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Role Description

Role: Chief People Officer
Reports to: CEO
Employment Type: Permanent

 

Role Summary

At LCCC we sit at the heart of accelerating Net Zero, and our people are at the heart of our success. The Chief People Officer (CPO) sits on the LCCC Executive Leadership Team (ELT) with shared responsibility for delivery of business strategy and plans, through people, process and technology, and specific accountability for developing and delivering the People agenda. The CPO leads the team covering Business Partnering, People Operations, Reward, Talent (Acquisition, Management and Development), Internal Communications and Engagement, and Office Management, and owns all of the levers that contribute to the LCCC people experience.

The CPO ensures that People strategies and plans are created and deployed that enable the business to achieve its strategic goals, whilst embedding the company vision and values. The role will enable a longer-term view of the capabilities needed to deliver business objectives and how they will be acquired, via a combination of build / borrow/ buy / bot.

The CPO will provide strong leadership to the People Directorate, with direct line management of the Head of People Partnering & Operations, Head of Talent, Internal Communications & Engagement Manager and Office & Facilities Manager.

 

Key Responsibilities

People Partnering

  • Enable provision of a commercially focused business partnering service in which Business Partners are embedded in their Directorates and can translate business priorities into people plans that add tangible value.
  • Oversee employee relations (ER), ensuring that issues are managed effectively, themes tracked and that managers have the skills to fulfil their roles and mitigate risk to the business. Escalation point for complex and/or highly sensitive people issues.
  • Harness employee voice, ensuring that the ‘The Loop’ (employee forum) is an effective channel for listening, decision making and co-creation of business initiatives.
  • Ensure that LCCC’s organisation design is optimised and kept under continual review, enabling the delivery of business goals, driving clear accountabilities and minimising risk.

 

People Operations

  • Drive brilliant basics in people lifecycle processes; ensuring they are scalable and future-proof in support of ambitious business growth plans, and that systems are integrated and use of them is optimised.
  • Ensure that cyclical People activities are managed and deployed effectively, including strategic workforce planning, performance, reward, recognition and engagement.
  • Lead the ongoing review of LCCC policies, procedures and processes; ensuring they reflect both legal developments and market practice and align with our culture.
  • Ensure we ‘measure what matters’; using data to inform People priorities and solutions and demonstrate the value brought by People activity and investments.

 

Reward

  • Enable delivery of a pay and benefits structure that is competitive and provides value for money, facilitating equity, as well as talent attraction and retention.
  • Embed a culture of ongoing recognition that drives engagement and retention and shines a spotlight on achievements that go above and beyond, aligned to our Values.
  • Oversee the successful implementation and embedding of a framework that supports the effective management of both pay and progression.
  • Work directly with the Remuneration Committee Chair to ensure the appropriate level of oversight of LCCC reward arrangements is in place, and that meeting agendas are structured to enable this.

 

Strategic Workforce Planning

  • Oversee the delivery of a strategic workforce planning framework that enables a longer-term, rolling view of capability needs.
  • Ensure robust plans are in place to fill any gaps through a combination of build / borrow/buy / bot.
  • Ensure all People activities are integrated and synchronised up with the business strategy planning cycle.
  • Lead activities that develop the change capabilities needed to enable the organisation to continue to evolve and adapt to internal and external developments.

 

Talent Acquisition

  • Oversee the delivery of strategies that enable LCCC to attract, select and secure talent.
  • Ensure a high bar is maintained as we continue to scale, whilst minimising time to hire and driving a positive candidate experience.
  • Enable the design and deployment of a strong and clearly articulated employer brand (external) and Employer Value Proposition (internal).
  • Oversee and play a leading role in Director and Non-Executive Director hiring processes.

 

Learning & Development

  • Oversee the delivery of a suite of targeted development programmes, with particular focus on ensuring we have the leadership and management capability we need to achieve our goals and support our culture.
  • Further embed the 70:20:10 approach to learning, with provision of a learning offering for all that ensures our people have the core skills they need to fulfil their roles; today and tomorrow.
  • Role model a coaching approach and support the deployment of a coaching framework and methodology across the organisation.
  • Ensure that technology is being leveraged fully to enable the continued development of our people, including informing the company’s strategy for the use of GenAI.

 

Performance and Talent Management

  • Ensure that we are driving a high-performance culture, enabling discerning performance assessments which reward out-performance and address under-performance.
  • Drive an action-oriented approach to talent management that enables talent retention and ‘right person, right role, right time.’
  • Ensure a strong pipeline of future talent, overseeing the creation of a strategy for early careers (graduates, apprentices, interns, etc.).
  • Oversee the creation of robust succession plans for senior and critical roles, providing updates to the Board (Nomination Committee) that give them confidence in the approach taken.

 

Culture, Engagement and Inclusion

  • Ensure that our LCCC values are embedded in all of our ways of working, both within and beyond the People agenda, driving a positive, engaging organisational culture.
  • Oversee internal communications; ensuring a two-way flow of information that connects our people to the vision, mission, strategy and values, and gives them the information they need to perform their roles effectively.
  • Adopt an action-oriented approach to employee engagement, with plans developed and implemented that demonstrate our commitment and add tangible value.
  • Enable the delivery of strategies and plans that ensure we take an inclusive approach to everything we do, and that DEI remains top of mind in the organisation. Ensure that all people lifecycle activity is viewed through the lens of inclusion.

 

Office & Facilities

  • Lead on LCCC’s location strategy; ensuring we take a longer-term view of hiring needs and capacity requirements.
  • Accountable for the management of the LCCC office estate (currently Birmingham, Leeds and London) and the relationships with Landlords and Building Management; directly managing any (re)negotiations.
  • Oversee health and safety activity, ensuring we have the right processes and policies in place to fulfil our legal and statutory requirements and place the right level of focus on employee wellbeing.
  • Enable the implementation of ways of working that ensure all of our employees, regardless of where they are based, feel the same connection to the LCCC vision and culture.

 

People Leadership

  • Coach, mentor, and build capability across the People Team; combining the hands-on approach needed in an organisation of our size and scale, with empowering a team of People professionals to own and deliver in their areas.
  • Lead a culture of innovation and continuous improvement, ensuring knowledge is captured and shared.
  • Engender a strong end-to-end delivery mindset in the team – ensuring we are ambitious in plans and build trust through honouring our commitments.
  • Ensure the People Team are role modelling the LCCC behaviours day to day.

 

Stakeholder Management (Internal and External)

  • Build and leverage highly effective relationships with other senior leaders in LCCC; proactively identifying and removing SILOs.
  • Act as ‘trusted partner’ to our leaders; balancing support and challenge effectively and building trust in the People Team.
  • Develop and maintain external relationships for the benefit of the organisation, including with industry players, the Department for Energy Security and Net Zero and relevant Arm’s Length Bodies.
  • Oversee the management of third-party providers to ensure that a value-for-money service is provided to LCCC.