Strategic Change & Internal Communications Leader

Job description

Salary: £72,488 per annum
Grade: 12
Contract type: Fixed Term
Reference: 041199
Contract details: 2 years
Application closing date: Mon, 23/01/2023 - 23:59
About the Role 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.
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.
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.
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 Lead, develop and implement the GLA's change, transformation and internal communications and employee engagement strategy
Lead on the development and delivery of internal leadership communications and employee engagement activities
Provide advice and recommendations to the Chief Officer, Corporate Management Team (CMT), Mayor's Office, senior managers and internal clients and stakeholders
Advise senior managers from across the GLA and the GLA Group working collaboratively to deliver corporate programmes
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.
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
For any queries about the role, contact Nicole Valentinuzzi at Nicole.valentinuzzi@london.gov.uk.
Personal Specification Technical requirements / experience / qualifications A proven track record of leading and developing organisation‐wide internal, transformation and change communications strategies
Significant experience of implementing programmes facilitating change and transformation
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
Demonstrable knowledge of best practice and trends in internal communications and employee engagement
Able to lead, manage and motivate team members, ensuring work programmes are delivered in line with set team and departmental aims and objectives
Behavioural competencies Building & Managing Relationships Is developing rapport and working effectively with a diverse range of people, sharing knowledge and skills to deliver shared goals
Level 4 indicators of effective performance
Identifies and engages a diverse range of influential contacts within stakeholder and community groups, and partner organisations
Builds alliances to establish mutually beneficial working arrangements, openly sharing knowledge and insights
Actively challenges and addresses 'silo attitudes' to encourage effective relationship building inside and outside the GLA
Understands the complexities of political dynamics and uses this to manage relationships and resolve conflict effectively
Identifies clear win‐win situations with external partners
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
Stakeholder focus 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.
Level 3 indicators
Understands diverse stakeholder needs and tailors team deliverables accordingly
Is a role model to others, encouraging them to think of Londoners first
Manages stakeholder expectations, so they are high but realistic
Removes barriers to understanding the needs of diverse stakeholders, including hard to reach groups
Focuses own and team's efforts on delivering a quality and committed service
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 3 indicators of effective performance
Translates GLA vision and strategy into practical and tangible plans for own team or delivery partners
Consistently takes account of the wider implications of team's actions for the GLA
Encourages self and others to think about organisation's long‐term potential
Informs strategy development by identifying gaps in current delivery or evidence
Takes account of a wide range of public and partner needs to inform team's work
Organisational awareness Is understanding and being sensitive to organisational dynamics, culture, and politics across and beyond the GLA and shaping our approach accordingly.
Level 3 indicators of effective performance
Uses understanding of differences between the GLA and its partners to improve working relationships
Helps others understand the GLA and the complex environment in which it operates
Translates changing political agendas into tangible actions
Considers the diverse needs of Londoners in formulating GLA objectives
Helps others understand how the media and external perceptions of the GLA influence work
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 3 indicators of effective performance
Monitors allocation of resources, anticipating changing requirements that may impact work delivery
Ensures evaluation processes are in place to measure project benefits
Gains buy‐in and commitment to project delivery from diverse stakeholders
Implements quality measures to ensure directorate output is of a high standard
Translates political vision into action plans and deliverables
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
Responding to Pressure and Change Is being flexible and adapting positively, to sustain performance when the situation changes, workload increases, tensions rise or priorities shift.
Level 3 indicators of effective performance
Clarifies direction and adapts to changing priorities and uncertain times
Minimises the pressure of change for the directorate, lessening the impact for the team
Uses change as an opportunity to improve ways of working, encouraging others' buy‐in
Keeps staff motivated and engaged during times of change, promoting the benefits
Takes ownership for communicating change initiatives clearly, ensuring smooth implementation
Reasonable adjustment Reasonable adjustment will be made to working arrangements to accommodate a person with a disability who otherwise would be prevented from undertaking the work.
This role is based at City Hall, in the Royal Docks (Kamal Chunchie Way, London, E16 1Z).
Equal opportunities & diversity statement 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.
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.
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.

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Extra information

Status

Closed

Education Level

Secondary School

Location

London

Type of Contract

Full-time jobs

Full UK/EU driving license preferred

No

Car Preferred

No

Must be eligible to work in the EU

No

Cover Letter Required

No

Languages

English