Shared Service Client Relations Manager

Corporate Resources and Business Improvement

The Resources and Business Improvement directorate is led by Dianne Tranmer. It is responsible for: People Function, Facilities Management, Digital Experience Unit and Technology Group, Information Governance, Executive Support Team and leadership of all our shared services across the GLA Group.

About the role

We're looking for an enthusiastic and dynamic Client Relationship Manager with experience of ERP and HR systems, to manage the relationship with the GLA's HR Shared Service with Transport for London (TfL). You will work closely with the Head of Business Improvement and the People Function to ensure a high-quality service is delivered for the GLA.

You will have excellent stakeholder and relationship skills, and bring experience of delivering service and process improvements in an HR environment. You will be solution focussed and have experience of delivering change from a user-centred perspective.

What your day will look like

This will be a varied role with key activities including:

• Supporting the HR Shared Service and embedding this by developing, implementing and maintaining appropriate and effective systems and procedures
• Working across the People Function to identify any changes in GLA People policy and procedures which may have process or systems implications for the HR Shared Service and raise these with colleagues in TfL
• Acting as a key point of contact for colleagues for escalating potential concerns/delivery issues and manage this with TfL, in line with agreed SLAs and the HR Shared Service agreement
• Leading on and delivering sustainable solutions to issues affecting the service offer, including on the provision of the MyHR Helpdesk, data for essential GLA statutory reporting, and recruitment service delivery
• Meeting regularly with TfL HR Shared Service colleagues on service delivery and improvement, reviewing performance and delivery against SLAs.

Skills, knowledge and experience

To be considered for the role you must meet the following essential criteria:

• Knowledge and experience of ERP and HR systems, in order to integrate and support business processes and functions, optimising efficiency, and providing strategic insights for the organisation
• Significant experience of providing project support services in a fast paced, complex and high-profile organisation, working independently and using sound judgement on sensitive issues.
• A proven track record of developing and implementing systems and procedures to enable the delivery of effective support services and experience of finding solutions to problems and complex situations that may arise.
• A high level of expertise in the use of technology and a clear understanding of the developing technology available, and an ability to use and develop these to enhance business management within the unit.

Job purpose

• To manage the relationship with the HR Shared Service with TfL to ensure a high quality service is delivered for the GLA.
• To work closely with the Head of Business Improvement and the People Function Senior Team to coordinate project plans and delivery for implementing and embedding a shared service, ensuring these are integrated into wider Unit plans.

Principal accountabilities

• Support in managing the transition to the HR Shared Service and embedding this by developing, implementing and maintaining appropriate and effective systems and procedures
• To act as a "global process owner"; working across the People Function to identify any changes in GLA People policy and procedures which may have process or systems implications for the HR Shared Service and raise these with colleagues in TfL
• To act as a key point of contact for colleagues for escalating potential concerns/delivery issues and manage this with TfL, in line with agreed SLAs and the HR Shared Service agreement
• To lead and deliver sustainable solutions to issues affecting the service offer, including on the provision of the MyHR Helpdesk, data for essential GLA statutory reporting, and recruitment service delivery
• To act as a key point of contact for GLA colleagues for escalating potential delivery issues and managing these with TfL, in line with agreed SLAs and the HR Shared Service agreement
• To meet regularly with TfL HR Shared Service colleagues on service delivery and improvement, reviewing performance and delivery against SLAs
• To engage in demand planning conversations with TfL HR, following input from wider People Function colleagues and informed by the People Strategy and work plans
• Ensure GLA managers and staff have access to the information needed to ensure they maximum the benefits of the Shared Service with TfL.
• To act as the GLA lead on conversations about HR Shared Services developments, including any potential technological or service provision changes
• Provide briefing and Secretariat support for senior GLA managers in relation to the HR Shared Service and for relevant senior meetings/ Boards.
• Work in accordance with the Authority's policies and Code of Ethic and Standards.
• Realise the benefits of London's diversity by promoting and enabling equality of opportunities and promoting the diverse needs and aspirations of London's communities.
• 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 project teams

Person specification

Technical requirements:

• Significant experience of providing project support services in a fast paced, complex and high-profile organisation, working independently and using sound judgement on sensitive issues.
• Knowledge and experience of ERP and HR systems, in order to integrate and support business processes and functions, optimising efficiency, and providing strategic insights for the organisation
• A proven track record of developing and implementing systems and procedures to enable the delivery of effective support services and experience of finding solutions to problems and complex situations that may arise.
• A high level of expertise in the use of technology and a clear understanding of the developing technology available, and an ability to use and develop these to enhance business management within the unit

Behavioural competencies

Problem solving

is analysing and interpreting situations from a variety of viewpoints and finding creative, workable and timely solutions.

Level 3 indicators of effective performance:

• Clarifies ambiguous problems, questioning assumptions to reach a fuller understanding
• Actively challenges the status quo to find new ways of doing things, looking for good practice
• Seeks and incorporates diverse perspectives to help produce workable strategies to address complex issues
• Initiates consultation on opportunities to improve work processes
• Supports the organisation to implement innovative suggestions

Planning and organising

is thinking ahead, managing time, priorities and risk, and developing structured and efficient approaches to deliver work on time and to a high standard.

Level 2 indicators of effective performance:

• Prioritises work in line with key team or project deliverables
• Makes contingency plans to account for changing work priorities, deadlines and milestones
• Identifies and consults with sponsors or stakeholders in planning work
• Pays close attention to detail, ensuring team's work is delivered to a high standard
• Negotiates realistic timescales for work delivery, ensuring team deliverables can be met

Building and managing relationships

is developing rapport and working effectively with a diverse range of people, sharing knowledge and skills to deliver shared goals.

Level 3 indicators of effective performance:

• Actively engages partners and encourages others to build relationships that support GLA objectives
• Understands and recognises the contributions that staff at all levels make to delivering priorities
• Proactively manages partner relationships, preventing or resolving any conflict
• Adapts style to work effectively with partners, building consensus, trust and respect
• Delivers objectives by bringing together diverse stakeholders to work effectively in partnership

Communicating and influencing

is presenting information and arguments clearly and convincingly so that others see us as credible and articulate and engage with us.

Level 3 indicators of effective performance:

• Encourages and supports teams in engaging in transparent and inclusive communication
• Influences others and gains buy-in using compelling, well thought through arguments
• Negotiates effectively to deliver GLA priorities
• Synthesises the complex viewpoints of others, recognises where compromise is necessary and brokers agreement
• Advocates positively for the GLA both within and outside the organisation

Strategic thinking

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.

Level 2 indicators of effective performance:

• Works with a view to the future, prioritising own and others' work in line with GLA objectives
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