KPMG

Human ressources

★★★★★

Performance manager - people, resourcing & finance; contract

New 12 July England - Greater London, London Temp

Working with the Performance Group Leader, People Partner and Head of Performance & Operations for the Performance Group, thePerformance Leaders' role is to drive improved commercial & client performance by creating highly engaged teams, and developing our top talent within the Performance Group (PG)



Role Overview

Working with the Performance Group Leader, People Partner and Head of Performance & Operations for the Performance Group, thePerformance Leaders' role is to drive improved commercial & client performance by creating highly engaged teams, and developing our top talent within the Performance Group (PG)

* This improved commercial & client performance will be achieved via three main levers: Finance, Resourcing and People
* Performance Leaders will predominantly be high performing Senior Managers (grade B), who spend 50% of their time client facing and 50% on PL activity
* They will have responsibility for 80-120 colleagues from B -E grades (grade A colleagues will be managed by Partners, however the PL for the team should still include them in team communications as necessary)
* In some instances, high performing C grades may perform the role where appropriate for the business and where there is a clear path for progression to B grade. These C grades will have the same responsibility for B-E grades within their Performance Group, including access to talent data and reward information.
* The Performance Leaders reporting line will be to the partners that lead their community. Performance Leaders also play an important role in managing and controlling the costs of the business and therefore PLs will also have a dual reporting line to the HOPO.
* The Performance Leader should leverage the local support functions, Finance, Resource Management, HRBPs, Recruitment and alsoPerformance Managers to specifically focus on the following:

People

* With the PGL, People Partner and HOPO, take responsibility for the engagement and culture of the PG
* Working with the HR Business Partner, run effective and efficient people calendar activities for the PG incl. performance development annual activity, talent reviews, promotion cycles & reward
* Work with HOPO to develop high performing community of Performance Managers, supporting them to help colleagues to manage their careers, their wellbeing and ensure retention of our HIPOs
* Drive an inclusive culture in their PG
* Work with Learning Business Partners to ensure their priorities support the strategic priorities of the PG
* Support the recruitment process to ensure

Resourcing

* Through Headcount Planning and Talent Reviews, have a deep understanding of their team's capabilities and skills mix, using this information to support resourcing, mobility & learning decisions
* Working with Resource Management, ensure engagements are appropriately resourced taking into account strategic priorities for the client and development needs of people and inclusion and diversity considerations.
* Actively work with Partners, fellow PLs, Resourcing and HR to ensure talent flows across the business to meet hot spots and address development needs
* Embed Knowledge Management best practice, capturing and sharing information and promoting KM tools to improve our understanding of our wins
* Drive improved utilisation and KGS usage

Finance

* Working closely with the HOPO to manage the cost base of their team
* Accountable for improving key financial metrics for their team, as agreed with HOPO
* Examples of these may include:
* Reduced lock up
* Improved engagement profitability
* Reduction in DFCs