Our Defence client is currently recruiting for X2 People Change Specialists, on a 8 month contract paying £766.05 P/D inside IR35.
Role: People Change Specialist
Contract Length: Jan 22- Aug 22
Location: Remote, Lichfield on occasions for meetings.
Pay Rate to Candidate: £766.05 UMB / £570.17 PAYE
evidence people change – large complex change programme
Stakeholder management – influence and coach senior leaders
Work within an integrated project team
Security Clearance: SC
CV Deadline: 19/10 @ 2pm
Interview Process: TBC
The focus of the role is support to business change (specifically translating the Target Operating Model into an actionable delivery plan, this will incorporate components of Defence Healthcare Delivery Optimisation and CORTISONE and transformation inc. engagement, with primary ownership of Workforce and People Team Organisation Design & Development (OD&D) and change management (includes HR policy development). Play a pivotal role in ensuring projects meeting objectives on time and on budget. This person will focus on the people side of change, creating and implementing change management strategies. Support project teams to integrate change management activities into their project plans. May be required to carry out other duties within the scope of the grade and role, within limits of skill, competence and training, such as broader work across the wider HR portfolio (i.e. Strategic Workforce Planning; Employee Experience) as required.
Develop a strategy for how the Healthcare Directorate will coordinate people change and ongoing transformation of Defence Primary Healthcare ‘Groups’ and their iterations. Utilising theory and best practice to support the Healthcare Directorate and its wider stakeholders to prepare for and implement changes. Create actionable deliverables for the five change management levers: communications plan, sponsor roadmap, coaching plan, training plan, resistance management plan. Support and coordinate with the organisational design specialists.
Plan for and support the iterative design and development of ‘Groups’, assessing the people change readiness and requirements for the implementation of the Target Operating Model and Population Health Needs Assessment Outputs. Whilst accounting for local constraints and variation in demand and iterative delivery of new healthcare delivery capabilities.
Support the Healthcare Directorate to define the ‘Change’ requirements and change readiness for each Group design iteration, particularly around workforce, leadership and cultural shifts.
Support the Medical Estates Rationalisation project in assessing the impact of early Facility mergers as part of the MER Programme. Specifically, any people changes and impacts, considering risks and mitigations.
Support the Grouping project in preparing the organisation for Phase 1 Grouping (setting the foundations for further ‘Group’ iterations), ensuring there is no decline in service delivery.
Support people policy impact assessment processes around Diversity and Inclusion and wider contribution of programme to People Strategy and Plan initiatives, ensuring that the development of HR policies meets business needs and that diversity issues are fully integrated.
Whilst sitting alongside colleagues in Healthcare Plans, act as a conduit between programme teams, business stakeholders and W&PT sharing key business insights to support programme delivery and business implementation. Flexibly support the needs of the business areas to champion and support successful implementation and embedding of the change; including changing culture and behaviours. Support business and cultural change initiatives including where we work (places, workspaces etc.) and how we work (building on our values) to improve organisational performance and flexibility. Monitor effectiveness of people policies in delivering programmes successfully.
A proven ability to guide leaders through and / or deliver high profile people change within a business which relies on constant innovation and change, to support effective service delivery is essential. Using evidence and customer insight to identify strategic priorities and shape effective interventions, highlighting risks to customers and adding value to the organisation. Enhancing the capability of a workforce, taking into consideration the needs of different groups, to raise standards and drive delivery.