Shared Service Client Relations Manager

Corporate Resources and Business Improvement

The Resources and Business Improvement directorate is led by Dianne Tranmer. It is responsible for: People Function, Facilities Management, Digital Experience Unit and Technology Group, Information Governance, Executive Support Team and leadership of all our shared services across the GLA Group.

About the role

We’re looking for an enthusiastic and dynamic Client Relationship Manager with experience of ERP and HR systems, to manage the relationship with the GLA’s HR Shared Service with Transport for London (TfL). You will work closely with the Head of Business Improvement and the People Function to ensure a high-quality service is delivered for the GLA.

You will have excellent stakeholder and relationship skills, and bring experience of delivering service and process improvements in an HR environment. You will be solution focussed and have experience of delivering change from a user-centred perspective.

What your day will look like

This will be a varied role with key activities including:

Supporting the HR Shared Service and embedding this by developing, implementing and maintaining appropriate and effective systems and procedures

Working across the People Function to identify any changes in GLA People policy and procedures which may have process or systems implications for the HR Shared Service and raise these with colleagues in TfL

Acting as a key point of contact for colleagues for escalating potential concerns/delivery issues and manage this with TfL, in line with agreed SLAs and the HR Shared Service agreement

Leading on and delivering sustainable solutions to issues affecting the service offer, including on the provision of the MyHR Helpdesk, data for essential GLA statutory reporting, and recruitment service delivery

Meeting regularly with TfL HR Shared Service colleagues on service delivery and improvement, reviewing performance and delivery against SLAs

Skills, knowledge and experience

To be considered for the role you must meet the following essential criteria:

Knowledge and experience of ERP and HR systems, in order to integrate and support business processes and functions, optimising efficiency, and providing strategic insights for the organisation

Significant experience of providing project support services in a fast paced, complex and high-profile organisation, working independently and using sound judgement on sensitive issues.

A proven track record of developing and implementing systems and procedures to enable the delivery of effective support services and experience of finding solutions to problems and complex situations that may arise.

A high level of expertise in the use of technology and a clear understanding of the developing technology available, and an ability to use and develop these to enhance business management within the unit.

Job purpose

To manage the relationship with the HR Shared Service with TfL to ensure a high quality service is delivered for the GLA.

To work closely with the Head of Business Improvement and the People Function Senior Team to coordinate project plans and delivery for implementing and embedding a shared service, ensuring these are integrated into wider Unit plans.

Principal accountabilities

Support in managing the transition to the HR Shared Service and embedding this by developing, implementing and maintaining appropriate and effective systems and procedures

To act as a “global process owner”; working across the People Function to identify any changes in GLA People policy and procedures which may have process or systems implications for the HR Shared Service and raise these with colleagues in TfL

To act as a key point of contact for colleagues for escalating potential concerns/delivery issues and manage this with TfL, in line with agreed SLAs and the HR Shared Service agreement

To lead and deliver sustainable solutions to issues affecting the service offer, including on the provision of the MyHR Helpdesk, data for essential GLA statutory reporting, and recruitment service delivery

To act as a key point of contact for GLA colleagues for escalating potential delivery issues and managing these with TfL, in line with agreed SLAs and the HR Shared Service agreement

To meet regularly with TfL HR Shared Service colleagues on service delivery and improvement, reviewing performance and delivery against SLAs

To engage in demand planning conversations with TfL HR, following input from wider People Function colleagues and informed by the People Strategy and work plans

Ensure GLA managers and staff have access to the information needed to ensure they maximum the benefits of the Shared Service with TfL.

To act as the GLA lead on conversations about HR Shared Services developments, including any potential technological or service provision changes

Provide briefing and Secretariat support for senior GLA managers in relation to the HR Shared Service and for relevant senior meetings/ Boards.

Work in accordance with the Authority’s policies and Code of Ethic and Standards.

Realise the benefits of London’s diversity by promoting and enabling equality of opportunities and promoting the diverse needs and aspirations of London’s communities.

