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DA Performance Leader - TS Corps

Date: Sep 23, 2021

Location: London, United Kingdom

Company: KPMG UK

Working with the Service Line Leader, People Partner and aligned Head of Performance & Operations for the Service Line, the Performance Leaders’ (PL) role is to drive improved commercial & client performance by creating highly engaged teams, and developing our top talent within the Service Line.

This improved commercial & client performance will be achieved via three main levers: Finance, Resourcing and People.

Performance Leaders will have responsibility for 150-200 colleagues, from B – E grades (grade A colleagues will be managed by Partners, however the PL for the team should still include them in team comms as necessary).
Performance Leaders will predominantly be B grades, but in some instances high performing C grades may perform the role where appropriate for the business and where there is a clear path for progression to B grade. These C grades will have the same responsibility for B-E grades within their Service Line, including access to talent data and reward information.

The Performance Leader should leverage the local support functions, Finance, Resource Management, HRBPs, Recruitment and also Performance Managers to specifically focus on Finance, Resourcing and People.
The Performance Leader’s reporting line will be to the partners that lead their community. Performance Leaders also play an important role in managing and controlling the costs of the business and therefore PLs will also have a dual reporting line to the HOPO.

Finance
Working closely with the HOPO to manage the cost base of their team.
Accountable for improving key financial metrics for their team, as agreed with HOPO.
Examples of these may include:
- Reduced lock up;
- Improved engagement profitability;
- Reduction in DFCs.
Accountable for promoting financial hygiene and monitoring the completion of relevant finance-related training for their team.

Resourcing
Through Headcount Planning and Talent Reviews, have a deep understanding of their team’s capabilities and skills mix, using this information to support resourcing, mobility & learning decisions.
Working with Resource Management, ensure engagements are appropriately resourced taking into account strategic priorities for the client and development needs of people and inclusion and diversity considerations.
Actively work with Partners, fellow PLs, Resourcing and HR to ensure talent flows across the business to meet hot spots and address development needs.
Embed Knowledge Management best practice, capturing and sharing information and promoting KM tools to improve our understanding of our wins.
Drive improved utilisation and KGS usage.

People
With the Service Line Leader, People Partner and HOPO, take responsibility for the engagement and culture of the team.
Working with the HR Business Partner, run effective and efficient people calendar activities for the team including performance development annual activity, talent reviews, promotion cycles & reward.
Work with the HOPO to develop a high performing community of Performance Managers, supporting them to help colleagues to manage their careers and ensure retention of our top talent.
Drive an inclusive culture in their team.
Work with Learning Business Partners to ensure their priorities support the strategic priorities of the service line.
Support the recruitment process to ensure timely filling of vacancies (internal & external).
In order to retain our ISO accreditation and remove the risk associated with non-return of hardware and access to data, take responsibility for ensuring all joiners, movers and leavers are processed in a timely manner without delay.
Example activity includes
An effectively managed cost base, focusing on inter alia, improving lock up, engagement profitability, reduction in DFCs.
In conjunction with the People Partner, HRBP and leadership to deliver the capability and service line People Agenda.
A strategic view of the key issues relating to the people in the service line. For example, reviewing talent data and working with leadership and HRBPs to establish robust succession planning, or Learning Business Partners to address identified skills gaps.
Performance Leaders will also have a People Partner to work closely with, re-connecting the Partner and Director community and giving greater strategic insight to the People Agenda within the team.

What’s in it for me?
The role will enable talented senior managers and high performing C grades, to get exposure to the running of the business, expand their network both with leadership of the service line, business partners from KBS and our people.

Visa Guidance


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this job has been assigned to the Standard Occupational Classification 1135