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Strategy and Business Manager Talent CoE

Date: Oct 21, 2021

Location: Watford, United Kingdom

Company: KPMG UK

Location: Watford or other regional location

The Strategy and Business Manager (SBM) will work closely with the Head of Talent to drive the achievement of the business case around the Talent Centre of Expertise which comprises Learning, PD and Talent and Talent Acquisition.

The wide-ranging responsibilities are those typically found in an executive assistant role. As such the SBM will work closely with all Senior Managers across the whole of the Talent CoE to drive key priorities in alignment with the People Strategy. The 3-year strategy will focus on strategic projects, and the SBM will work closely with the Head of talent to define and articulate the roadmap for delivery. A particular focus in year one is to embed the Learning Transformation and ensure all transition activities move to the right place.

Taking a particular lead on the high profile projects, the SBM will maintain communication oversight with all key stakeholder groups to ensure risks are escalated as necessary. Accountable to support the Head of Talent with budget and risk management, procurement and vendor management, data analytics and developing insights from data will be key. The role will span multiple workstreams in HR and the business.

The Role

Strategic planning and management:
- Define and drive the management plan for delivery of the Talent strategy and all strategic projects, mapping timelines, actions, risks and issues across multiple years, as appropriate
- Define and map budgets to each service across Talent and define the cadence of how to manage and monitor spend, working closely with Finance
- Drive vendor management, working closely with Procurement, mapping the full supplier list, identifying PSL with a particular focus on the Learning Design, LED teams and Talent Acquisition. Drive high quality documentation when we go through RFP for new PSLs (in support of our build v buy strategy)
- Work with the Learning Transition Lead during the transition of the Learning function to track, monitor and assure project activity, paying particular attention to areas of high risk, and keeping attention and momentum in these areas to drive success
- Drive the management of all financials across the Talent f unction, consolidating reports and managing data trackers f or changes in spend/strategic approach. Work with Finance to design budget trackers f or all relevant areas across the teams – for example student programmes within Learning
- Highlight when issues need to be escalated to the Head of Talent and proactively mitigate risk by planning ahead and defining the right stakeholders to engage with
- Build a strong and influential internal network across KBS to support delivery of the Talent strategy, and work closely with Risk, Ethics and Finance experts to drive change
- Specifically within the Learning team, support the analysis of all administration requirements between KLS, Enablement and Early Careers teams, especially in the transition of student data and reporting. Work closely with the Learning Transition Lead and escalate issues as required
- Drive prioritisation and timing of different activities aligned to overall project milestones. Work closely with the senior Talent team members to drive action and deliver measures of success/business benefits
- Work with the Head of Content Enablement in Learning and the OD specialist for Talent Acquisition and SuccessFactors modules to define investment requirements for business cases for technology enhancements
- Work closely with the Head of Content Enablement to support the management of the KLS service and work with the Learning Transition Lead to define risks, issues and recommendations for changes to processes and technologies
- Support the Head of Talent with team meeting agendas and functional communications cascades
- Work across and build strong relationships within each area of Talent - Learning, PD and Talent Acquisition, and the more broadly across HR, the People function, KGS, KLS and KBS to ensure interdependencies are mapped, especially with the Culture & Engagement and IDSE CoEs

People Leadership
- Invest time in your team, develop their skills and support their careers through meaningful feedback
- Promote diversity, have a broad perspective of potential issues encountered when managing diverse teams and the strategies to overcome them; and a clear understanding of the firm’s commitment to creating a more inclusive culture.
- Uphold and role model the firm’s Values.
Desired Skills & Experience
- Experience operating within a portfolio office or enterprise level programme environment
- Adept at managing complexity and using data insights to support executive presentations
- Proficient at producing and presenting senior executive level reports
- Able to handle complexity with stakeholders and against a backdrop of changing business priorities
- Experience working in a large and politically complex organisation
- Experience of supporting large and complex projects including planning, executing, controlling and closing projects and the ability to manage multiple projects simultaneously with minimal supervision
- Strong financial acumen and commercial awareness when presenting data
- Self-driven problem-solver, who looks for continuous improvement. Adept at building relationships and taking others on a journey of change
- Highly proficient IT skills in Word, Excel, PowerPoint, and MS project
- Experience of working in virtual teams
- Excellent written/oral communication skills for reports and presentations
- Diplomatic ability to influence others
- Ability to build lasting relationships with key stakeholders

Desired Behaviours
- Enthusiastic about Project and Programme management
- Ability to solve complex problems and provide clear insights and solutions
- Be flexible and thrive in a rapidly changing environment
- Be open to learning new things
- Customer service focus, the highest standards of customer excellence in all aspects of communication. Adept at clearly communicating complex issues
- Confidence to make new contacts, deal with senior individuals and provide challenge
- Strong team–player who is supportive of colleagues
- Flexible working style, thriving on new opportunities
- Integrity

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