456 Best hr executive Jobs in London (July 2026)

Head of Change, Transformation and Internal Communications - Mayor of London

7 days ago

City of London

\n Salary: £72,488 per annum \n Grade: 12 \n Contract type: Fixed Term \n Reference: 041199 \n Contract details: 2 years \n Application closing date: Mon, 23/01/2023 - 23:59 About the Role\n The GLA is looking for a Head of Change, Transformation and Internal Communications to lead the development and implementation of an internal communications strategy which embeds our purpose and values across the organisation. \n This is a new role in the External Relations directorate, and the post holder will lead the internal communications team, responsible for strategy development, channel management and related activities. \n They will also provide strategic advice to Chief Officer, Corporate Management Team, and senior leaders on all aspects of change, transformation and internal communications. A key requirement of the role will be the ability to co‑ordinate and ensure the involvement of all relevant parts of the GLA including other functional bodies – including HR, transformation, change and communications teams. \n Finally, this role will be responsible for ensuring that equality, diversity and inclusion (EDI) is the ‘golden thread’ through all projects and programmes, enabling the GLA to promote and enable equality of opportunities in response to the diverse needs and aspirations of London’s communities. Principal Accountabilities\n \n • Lead, develop and implement the GLA’s change, transformation and internal communications and employee engagement strategy\n, • Lead on the development and delivery of internal leadership communications and employee engagement activities\n, • Provide advice and recommendations to the Chief Officer, Corporate Management Team (CMT), Mayor’s Office, senior managers and internal clients and stakeholders\n, • Advise senior managers from across the GLA and the GLA Group working collaboratively to deliver corporate programmes\n, • Manage staff and resources allocated to the job in accordance with the GLA's policies and Code of Ethics and Standards and ensure all contract management and procurement of services in accordance with policy and best value principles.\n, • Realise the benefits of a flexible approach to work in undertaking the duties and responsibilities of this job, and participating in multi-disciplinary cross‑department and cross‑organisational groups and task teams\n \n For any queries about the role, contact Nicole Valentinuzzi at Nicole.valentinuzzi@london.gov.uk. Personal SpecificationTechnical requirements / experience / qualifications\n \n • A proven track record of leading and developing organisation‑wide internal, transformation and change communications strategies\n, • Significant experience of implementing programmes facilitating change and transformation\n, • Proven ability to influence and provide strategic advice and recommendations based on evidence to a wide range of stakeholders including Chief Officer, Executive Directors and senior managers\n, • Demonstrable knowledge of best practice and trends in internal communications and employee engagement\n, • Able to lead, manage and motivate team members, ensuring work programmes are delivered in line with set team and departmental aims and objectives\n Behavioural competenciesBuilding & Managing Relationships\n Is developing rapport and working effectively with a diverse range of people, sharing knowledge and skills to deliver shared goals \n Level 4 indicators of effective performance \n \n • Identifies and engages a diverse range of influential contacts within stakeholder and community groups, and partner organisations\n, • Builds alliances to establish mutually beneficial working arrangements, openly sharing knowledge and insights\n, • Actively challenges and addresses ‘silo attitudes’ to encourage effective relationship building inside and outside the GLA\n, • Understands the complexities of political dynamics and uses this to manage relationships and resolve conflict effectively\n, • Identifies clear win‑win situations with external partners\n Communicating and Influencing\n Is presenting information and arguments clearly and convincingly so that others see us as credible and articulate and engage with us. \n Level 3 indicators of effective performance \n \n • Encourages and supports teams in engaging in transparent and inclusive communication\n, • Influences others and gains buy‑in using compelling, well‑thought‑through arguments\n, • Negotiates effectively to deliver GLA priorities\n, • Synthesises the complex viewpoints of others, recognises where compromise is necessary and brokers agreement\n, • Advocates positively for the GLA both within and outside the organisation\n Stakeholder focus\n Is consulting with, listening to, and understanding the needs of those our work impacts and using this knowledge to shape what we do and