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⚡ Source: ReedRef: 56895214

HR Transformation Lead

Nigel Wright Group·Leeds, Yorkshire and The Humber·Posted 2 weeks ago
💰 £70-100k/year⭐ Senior
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Job description

Original text imported from Reed

The Opportunity;

We are delighted to be recruiting a strategically important leadership role for a growing global organisation, headquartered in Leeds.  This is a rare opportunity to step into a high impact, senior leadership role, working closely with business leaders to lead major organisational change across the UK & Ireland.

Key Responsibilities;

Partnering closely with senior leaders, you will operate as a trusted business partner and transformation leader, working directly with senior leaders to shape how the organisation evolves, from structure and capability through to performance and ways of working.  This includes;
  • Identifying where the organisation can perform better
  • Designing practical, commercially grounded solutions
  • Leading delivery of complex, cross-functional change
  • Ensuring improvements are embedded and measurable

This is a hands-on delivery role with real breadth and visibility across a complex, multi site organsiation. You’ll identify, execute and lead major organisational change programmes including;
  • Identify where the organisation can perform better, spotting gaps in structure, capability or ways of working, and turning these into clear, actionable improvement plans.
  • Lead the delivery of organisational change end to end, including restructures, integrations, TUPE transfers and workforce redesign.
  • Work closely with business leaders to understand on-the-ground challenges and shape solutions that are practical and commercially sound.
  • Coordinate across multiple teams and functions, ensuring stakeholders are aligned and progress stays on track.
  • Drive delivery and keep momentum, removing blockers and stepping into the detail when needed to make sure things get done.
  • Ensure changes are implemented effectively in practice, not just designed, and that they work in a live operational environment.
  • Deliver tangible improvements, such as clearer structures, better accountability, and more efficient ways of working.
  • Translate change into real business results, with stronger team performance and measurable improvements in efficiency and effectiveness.

This role is based in Leeds (hybrid working) with occasional UK/International travel.

What We’re Looking For;
  • A senior HR leader, transformation lead, or OD specialist with deep experience in organisational change.
  • Proven in delivering complex, cross-functional transformation, not just designing it.
  • Comfortable operating at both strategic and hands-on delivery levels.
  • Highly credible with senior stakeholders and confident in challenging and influencing.
  • Pragmatic, commercial and relentlessly focused on outcomes.
  • Energised by working in fast-paced, evolving environments.
  • Experience in Trade Unionised, asset-heavy, operational or regulated industries is advantageous but not essential.

Summary;

This is a rare opportunity to shape high-profile transformation across a commercially dynamic and future-focused business. This role offers breadth, autonomy and visibility, ideal for someone looking to build the experience required for a future HR Director position.

Contact Sue O'Donovan for a confidential discussion about this opportunity.

SpeedCV AI

Key skills

AI-extracted from the job advert

Must-have skills
Organisational change deliveryCross-functional transformationTUPE transfersRestructuringSenior stakeholder managementBusiness partneringWorkforce redesign
Nice-to-have
Trade Union experienceRegulated industriesAsset-heavy operationsIntegration management
Soft skills
LeadershipStrategic thinkingCommercial acumenInfluenceAutonomyCommunicationProblem solving
SpeedCV AI

Application advice

5 AI-generated recommendations to maximise your chances.

1

⭐ Highlight your TUPE transfer and restructuring experience prominently as the advert specifically mentions these complex HR processes

2

📊 Quantify your transformation results: 'Led 3 restructures affecting 200+ employees, improving efficiency by 25%'

3

🌐 Emphasise your Trade Union experience if you have it, as the advert mentions this as advantageous for their operational environment

4

🎯 Showcase examples of working directly with C-suite leaders as this role requires credibility with senior stakeholders

5

🤝 Demonstrate your hands-on delivery approach rather than just strategy, as they explicitly want someone who executes not just designs

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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:

  • Led TUPE transfer of 150 employees across 4 sites during acquisition, maintaining 98% retention and zero compliance issues
  • Delivered cross-functional restructure affecting 8 departments, reducing operational costs by £1.2M annually whilst improving team accountability
  • Designed and executed workforce redesign programme for 300-person organisation, achieving 22% efficiency improvement within 6 months

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

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AI cover letter

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Letter preview — tailored to Nigel Wright Group

Dear Hiring Manager,

Nigel Wright Group's HR Transformation Lead role represents exactly the strategic leadership opportunity I've been seeking. Your requirement for someone who can deliver complex TUPE transfers and cross-functional restructures aligns perfectly with my background in organisational change delivery.

My background in leading end-to-end transformation programmes has equipped me to operate as both strategist and hands-on delivery leader. I've successfully managed workforce redesigns across multiple sites, ensuring compliance whilst maintaining operational continuity and stakeholder alignment throughout complex change initiatives.

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Interview questions

10 questions generated from this advert.

Technical

  • How would you approach a TUPE transfer involving multiple sites and different employment terms?
  • What frameworks do you use to identify organisational performance gaps?
  • How do you measure the success of a workforce redesign project?
  • Describe your approach to managing complex cross-functional transformation programmes
  • How do you ensure compliance when restructuring in regulated industries?

Behavioural

  • Tell me about a time you had to influence senior leaders who were resistant to organisational change
  • Describe a situation where you had to remove blockers during a complex transformation project
  • Give an example of when you turned around a failing change initiative
  • Tell me about a time you had to challenge senior stakeholders on their approach to transformation
  • Describe how you maintained momentum during a long-term organisational change programme
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 had to influence senior leaders who were resistant to organisational change

During a merger integration, the Finance Director was resistant to restructuring his 25-person team, citing operational risks. I arranged one-to-one sessions to understand his specific concerns, then developed a phased approach starting with non-customer-facing roles. I presented data showing how similar restructures had improved efficiency by 18% elsewhere in the business. By involving him in designing the new structure and providing additional support during transition, I gained his buy-in. The restructure was completed 3 weeks ahead of schedule with zero service disruption.
2Question

Describe a situation where you had to remove blockers during a complex transformation project

During a workforce redesign affecting 200 employees, IT system access delays were preventing new role implementations. The IT Director cited resource constraints and 8-week lead times. I escalated to the CEO, presenting the £15,000 weekly cost of delays and reputational risks. I then worked with IT to identify interim solutions, including temporary system access and manual workarounds. By securing additional contractor support and prioritising critical access requirements, we reduced the delay from 8 weeks to 2 weeks, keeping the transformation on track.

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