experience owning and influencing relationships with executives and senior leaders, acting as their trusted advisor.
• Experience of writing briefing materials, strategic papers, and external correspondence to influence executive and board-level stakeholders. 

The Met is committed to being an inclusive employer with a diverse and representative workforce at all levels. We encourage applications from people from the widest possible range of backgrounds, cultures and experiences. We particularly welcome applications from ethnic minority groups and females.

As a Disability Confident employer, the Met has committed to making disability equality part of our everyday practice. We ensure that people with disabilities and those with long term health conditions have the opportunities to fulfil their potential and realise their aspirations. If you consider yourself to have access, workplace or reasonable adjustment requirements that need to be accommodated, we ask that you include this information within your application form. All matters will be treated in strict confidence and will not affect any recruitment decisions. #J-18808-Ljbffr

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