Role Purpose
The Head of People Transformation & Enterprise Process Excellence will establish and lead a scalable, business-focused approach to transformation, process management and continuous improvement across a growing international organisation.
Reporting directly to the Chief People Officer (CPO) and operating as a senior member of the Human Resources leadership team, the Head will initially focus on transforming HR processes and the end-to-end employee experience. The role will establish the HR process architecture, assess current practices, design future-state processes, clarify process ownership and decision rights, and introduce meaningful KPIs, SLAs and governance frameworks.
The Chief People Officer retains accountability for the HR strategy, HR operating model and HR organisational structure. The Head will provide process-based insight to inform operating-model decisions and translate the agreed model into end-to-end processes, governance, roles, controls, measures and implementation plans.
The Head will also establish an enterprise process-excellence framework and practical methodology that can be adopted by other business functions. Working across organisational and geographic boundaries, the role will enable leaders and process owners to improve the performance, consistency, control and experience of their processes while retaining accountability within the relevant function.
The position combines strategic design with hands-on transformation delivery. It will ensure that organisational processes support continued international growth while reinforcing culture, values, regulatory obligations and commitment to fair, inclusive and high-quality employee experiences.
The role may commence as an individual contributor during the initial diagnostic and mobilisation period. Delivery of the broader enterprise mandate will require the timely establishment of a dedicated People Transformation and Enterprise Process Excellence team, supported by nominated process owners, subject-matter experts and enabling functions. The Head will define the required capability and phased resourcing model with the Chief People Officer. Scope, sequencing and delivery commitments will remain aligned with approved capacity and resources.
Key Accountabilities
- Transformation Strategy & Leadership
- Partner with the Chief People Officer to define and deliver the People Transformation and Enterprise Process Excellence strategy.
- Translate business and growth priorities into a practical, prioritised and measurable transformation roadmap.
- Act as a trusted adviser to senior leadership on process, governance, transformation and organisational-effectiveness matters.
- Build senior stakeholder alignment around transformation priorities and develop evidence-based recommendations and business cases.
- Establish governance for transformation initiatives, including decision forums, escalation paths, risk management and benefits tracking.
- Provide transparent reporting on progress, outcomes and key decisions.
- Alignment with the HR Operating Model
- Ensure process transformation aligns with the approved or evolving HR operating model.
- Provide evidence from process diagnostics, performance data, employee experience and stakeholder feedback to support decision-making.
- Translate the approved operating model into process architecture, workflows, governance, controls, measures and implementation plans.
- Clarify responsibilities through accountability frameworks and RACI models.
- Define effective process interfaces between HR, leaders, employees and enabling functions such as Finance, Technology, Compliance, Legal, Risk and Operations.
- Support the implementation of approved operating-model changes.
- HR Process Architecture & End-to-End Process Transformation
- Establish a Group-wide HR process architecture covering the complete employee lifecycle.
- Lead discovery sessions, stakeholder interviews, process mapping, maturity assessments and diagnostic reviews.
- Conduct gap analyses and identify inefficiencies, duplication, unclear ownership and control weaknesses.
- Design scalable, employee-focused and measurable future-state processes.
- Ensure processes are considered end-to-end, including workflows, systems, controls, decision points and employee touchpoints.
- Translate future-state designs into policies, procedures, controls, templates and implementation actions.
- Prioritise transformation initiatives according to business value, risk, employee impact and implementation feasibility.
Indicative HR Process Portfolio
Subject to agreed priorities, the portfolio may include:
- Position creation and requisition approval
- End-to-end recruitment and hiring
- Onboarding
- Performance management
- Learning, development and talent management
- Compensation, promotion, recognition and internal mobility
- Employee engagement
- Leave administration
- Offboarding, exit management and knowledge transfer
- Process Governance, Documentation & Ownership
- Establish standards for process design, documentation, approval, ownership and change control.
- Create and maintain an accessible process repository.
- Establish regular process review and assurance cycles.
- Coordinate risk-based process health checks and conformance reviews.
- Partner with Internal Audit, Risk and Compliance functions to ensure appropriate control frameworks are embedded.
- Balance standardisation with local regulatory requirements.
