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⚡ Source: ReedRef: 56817477

HR Manager

Michael Page HR·Wrexham·Posted 1 week ago
💰 50-60k GBP/year
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Job description

Original text imported from Reed

We are partnering with a growing, owner-managed SME within the distribution sector to appoint an experienced HR Manager based at their Wrexham site. This is a unique opportunity to build and shape a people function from the ground up within a business that is evolving quickly and investing in its future.

Client Details

Our customer is an owner-managed SME within the distribution sector. With a headcount of circa 150 employees across multiple UK locations, the organisation is entering an exciting phase of growth and transformation.


This business is known for its customer-centric approach.

Description

This is a standalone, hands-on HR leadership role with a strong operational focus, working closely with the day-to-day needs of the business while also contributing to longer-term strategic direction. Initially, the role will be heavily aligned to operational delivery - supporting managers, embedding core processes, and building credibility across the workforce. Over time, there is clear scope for the role to evolve into a more strategic position as the function matures and the business continues to grow.


Reporting into a Divisional Managing Director, with a dotted line to the Group CEO, you will play a key role in shaping the people agenda across the business.


While the role is based in Wrexham, you will support additional sites across the UK, including locations in Lancashire, the Midlands, and the South East.


Key Responsibilities:

  • Establish and develop the HR function, policies, and processes from scratch
  • Provide hands-on, operational HR support across employee relations, performance, and day-to-day people matters
  • Partner with senior leadership to gradually shape and deliver a forward-looking people strategy
  • Lead initiatives across engagement, management development, and organisational culture
  • Support diversity, equity & inclusion and social impact initiatives
  • Contribute to organisational design projects at both divisional and group level
  • Coach and support managers to build capability and confidence in people management


This role is based on-site in Wrexham, five days per week

Profile

  • Proven experience in a standalone or senior HR role within an SME or growing business
  • Comfortable operating both operationally and strategically, with the ability to flex as the business evolves
  • Strong generalist skillset across employee relations, performance, and engagement
  • Commercially minded with the ability to influence and partner with senior stakeholders
  • Adaptable and hands-on, with a proactive and solutions-focused approach
  • Experience supporting multi-site operations is advantageous


This role offers the chance to make a genuine impact by shaping the future of HR within a business that values its people and is committed to growth. You will have the autonomy to build a function that adds real value, with the opportunity to grow the role into a more strategic leadership position over time.

Job Offer

This role pays up to £50,000 to £60,000 per annum (dependant on experience), inclusive of a car allowance, performance related bonus and a suite of benefits.

SpeedCV AI

Key skills

AI-extracted from the job advert

Must-have skills
Standalone HR Role ExperienceEmployee RelationsPerformance ManagementSME ExperienceMulti-site Operations
Nice-to-have
Distribution Sector ExperienceOrganisational DesignManagement DevelopmentChange Management
Soft skills
AdaptabilityCommercial MindsetProactive ApproachSolutions-focusedAutonomyInfluenceLeadership
SpeedCV AI

Application advice

5 AI-generated recommendations to maximise your chances.

1

⭐ Highlight your standalone HR experience at the top of your CV as this role specifically requires building an HR function from scratch

2

📊 Quantify your multi-site experience: 'Supported HR operations across 5 locations with 200+ employees'

3

🏢 Emphasise SME experience in distribution or similar sectors as they value sector-relevant background

4

🎯 Showcase examples of building HR processes from the ground up, mentioning specific policies or frameworks you've implemented

5

🤝 Demonstrate your ability to flex between operational and strategic work, citing specific examples of both day-to-day support and long-term planning

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Suggested CV bullets

3 bullets our AI drafted for this specific advert, mirroring its ATS keywords.

How to tailor your CV

Add these 3 bullets under your most recent experience:

  • Established HR function from scratch for 180-employee manufacturing SME, implementing employee relations framework that reduced grievances by 40% within 12 months
  • Led multi-site performance management rollout across 4 UK locations, coaching 25 managers and achieving 95% completion rate for annual reviews
  • Developed diversity and inclusion strategy for distribution company, increasing female representation in management roles from 15% to 28% over 18 months

Free to copy — tailoring requires a 30-sec CV upload.

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Letter preview — tailored to Michael Page HR

Dear Hiring Manager,

Your HR Manager role at the Wrexham-based distribution SME represents exactly the type of ground-up HR leadership opportunity I've been seeking. My experience in standalone HR roles and multi-site operations aligns perfectly with your need to establish core processes while supporting 150 employees across multiple UK locations.

My background in building HR functions from scratch within growing SMEs has equipped me with the operational expertise and strategic mindset needed to flex between day-to-day employee relations support and longer-term people strategy development. I'm particularly drawn to the opportunity to shape organisational culture and management capability across your Lancashire, Midlands and South East sites.

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SpeedCV AI

Interview questions

10 questions generated from this advert.

Technical

  • How would you approach establishing HR policies and processes from scratch in a 150-person organisation?
  • What frameworks would you use to measure employee engagement across multiple sites?
  • How do you handle complex employee relations cases while maintaining business operations?
  • What's your approach to designing performance management systems for growing SMEs?
  • How would you structure diversity and inclusion initiatives across different UK locations?

Behavioural

  • Tell me about a time you built an HR function or process from the ground up
  • Describe a situation where you had to influence senior stakeholders without direct authority
  • Give an example of how you've balanced operational demands with strategic initiatives
  • Tell me about a challenging employee relations case you resolved
  • Describe how you've supported managers to improve their people management skills
SpeedCV AINEW

STAR answer examples

Model answers using the Situation-Task-Action-Result framework. Adapt to your own experience.

1Question

Tell me about a time you built an HR function or process from the ground up

At a 120-person logistics company, I was tasked with establishing their first formal HR function. The situation was challenging as they had no policies, inconsistent management practices, and rising employee turnover at 35%. I started by conducting a comprehensive audit, interviewing 15 managers and surveying all staff. My action plan included developing 12 core policies, implementing a structured performance review process, and training 20 managers on employment law basics. I also established monthly employee forums and introduced an employee handbook. The results were significant: turnover dropped to 18% within 8 months, employee satisfaction scores increased from 2.1 to 3.8 out of 5, and we achieved zero employment tribunal claims in my first year.
2Question

Describe a situation where you had to influence senior stakeholders without direct authority

As HR Manager at a family-owned manufacturing business, I needed to convince the owner-directors to invest £25,000 in management development training, despite their initial resistance to the cost. The situation was that we had 8 newly promoted supervisors struggling with people management, leading to increased complaints and a 22% spike in absence rates. I prepared a business case showing the cost of poor management: £18,000 in overtime covering absent staff, plus potential tribunal costs. I proposed a phased 6-month programme and offered to track specific metrics. My approach was to present data rather than opinions, and I suggested starting with a pilot group of 4 managers. The result was approval for the full programme, which delivered a 40% reduction in grievances and 15% improvement in team productivity scores within 9 months.

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