People & Business Change Manager - ad/hoc travel to Manchester

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A University client of ours is currently looking for a Business Change Manager to commence employment in the New Year, as their current Change Manager capacity will be reducing from 5 to 2. There are multiple different projects ongoing at the moment, however all of these projects are in early development. As a result, the main focus of the role will be around People Change as opposed to IT change.

The role will be largely remote, however travel into Manchester will be required when necessary. On an initial 3 month contract, which will be further extended, the rate for this position will be c£650 per day (inside of IR35).

BACKGROUND

As Business Change Manager you will deliver significant University-wide, high profile and complex change, specifically, activities relating to changes in business design, transition and readiness. Including the engagement approach with Professional Services (PS) Directorates, Faculties and Schools.

You will work closely with key stakeholders to ensure appropriate engagement, and work with academic and PS colleagues across the University to design, implement and embed transformational change.

You will also work closely with the RLP Project Managers, RLP Programme Manager and the wider project team(s) to deliver the change workstream in agreed timescales and budget, and to an acceptable level of quality.

In addion to being part of the broader IT team you will be part of the Strategic Change Office (SCO) who will provide coaching and mentoring in change methodology and practice. The SCO supports the delivery of the University's strategy.

JOB DESCRIPTION

1. Provide executive level support for sponsors, project managers, , project teams, and other relevant colleagues to ensure that the project delivers the desired outcome and benefits of change.

2. Work with the change sponsors to document the business case for change and the strategic imperatives underlying the change. Ensure the change sponsors' vision and the design principles for the change are clear and understood across the project, and wider portfolio of projects associated with the research lifecycle,

3. Develop with the change sponsors and the Communications and Marketing Lead a comprehensive Engagement and Communications Strategy and Approach. Proactively engage with colleagues about the change throughout the life of the project and the embedding of change.

4. Develop with the change sponsors, key stakeholders and colleagues a complete scope of work in respect of change. This will include establishing a clear picture of best practice, internal/external benchmarking and industry trends, identification of preferred models; understanding of potential benefits; identification of all resources required to design, transition and implement the change.

5. Create and deliver a design for the change through engagement and co-creation including organisational model (hierarchy, size and shape, and job descriptions), and accompanying organisational development framework (competency framework, talent and succession plan) with clear alignment with strategic priorities and planned technology and process improvements.

6. Deliver a gap analysis to the change sponsors which should include a view of impact across the organisational model in respect of headcount, staffing implications and a skills and capability needs analysis. Highlighting any impact to processes and technology.

7. Lead the development and tracking of transition action plans to ensure all activity required to implement and embed the change has been identified and actioned in a timely way to a good level of quality. Transition actions may involve updating policy, procedure and process documentation, definition and build of management information, facilities management, working with Staff L&D to ensure training development and delivery, and working with IT colleagues to implement any small change or access change to systems and technology.

8. Lead the development and tracking of the benefits for the change throughout the lifecycle of the project.

9. Provide day to day direction, line management and support for the assigned business change resources.

10. Work closely with the RLP programme PMO to access available resource and support, including the use of standard operating procedures. Contribute to a culture of openness, cooperation and trust amongst the team and with all stakeholders, hallmarked with high levels of strong, relevant communication throughout and by progressive team-oriented working.

11. Coach and mentor change sponsors, stakeholders, project team and other colleagues across the University in change management in order to inform understanding of the reasons for approach, activity and demands on time and expertise.

12. Undertake such other duties as may be required from time-to-time commensurate with the level of responsibility of the role.

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