Senior HRBP (Tech, Product + Ops)

Description

Who are we?

What will you need?

• Significant HR business partnering experience, including partnering leaders at or close to executive level.

• Experience supporting Product + Tech teams, familiarity with relevant methodologies, ceremonies and what good looks like.

• A clear track record leading organisational change and design.

• Deep employee relations capability and the judgement to handle senior, sensitive and cross-border cases (with support).

• Strong employment law knowledge for at least one of the markets we operate in, and the appetite to get up to speed on the others.

• Commercial credibility. You can hold your own in a business conversation and connect people decisions to cost, risk and delivery.

• The confidence to challenge senior leaders constructively and to hold a position when it matters.

• Experience coaching or developing others; prior line management experience is an advantage given this role leads two HR Business Partners.

• Experience working across locations and cultures, or a clear ability to do it well.

• You work in line with our performance principles: Lead and Inspire, Think Big, Champion the Client, Deliver at Pace and Raise the Bar.

Partner senior leaders

• Be the trusted People partner to your leadership team, in the room for the decisions that matter rather than told about them afterwards.

• Coach senior leaders on their own leadership, their team dynamics and the calls they find hardest. Challenge them well.

• Hold a position under pressure. Balance what the business wants with what is right for IG and for our people, and be respected for how you do it.

• Manage competing priorities across several senior stakeholders without losing pace or losing anyone’s trust.

• Lead, coach and develop your two HR Business Partners in Kraków and Bangalore, setting the standard for partnering across all three layers of the team and ensuring consistent quality wherever colleagues sit.

What does success look like?

• Your leadership team trusts you and involves you early.

• Change in your area is delivered on time, compliantly, and with colleagues understanding why.

• The hardest cases are handled well and quietly, and nothing significant surprises us.

• Engagement and performance in your area improve, and leaders are empowered to own that improvement themselves.

• Managers and more junior partners around you are visibly better because you are there.

Bring insight, not just information

• Use people, cost and commercial data to bring your leaders insight they had not asked for.

• Build and defend a business case, in the language the business uses.

• Watch the external market and regulatory picture so you can see what is coming rather than react to it.

Lead organisation design and change

• Lead restructures and reorganisations in your area from first conversation to final implementation, compliantly and with care for the people affected.

• Advise leaders on operating model, structure, spans, layers, levels and job design before decisions are made, so structure follows strategy rather than personalities.

• Build the case for change, including the numbers, and take leaders and colleagues with you through it.

Make the wider People function better

• Shape how group and divisional programmes land across more than your own patch, and feed what you see on the ground back into the Centre of Excellence so that what they design works.

• Raise the bar in the team through mentoring, role modelling and improving how we partner. Be someone the more junior partners learn from, without needing a management title to do it.

• Work well across our locations, and help the team understand where local context should change our approach.

Set the bar on culture and performance

• Own the engagement and culture agenda for a large or complex population, and hold leaders accountable for their own scores rather than carrying it for them.

• Set the standard for what good performance management looks like in your area. Push leaders to differentiate properly, recognise the best and act on the rest.

• Make sure your area’s strongest people are known, developed and kept, and that succession risk in critical roles is understood.

Own the hardest employee relations work

• Take the most sensitive and complex cases in your area, including senior level and cross border matters, working closely with our Employee Relations specialists and Legal.

• Be accountable for the quality and consistency of ER practice across your area, and for making sure risk is surfaced early.

• Use what you see across cases to fix causes. Feed the patterns back so policy and manager capability improve.