Realise the benefits of a flexible approach to work in undertaking the duties and responsibilities of this job, and participating in multi-disciplinary, cross-department and cross-organisational groups and project teams

Person specification

Technical requirements

Significant experience of providing project support services in a fast paced, complex and high-profile organisation, working independently and using sound judgement on sensitive issues.

Knowledge and experience of ERP and HR systems, in order to integrate and support business processes and functions, optimising efficiency, and providing strategic insights for the organisation

A proven track record of developing and implementing systems and procedures to enable the delivery of effective support services and experience of finding solutions to problems and complex situations that may arise.

A high level of expertise in the use of technology and a clear understanding of the developing technology available, and an ability to use and develop these to enhance business management within the unit

Behavioural competencies

Problem solving

… is analysing and interpreting situations from a variety of viewpoints and finding creative, workable and timely solutions.

Level 3 indicators of effective performance

Clarifies ambiguous problems, questioning assumptions to reach a fuller understanding

Actively challenges the status quo to find new ways of doing things, looking for good practice

Seeks and incorporates diverse perspectives to help produce workable strategies to address complex issues

Initiates consultation on opportunities to improve work processes

Supports the organisation to implement innovative suggestions

Planning and organising

… is thinking ahead, managing time, priorities and risk, and developing structured and efficient approaches to deliver work on time and to a high standard.

Level 2 indicators of effective performance

Prioritises work in line with key team or project deliverables

Makes contingency plans to account for changing work priorities, deadlines and milestones

Identifies and consults with sponsors or stakeholders in planning work

Pays close attention to detail, ensuring team’s work is delivered to a high standard

Negotiates realistic timescales for work delivery, ensuring team deliverables can be met

Building and managing relationships

… is developing rapport and working effectively with a diverse range of people, sharing knowledge and skills to deliver shared goals.

Level 3 indicators of effective performance

Actively engages partners and encourages others to build relationships that support GLA objectives

Understands and recognises the contributions that staff at all levels make to delivering priorities

Proactively manages partner relationships, preventing or resolving any conflict

Adapts style to work effectively with partners, building consensus, trust and respect

Delivers objectives by bringing together diverse stakeholders to work effectively in partnership

Communicating and influencing

… is presenting information and arguments clearly and convincingly so that others see us as credible and articulate and engage with us.

Level 3 indicators of effective performance

Encourages and supports teams in engaging in transparent and inclusive communication

Influences others and gains buy-in using compelling, well thought through arguments

Negotiates effectively to deliver GLA priorities

Synthesises the complex viewpoints of others, recognises where compromise is necessary and brokers agreement

Advocates positively for the GLA both within and outside the organisation

Strategic thinking

…is using an understanding of the bigger picture to uncover potential challenges and opportunities for the long term and turning these into a compelling vision

for action.

Level 2 indicators of effective performance

Works with a view to the future, prioritising own and others’ work in line

with GLA objectives

Briefs and prepares team to accomplish goals and objectives

Communicates the GLA’s strategic priorities in a compelling and convincing

manner, encouraging buy-in

Balances own team’s needs with wider organisational needs

Identifies synergies between team priorities and other relevant agendas

Decision making

… is forming sound, evidence-based judgements, making choices, assessing risks to delivery, and taking accountability for results.

Level 2 indicators of effective performance

Takes decisions as necessary on the basis of the information available

Makes decisions without unnecessarily referring to others

Involves and consults internal and external stakeholders early in decisions

that impact them

Identifies potential barriers to decision making and initiates action to move

a situation forward

Demonstrates awareness of the GLA’s decision making processes and how

to use them

Organisational awareness

… is understanding and being sensitive to organisational dynamics, culture and politics across and beyond the GLA and shaping our approach accordingly.

Level 3 indicators of effective performance

Uses understanding of differences between the GLA and its partners to improve working relationships

Helps others understand the GLA and the complex environment in which it operates

Translates changing political agendas into tangible actions

Considers the diverse needs of Londoners in formulating GLA objectives

Helps others understand how the media and external perceptions of the GLA influence work

Responding to pressure and change

… is being flexible and adapting positively, to sustain performance when the situation changes, workload increases, tensions rise or priorities shift.

