Transformation only works when people come with it. That’s your job. You’ll lead the people side of change for UCL’s entire Research and Innovation portfolio, owning the change approach and coaching senior leaders to land change that lasts. You’ll work with leaders and other colleagues across Research, Innovation & Global Engagement (RIGE), our faculties, Strategic Change and other Professional Service teams, and you’ll have a seat on the Extended Strategic Change Leadership team.
- Owning the change management strategy and plan across the Research and Innovation portfolio, joined up with wider programme planning.
- Assessing change impacts across UCL and using that data to shape key decisions and keep change load manageable.
- Advising on, shaping and/or delivering change management on a wide range of programmes and initiatives improving research and innovation service and effectiveness across UCL
- Coaching sponsors and senior leaders to lead their teams through change, including running workshops and readiness sessions.
- Applying agile and waterfall change management tools and techniques, from stakeholder mapping and impact assessments to adoption and benefits planning.
- Designing compelling engagement and communication approaches that ease transition and address resistance.
- Growing change capability across UCL.
You’re a credible change leader who knows how to make transformation stick in a large, complex organisation. You can facilitate a challenging leadership discussion in the morning and build an impact assessment in the afternoon, and you stay calm and focused when things are moving fast.
Essential
- A recognised change qualification or certification, such as APMG or Prosci.
- A track record of embedding change (digital, process, behavioural and/or organisational design) in a large, complex organisation, using both agile and waterfall approaches.
- Knowledge or understanding of research and innovation operations in higher education.
- Expert change management skills: stakeholder management, impact and readiness assessment, transition delivery (including training needs analysis) and measurable adoption.
- Proven team leadership, including matrix management and developing individuals.
- Strong relationship-building, influencing and coaching skills at all levels, including with senior sponsors.
- Excellent communication and presentation skills for a wide range of audiences.
- Strategic thinking that joins the dots at an enterprise level, and the ability to plan, pivot and lead through ambiguity at pace.
- A collaborative approach that welcomes input from others.
- The ability to demonstrate, and a real contribution to advancing equality, diversity and inclusion.
Nice to have
- Experience of delivering change in higher education or an equivalent public body.
- Strategies for building resilience in yourself and your team.
- A habit of cross-team collaboration and encouraging innovative approaches.
UCL is a global top-10 university with more than 16,000 staff, over 50,000 students from 150 countries and a turnover of more than £1.2bn. Our Strategic Change team makes sure the big transformation initiatives across the university are prioritised, delivered well and actually deliver their benefits.
Right now, we’re investing in an ambitious portfolio of change across research and innovation, with better services for academics, stronger compliance, greater efficiency and a better experience for the people who run those services.
- 41 days of holiday (27 days’ annual leave, 8 bank holidays and 6 closure days).
- Hybrid working, with up to 60% of the week remote.
- An excellent defined benefit pension scheme.
- Cycle to work scheme, season ticket loan, on-site nursery and discounted gym membership.
- Wellbeing support, learning and development, and staff discounts.
Our commitment to Equality, Diversity and Inclusion As London’s Global University, we know diversity fosters creativity and innovation. We’re committed to being fair and inclusive and to being a place where everyone belongs, and we particularly encourage applications from people likely to be underrepresented in UCL’s workforce.
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