Head of People and Workforce Planning

Job Title: Head of People Change and Workforce Planning

Location:Any Hub ( Cumbernauld Milton Keynes Middlebrook London)

Contract and working pattern:Hybrid ( 3 collaboration days) permanent full time 37.5 hours

Are you ready to Be Your Best Barr None

Lets Grow!!!

We are all about Being Your Best Barr None and having a career with real Moments that Matter!

Employing around 950 people across the UK we are proud to be a responsible business that takes care of our people values diversity gives something back to our communities and works to minimise our environmental impact.

For 150 years AG Barr has been building great brands and is home to some of the nations favourite flavours.

At our core is IRN-BRU launched in 1901 and still going strong today the vibrant RUBICON fruit based brand Boost making every moment better with a caffeine kick hydration hit or tasty treat and FUNKIN where real fruit means authentic taste.

We also have a number of exciting owned brands within our portfolio including MOMA which crafts quality oats into great tasting oat drinks and porridges.

Theres never been a better time to join us!

What were looking for

As our Head of People Change and Workforce Planning you will play a strategic leadership role responsible

for aligning AG Barrs organisational model and skillsets with business strategy and technology

platforms.

You will lead organisational design decisions rigorously evaluating work activity

against FTE counts cost models technology capability and productivity outputs to optimise the

overall organisational model financially and with the required capabilities.

Working closely with People and Business Leaders the role will translate business plans into

clear workforce requirements through activity reviews and connecting it with process efficiency

and technology capabilities. Continuous analysis of FTE numbers organisational design and skill

set mapping to ensure the organisation has the right capability capacity and organisational

structure to meet current and future needs in a streamlined way that is assessed financially. The

role will provide leadership and oversight of significant change programmes ensuring that the

impact of change is understood early appropriately planned and effectively delivered. It will

also establish workforce planning disciplines that enable better decisions around organisational

design skills recruitment deployment FTE and workforce cost.

This role will bridge strategic workforce analysis with frontline operational delivery ensuring that

structural change programs transformations and skillset evolutions are executed effectively

legally on time and within budget across the business. This role leads on a continuous review of

operating model versus organisational design.

You will also support on M&A activity and the requirement to design and integrate structures

Your responsibilities will include...

1. Strategic Workforce Planning & Productivity

Develop and maintain AG Barrs enterprise-wide workforce planning model projecting

future role capacity and skill requirements over 13 year horizons.

Map activity against the technology roadmap to understand the future requirements of

roles.

Establish work activity analysis frameworks to evaluate resource utilisation benchmark FTE

counts against outputs and directly link resource decisions to measurable productivity

gains.

Conduct ongoing resource cost analysis to ensure costs are protected during business

growth and capability shifts.

Translate business plans and forecasts into short medium and long-term workforce

requirements.

Develop a clear view of workforce demand and supply identifying future capacity

capability and skills requirements.

Analyse workforce data and trends including headcount resource cost turnover

vacancies demographics skills and workforce productivity. Provide insight to the

Executive team on this basis to drive appropriate action.

2. Organisational Design & Transformation

Lead OD governance and act as the core advisor to executive stakeholders on target

operating models spans of control and team structures.

Translate corporate transformation programs into granular skill matrixes identifying

capability gaps in key areas with a proposed plan to address

Map future-state roles and design transition roadmaps that ensure talent capability evolves

alongside operational technology and growth initiatives.

Forecast potential variance within approved FTE capacity structure in place and skills

readiness.

Challenge organisational complexity and identify…