Level 3 indicators of effective performance

Clarifies direction and adapts to changing priorities and uncertain times

Minimises the pressure of change for the directorate, lessening the impact for the team

Uses change as an opportunity to improve ways of working, encouraging others’ buy-in

Keeps staff motivated and engaged during times of change, promoting the benefits

Takes ownership for communicating change initiatives clearly, ensuring smooth implementation

Responsible Use of Resources

… is taking personal responsibility for using and managing resources effectively, efficiently and sustainably.

Level 2 indicators of effective performance

Continually looks for opportunities to work more efficiently and sustainably

Reduces team impact on the environment by implementing methods for

reducing use of, reusing and recycling resources

Improves local processes to maximise use of resources

Monitors and stays within budget at all times

Reasonable adjustments

Reasonable adjustment will be made to working arrangements to accommodate a person with a disability who otherwise would be prevented from undertaking the work.

The GLA Competency Framework Guidelines further detailing each competency and the different level indicators can be found here: GLA Competency Framework

How to apply

If you would like to apply for the role you will need to submit the following:

Up to date CV

Personal statement with a maximum of 1500 words. Please ensure you address how you demonstrate the essential criteria outlined above in the advert.

Please ensure your CV and Personal Statement have a maximum file size of 1.5MB each and upload your Personal Statement to the ‘CV and Cover Letters’ section’ of the form, ensuring you address the technical requirements and competencies in your Personal Statement.

Word or PDF format preferred and do not include any photographs or images. Please ensure your CV and Personal Statement are saved with the job reference number as part of the naming convention (E.g., “CV – applicant name - 012345)

As part of GLA’s continuing commitment to be an inclusive and equal opportunity employer we will be removing personal identifiable information from CVs and Personal Statements that could cause discrimination.

If you have questions about the role

If you wish to talk to someone about the role, the hiring manager David Canham would be happy to speak to you. Please contact them at david.canham@london.gov.uk

If you have any questions about the recruitment process, contact the glaopdcrecruitment@tfl.gov.uk who support the GLA with recruitment.

Assessment process

Once you have submitted an application, your details will be reviewed by a panel.

If shortlisted, you’ll be invited to an interview/assessment.

The interview/assessment date is: week commencing 28th July 2025

Equality, diversity and inclusion

London's diversity is its biggest asset, and we strive to ensure our workforce reflects London's diversity at all levels. We welcome applications from everyone regardless of age, gender, gender identity, gender expression, ethnicity, sexual orientation, faith or disability.

We particularly encourage applications from Black, Asian and Minority ethnic candidates and disabled candidates who are currently underrepresented in our workforce.

We are committed to being an inclusive employer and we are happy to consider flexible working arrangements. We would welcome applications from candidates who are seeking part time work as this role is open to job share.

Please note we are a Disability Confident Employer so for candidates who wish to be considered under the scheme and meet the essential criteria, they will automatically be invited to interview. Please note, should you require any adjustments through the process, we will accommodate as much as possible. Please contact the recruitment team for further information if required.

Benefits

GLA staff are hybrid working up to 3 days a week in our offices and remotely depending on their role. As part of this, you will need to split your time between home working and coming into the office.

In addition to a good salary package, you will be paid every four weeks, providing frequent salary payments. We also offer an attractive range of benefits including 30 days’ annual leave, interest free season ticket loan, interest free bicycle loan and a career average pension scheme.

Additional Information

Please note, all candidates will need to confirm that the information provided in this application form is true and correct. Should a candidate deliberately give false information, including the use of AI software, they understand that this would disqualify them from consideration.

Successful candidates must undergo a criminal record (DBS) check but some roles may require additional security screening.

Find out which DBS check is right for your employee - GOV.UK (www.gov.uk)

More Support

If you have a disability which makes submitting an online application form difficult, please contact resourcingteam@london.gov.uk