manage others’ expectations. \n Level 3 indicators \n \n • Understands diverse stakeholder needs and tailors team deliverables accordingly\n, • Is a role model to others, encouraging them to think of Londoners first\n, • Manages stakeholder expectations, so they are high but realistic\n, • Removes barriers to understanding the needs of diverse stakeholders, including hard to reach groups\n \n \n, • Focuses own and team’s efforts on delivering a quality and committed service\n Strategic Thinking\n Is using an understanding of the bigger picture to uncover potential challenges and opportunities for the long term and turning these into a compelling vision for action. \n Level 3 indicators of effective performance \n \n • Translates GLA vision and strategy into practical and tangible plans for own team or delivery partners\n, • Consistently takes account of the wider implications of team’s actions for the GLA\n, • Encourages self and others to think about organisation’s long‑term potential\n, • Informs strategy development by identifying gaps in current delivery or evidence\n, • Takes account of a wide range of public and partner needs to inform team’s work\n Organisational awareness\n Is understanding and being sensitive to organisational dynamics, culture, and politics across and beyond the GLA and shaping our approach accordingly. \n Level 3 indicators of effective performance \n \n • Uses understanding of differences between the GLA and its partners to improve working relationships\n, • Helps others understand the GLA and the complex environment in which it operates\n, • Translates changing political agendas into tangible actions\n, • Considers the diverse needs of Londoners in formulating GLA objectives\n, • Helps others understand how the media and external perceptions of the GLA influence work\n Planning and Organising\n Is thinking ahead, managing time, priorities, and risk, and developing structured and efficient approaches to deliver work on time and to a high standard. \n Level 3 indicators of effective performance \n \n • Monitors allocation of resources, anticipating changing requirements that may impact work delivery\n, • Ensures evaluation processes are in place to measure project benefits\n, • Gains buy‑in and commitment to project delivery from diverse stakeholders\n, • Implements quality measures to ensure directorate output is of a high standard\n, • Translates political vision into action plans and deliverables\n Problem Solving\n Is analysing and interpreting situations from a variety of viewpoints and finding creative, workable and timely solutions. \n Level 3 indicators of effective performance \n \n • Clarifies ambiguous problems, questioning assumptions to reach a fuller understanding\n, • Actively challenges the status quo to find new ways of doing things, looking for good practice\n, • Seeks and incorporates diverse perspectives to help produce workable strategies to address complex issues\n, • Initiates consultation on opportunities to improve work processes\n, • Supports the organisation to implement innovative suggestions\n Responding to Pressure and Change\n Is being flexible and adapting positively, to sustain performance when the situation changes, workload increases, tensions rise or priorities shift. \n Level 3 indicators of effective performance \n \n • Clarifies direction and adapts to changing priorities and uncertain times\n, • Minimises the pressure of change for the directorate, lessening the impact for the team\n, • Uses change as an opportunity to improve ways of working, encouraging others’ buy‑in\n, • Keeps staff motivated and engaged during times of change, promoting the benefits\n, • Takes ownership for communicating change initiatives clearly, ensuring smooth implementation\n Reasonable adjustment\n Reasonable adjustment will be made to working arrangements to accommodate a person with a disability who otherwise would be prevented from undertaking the work. \n This role is based at City Hall, in the Royal Docks (Kamal Chunchie Way, London, E16 1Z). Equal opportunities & diversity statement\n London's diversity is its biggest asset and we strive to ensure our workforce reflects London's diversity at all levels. We welcome applications from everyone regardless of age, gender, gender identity, gender expression, ethnicity, sexual orientation, faith or disability. We especially encourage applications from Black, Asian, minority ethnic and disabled candidates who are currently underrepresented in our workforce. \n We are committed to being an inclusive employer and are happy to consider flexible working arrangements. The role is open to part‑time work and job sharing. \n In addition to a good salary package, we offer an attractive range of benefits including 30 days’ annual leave, interest‑free season ticket loan, interest‑free bicycle loan and a career‑average pension scheme. \n #J-18808-Ljbffr

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