Senior HR Business Partner

Overview

In this senior HR leadership role within the People Directorate, you will act as the strategic people lead for designated clinical divisions and corporate services. You will translate the Trust’s strategic objectives into evidence-based workforce plans, driving performance, sustainability and patient care. You will provide expert advice on complex workforce and employee relations matters and lead large-scale organisational change. You will use workforce data to identify risks and opportunities and develop practical, measurable interventions. You will work with senior leaders and trade unions to deliver fair, just and inclusive workforce solutions.

Pay / Benefits

• flexible working

Responsibilities

• Lead development, implementation and review of divisional people and workforce plans aligned with strategy and clinical priorities
• Advise on workforce redesign, skill mix, establishment control, new roles, career pathways and alternative workforce solutions
• Lead people elements of organisational change, service redesign, restructures, transfers and transformation programmes
• Collaborate with trade unions and staff-side representatives for engagement and resolution of issues
• Provide strategic oversight on complex, sensitive, high-risk employee relations matters
• Analyze and interpret workforce data (establishment, vacancies, turnover, sickness, etc.) to identify trends, risks and root causes and propose actions

Key requirements

• Chartered Member of the CIPD or equivalent advanced HR knowledge and practice
• Masters level education in a relevant subject or substantial senior HR experience
• Substantial generalist HR or people business partnering experience in a large, complex, unionised organisation
• Strong track record in employee relations, organisational change, workforce planning and use of workforce intelligence

• Highly developed communication
• Influencing and negotiation
• Facilitation and coaching
• Workforce planning and establishment analysis
• Interpretation of quantitative and qualitative workforce data
• Triangulation of metrics with operational information

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