Strategic HR Leadership, Business Partnering and Segment Alignment
• Partner with the Segment HR Director and senior operational leaders to shape and deliver the segment People Plan, aligned to divisional strategy, commercial objectives and operational delivery priorities.
• Act as a trusted adviser and constructive challenger to senior leaders, using people insight to influence decisions and ensure people risks, opportunities and implications are visible in strategic forums.
• Translate business plans, project pipelines and market conditions into people priorities covering resourcing, capability, engagement, culture and sustainable delivery.
• The role acts as the deputy to the HR Director for the segment providing strategic continuity and leadership support across the wider organisation as requiredAct as the senior People Business Partner for the Segment Executive Director, balancing current segment operational needs with future development.
Workforce Planning, Talent, Succession and Performance
• Lead strategic workforce planning across the segment, identifying current and future workforce requirements, critical roles, skills gaps, succession risks and capacity constraints. Develop the interventions action plan to address the gaps.
• Use workforce data, project forecasts and labour market insight to define future headcount requirements to support resourcing, mobility, capability decisions and organisational structure changes.
• Drive talent, succession, performance and development processes, including objective setting, calibration, capability discussions and targeted development actions.
• Partner with Learning and Development, Talent and operational leaders to address capability gaps and strengthen leadership, project delivery and manager confidence.
Leadership, Culture, Change and Employee Experience
• Coach and influence senior leaders to build a high-performing, inclusive and values-led culture across geographically dispersed and site-based teams.
• Use engagement, listening and employee experience insight to identify cultural themes, leadership risks and opportunities for improvement.
• Champion inclusion, wellbeing, responsible leadership and fair decision-making in a construction context.
• Act as a change ambassador for the People function and wider division, supporting leaders and teams through organisational and cultural change.
Governance, Risk, Employee Relations and Industrial Relations
• Provide strategic oversight of people risk across the segment, ensuring employment legislation, policy, governance and ethical decision-making are embedded in leadership practice.
• Partner with Employee Relations , Legal, Compliance and operational leaders on complex or high-risk matters, ensuring fair, consistent and proportionate outcomes.
• Use ER trends, absence data, turnover, engagement and performance insight to identify root causes, drive improvements, build manager capability and reduce avoidable escalation.
• In specific sectors manage support the ER lead in managing relationships with trade unions, works councils and/ or external clients
