Head of People Capability

**Position Details**

**Position Title**:
**Head of People & Capability, Asia
**Direct Report Position Titles**:
P&C Manager, R&B Manager, Office Facilities Manager, Health, Safety and Wellness Manager, L&D Manager

**Internal Contacts**:
Group Support teams, P&C team, Leadership Team, P&C Manager

**External Contacts**:
Various HR suppliers, HR Networks and peers in like organisations

**Line Manager’s Position Title**:
Chief People & Capability Officer

**Primary Purpose: 1-3 key statements that describe the main purpose of the position i.e. What is done; Why is it done; and How is it done.**
- Develop and implement a People & Capability strategy with processes and systems in place to drive business improvements and achieve the vision.
- Transform the P&C team to operate in a business partnering model that drives a positive performance based culture
- Lead and coach the P&C team to deliver the people strategy in a manner that is aligned to and supports the Group People strategy.
- Develop a People & Capability framework that focuses on a high-performance culture, retention of hi-po talent, internal succession planning and line manager capability

**Position Scope**

**Area of Accountability**

**Key Responsibilities & Deliverables**

**Performance Measures & Targets**

**_Talent Management_**
- Proactively identify new roles and changes required to existing roles ensuring is able to consistently meet the changing capability needs of our Group businesses and customers
- Develop and drive recruitment and talent plans across the region to ensure:
- Attraction of high calibre new talent,- Build a robust talent pipeline internally and externally- Minimize talent gaps for key roles- Line management roles vacant for minimum duration possible
- Coach and educate line managers to utilise objective selection processes when recruiting for key roles, including consideration of succession plans
- Ensure appropriate induction / on boarding programs are in place and adequately supported
- Leverage and collaborate with the Recruitment and Talent SME teams to deliver outcomes
- Ensure right people in the right jobs
- Succession plans in place for all critical roles
- Positive contribution to the achievement of a diverse workforce in line with business Strategy
- Development plans in place for all roles
- Hi-po retention

**_Strategy & Change_**
- Develop a comprehensive P&C strategy that addresses people and organizational needs and opportunities, aligned to overall People Plan
- Work collaboratively with operational leaders and teams to drive change initiatives that positively impact organisational culture and develop capacity to meet key business and people management objectives
- Lead projects and engage SME’s across the business to support the realisation of strategic initiatives and projects as required, including P&C specialist functions and support functions
- Support the P&C team with the rollout of cross business initiatives into stores. Engage stakeholders across the broader business to ensure robust development and delivery of P&C initiatives
- Work collaboratively with leadership team and senior leaders in to ensure alignment and support of key people strategies and change initiatives.
- Quality of strategy development and delivery of agreed outcomes.
- P&C initiatives for delivered to required time, cost and quality standards
- Effectiveness of P&C initiatives as measured by PIR feedback measures, P&C audit results and user adoption
- Feedback from LT and senior sourcing business stakeholders

**_Performance improvement_**
- Establish and communicate performance expectations within including ensuring clear KPIs, expectations of culture, behaviours and high-performance protocols are set, including appropriate recognition processes.
- Ensure performance management review processes and framework are implemented in a consistently and timely manner across.
- Ensure organisation design initiatives and strategic initiatives have the right people in the right roles to support strategy
- Review structures and manage restructures using effective change management techniques as required
- Support line managers deliver performance management processes including proactive performance counselling with a view to improving performance
- Support line managers in making and delivering exit decisions where performance management processes have not resulted in satisfactory performance improvement outcomes in accordance with relevant local employment legislation.
- KPIs communicated and regular performance reviews conducted
- Organisational structure designed to support achievement of strategies
- Successful identification and resolution of performance management related issues and outcomes
- Ensure team members with “below expectations” performance ratings are either developed to perform or managed out of the business in a timely manner
- Successful implementation of recognition initiatives

**_Lead and manage team_**
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