- Performance Excellence, KPIs & Service Levels
- Define KPIs, SLAs, targets, ownership and reporting frameworks.
- Introduce process-performance dashboards and review cadences.
- Use data and stakeholder feedback to identify opportunities for improvement.
- Maintain a continuous-improvement pipeline and benefits tracking methodology.
- Ensure measures drive end-to-end performance and employee experience.
- Culture, Engagement, Equity & Inclusion
- Embed organisational values and leadership behaviours into people processes.
- Ensure fair, transparent and inclusive decision-making practices.
- Review people processes for potential barriers, bias and inconsistent application.
- Translate employee feedback into practical process and organisational improvements.
- Partner with HR leadership to strengthen accountability for employee experience outcomes.
- Enterprise Process Excellence Capability
- Establish a practical enterprise process-excellence framework and methodology.
- Support business functions in defining process ownership, governance, KPIs and improvement priorities.
- Facilitate cross-functional transformation initiatives.
- Coach leaders and process owners on process management and continuous improvement.
- Develop a community of process owners and champions.
- Maintain clear accountability within business functions while providing specialist process expertise.
- Technology, Data & Automation Enablement
- Assess current process-management, workflow and collaboration tools.
- Establish interim process-repository and governance solutions where required.
- Define business requirements for scalable BPM and process-management capabilities.
- Evaluate existing platforms and recommend fit-for-purpose solutions.
- Partner with Technology and business stakeholders to implement appropriate tools and workflows.
- Identify automation opportunities and improve data quality.
- Ensure technology decisions are driven by future-state process requirements and user needs.
- Implementation, Adoption & Capability Building
- Translate approved designs into implementation plans with clear milestones and ownership.
- Develop communication, training and change-adoption strategies.
- Monitor adoption and address implementation challenges.
- Build internal process-management and continuous-improvement capability.
- Define future-state team structures, skills and resource requirements.
- Develop phased resourcing plans and supporting business cases.
- Recruit and lead the approved transformation team as required.
- Establish a network of process owners, subject-matter experts and champions.
Initial Priorities (First Six Months)
- Confirm the transformation mandate, governance structure, priorities and role boundaries with executive stakeholders.
- Complete an HR process-maturity assessment and establish the high-level HR process architecture.
- Develop a prioritised transformation roadmap and identify the first end-to-end processes for redesign.
- Lead the redesign of priority HR processes, including process mapping, gap analysis, future-state design, governance, KPIs and implementation planning.
- Establish foundational process-governance, ownership and performance-management practices.
- Assess BPM and process-management technology requirements and establish an interim repository approach.
- Define the phased resourcing model and begin building the transformation capability.
Experience & Qualifications
- Significant senior-level experience in business transformation, process excellence, operating-model design, organisational effectiveness or management consulting.
- Demonstrated success leading complex transformation initiatives across functions, geographies or business entities.
- Strong experience in process diagnostics, process mapping, root-cause analysis and future-state design.
- Proven ability to establish process governance, ownership, KPIs, SLAs and continuous-improvement frameworks.
- Experience within financial services, fintech, technology or other regulated industries is advantageous.
- Strong understanding of the interaction between process, organisation, technology, data, governance, culture and employee experience.
- Experience engaging executive stakeholders and driving alignment across organisational boundaries.
- Knowledge of Lean, BPM, BPMN, Six Sigma or similar methodologies is advantageous.
- Relevant degree in Business, Economics, Organisational Development, Human Resources or a related discipline.
- Postgraduate qualifications in transformation, organisational development, change management or related fields are advantageous.
- A traditional HR background is not essential; deep transformation and process expertise is the primary requirement.
Leadership Capabilities
- Connects people transformation with business strategy, performance, risk and growth.
- Operates effectively at both strategic and execution levels.
- Builds alignment across functions, entities and leadership teams.
- Uses data, process insights and root-cause analysis to solve complex challenges.
- Designs solutions that are practical, scalable and sustainable.
- Works effectively across cultures, countries and disciplines.
- Maintains a strong focus on employee, manager and organisational value.
- Challenges constructively and supports transparent decision-making.
- Delivers measurable outcomes and sustainable business benefits.
