HR Cluster Lead (ROI)
To take accountability for all aspects of the people agenda for an operational ‘cluster’. To act as the key link between the Head of
Operations (Cluster) and the broader HR department to leverage HR expertise to deliver the cluster’s agreed people priorities. To
represent HR as a value adding, ‘role model’ function inside and outside of the Cluster. To take accountability for the delivery of
one HR ‘portfolio’ responsibility across the Young’s organisation.
» To exercise diligence and independent judgement to promote transparent, values-led and professional leadership of the Cluster
» To act as a professional and trusted advisor to the cluster leadership team on all HR and OD matters relating to the Cluster
» To utilise organisational and local MI to identify and prioritise local HR agendas to achieve organisational HR goals.
» Regular constructive engagement with, and co-ordination of, the broader HR team (L&D, HRSS, Reward, etc) to facilitate the local
delivery of organisational HR goals.
» To provide intellectual leadership and project leadership to the broader HR team in one ‘portfolio’ responsibility
» The application of financial rigor to all HR activity to ensure value for money for the business.
» To develop and own the Cluster manpower plan to ensure the delivery of required numbers
» To co-ordinate regular Cluster talent reviews to identify areas of need and establish succession plans to address future capability
» To work with the recruitment manager to minimize any periods of Cluster ‘vacancy’.
» To work with Agency to ensure the availability of the numbers required for Cluster production.
» To work with HRSS to ensure the effective on-boarding of new Cluster personnel
Training and Development
» To co-ordinate regular Cluster training needs analyses to identify areas of need and, in partnership with the L&D Manager, agree,
develop and socialize the Cluster L&D priority plan
» To ensure their Cluster is ‘audit ready’; to encourage a culture of compliance; to ensure any audit actions are addressed in a proper
and sustainable way.
» To ensure all Cluster colleagues understand their legal, technical and customer responsibilities.
» The agreement and delivery of a Cluster engagement plan that drives employee alignment and commitment to the business
» The development of a constructive dialogue with employees and their union representatives that facilitates the delivery of business
» The provision of advice and guidance on HR issues to the Cluster leadership team to promote good practice and compliance.
» Effective local sponsorship of the PDR process to establish a culture of personal development and personal responsibility to
encourage colleagues to achieve their full potential
» The proactive management of company recognition strategies to promote personal contribution