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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.\n \nAbout the role \nWe’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.\nYou 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. \n \nWhat your day will look like\nThis will be a varied role with key activities including:\nSupporting the HR Shared Service and embedding this by developing, implementing and maintaining appropriate and effective systems and procedures\nWorking 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\nActing 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\nLeading 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\nMeeting regularly with TfL HR Shared Service colleagues on service delivery and improvement, reviewing performance and delivery against SLAs\n \nSkills, knowledge and experience \nTo be considered for the role you must meet the following essential criteria:\nKnowledge 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\nSignificant experience of providing project support services in a fast paced, complex and high-profile organisation, working independently and using sound judgement on sensitive issues.\nA 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.\nA 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.\n \nJob purpose\nTo manage the relationship with the HR Shared Service with TfL to ensure a high quality service is delivered for the GLA.\nTo 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.\n \nPrincipal accountabilities\n \nSupport in managing the transition to the HR Shared Service and embedding this by developing, implementing and maintaining appropriate and effective systems and procedures\nTo 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\nTo 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\nTo 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\nTo 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\nTo meet regularly with TfL HR Shared Service colleagues on service delivery and improvement, reviewing performance and delivery against SLAs\nTo engage in demand planning conversations with TfL HR, following input from wider People Function colleagues and informed by the People Strategy and work plans\nEnsure GLA managers and staff have access to the information needed to ensure they maximum the benefits of the Shared Service with TfL.\nTo act as the GLA lead on conversations about HR Shared Services developments, including any potential technological or service provision changes\nProvide briefing and Secretariat support for senior GLA managers in relation to the HR Shared Service and for relevant senior meetings/ Boards.\nWork in accordance with the Authority’s policies and Code of Ethic and Standards.\nRealise the benefits of London’s diversity by promoting and enabling equality of opportunities and promoting the diverse needs and aspirations of London’s communities.\nRealise 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\n \nPerson specification\n \nTechnical requirements\nSignificant experience of providing project support services in a fast paced, complex and high-profile organisation, working independently and using sound judgement on sensitive issues.\nKnowledge 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\nA 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.\nA 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\nBehavioural competencies\n \nProblem solving\n… is analysing and interpreting situations from a variety of viewpoints and finding creative, workable and timely solutions.\n \nLevel 3 indicators of effective performance\nClarifies ambiguous problems, questioning assumptions to reach a fuller understanding\nActively challenges the status quo to find new ways of doing things, looking for good practice\nSeeks and incorporates diverse perspectives to help produce workable strategies to address complex issues\nInitiates consultation on opportunities to improve work processes\nSupports the organisation to implement innovative suggestions \n \nPlanning and organising\n… is thinking ahead, managing time, priorities and risk, and developing structured and efficient approaches to deliver work on time and to a high standard.\n \nLevel 2 indicators of effective performance\nPrioritises work in line with key team or project deliverables\nMakes contingency plans to account for changing work priorities, deadlines and milestones\nIdentifies and consults with sponsors or stakeholders in planning work\nPays close attention to detail, ensuring team’s work is delivered to a high standard\nNegotiates realistic timescales for work delivery, ensuring team deliverables can be met\n \nBuilding and managing relationships\n… is developing rapport and working effectively with a diverse range of people, sharing knowledge and skills to deliver shared goals.\n \nLevel 3 indicators of effective performance \nActively engages partners and encourages others to build relationships that support GLA objectives\nUnderstands and recognises the contributions that staff at all levels make to delivering priorities\nProactively manages partner relationships, preventing or resolving any conflict\nAdapts style to work effectively with partners, building consensus, trust and respect\nDelivers objectives by bringing together diverse stakeholders to work effectively in partnership\n \nCommunicating and influencing\n… is presenting information and arguments clearly and convincingly so that others see us as credible and articulate and engage with us.\n \nLevel 3 indicators of effective performance\nEncourages and supports teams in engaging in transparent and inclusive communication\nInfluences others and gains buy-in using compelling, well thought through arguments\nNegotiates effectively to deliver GLA priorities\nSynthesises the complex viewpoints of others, recognises where compromise is necessary and brokers agreement\nAdvocates positively for the GLA both within and outside the organisation\n \nStrategic thinking\n…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\nfor action.\n \nLevel 2 indicators of effective performance\nWorks with a view to the future, prioritising own and others’ work in line\nwith GLA objectives\nBriefs and prepares team to accomplish goals and objectives\nCommunicates the GLA’s strategic priorities in a compelling and convincing\nmanner, encouraging buy-in\nBalances own team’s needs with wider organisational needs\nIdentifies synergies between team priorities and other relevant agendas\n \nDecision making \n… is forming sound, evidence-based judgements, making choices, assessing risks to delivery, and taking accountability for results.\n \nLevel 2 indicators of effective performance\nTakes decisions as necessary on the basis of the information available\nMakes decisions without unnecessarily referring to others\nInvolves and consults internal and external stakeholders early in decisions\nthat impact them\nIdentifies potential barriers to decision making and initiates action to move\na situation forward\nDemonstrates awareness of the GLA’s decision making processes and how\nto use them\n \nOrganisational awareness\n… is understanding and being sensitive to organisational dynamics, culture and politics across and beyond the GLA and shaping our approach accordingly.\n \nLevel 3 indicators of effective performance\nUses understanding of differences between the GLA and its partners to improve working relationships\nHelps others understand the GLA and the complex environment in which it operates\nTranslates changing political agendas into tangible actions\nConsiders the diverse needs of Londoners in formulating GLA objectives\nHelps others understand how the media and external perceptions of the GLA influence work\n \nResponding to pressure and change\n… is being flexible and adapting positively, to sustain performance when the situation changes, workload increases, tensions rise or priorities shift.\n \nLevel 3 indicators of effective performance\nClarifies direction and adapts to changing priorities and uncertain times\nMinimises the pressure of change for the directorate, lessening the impact for the team\nUses change as an opportunity to improve ways of working, encouraging others’ buy-in\nKeeps staff motivated and engaged during times of change, promoting the benefits\nTakes ownership for communicating change initiatives clearly, ensuring smooth implementation\n \nResponsible Use of Resources\n… is taking personal responsibility for using and managing resources effectively, efficiently and sustainably.\nLevel 2 indicators of effective performance\nContinually looks for opportunities to work more efficiently and sustainably\nReduces team impact on the environment by implementing methods for\nreducing use of, reusing and recycling resources\nImproves local processes to maximise use of resources\nMonitors and stays within budget at all times\nReasonable adjustments\nReasonable adjustment will be made to working arrangements to accommodate a person with a disability who otherwise would be prevented from undertaking the work.\nThe GLA Competency Framework Guidelines further detailing each competency and the different level indicators can be found here: GLA Competency Framework\nHow to apply\nIf you would like to apply for the role you will need to submit the following:\nUp to date CV\nPersonal statement with a maximum of 1500 words. Please ensure you address how you demonstrate the essential criteria outlined above in the advert.\nPlease 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.\nWord 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)\nAs 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. \nIf you have questions about the role\nIf 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 \nIf you have any questions about the recruitment process, contact the glaopdcrecruitment@tfl.gov.uk who support the GLA with recruitment.\n \nAssessment process \nOnce you have submitted an application, your details will be reviewed by a panel.\nIf shortlisted, you’ll be invited to an interview/assessment.\nThe interview/assessment date is: week commencing 28th July 2025\n \nEquality, diversity and inclusion \nLondon'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.\nWe particularly encourage applications from Black, Asian and Minority ethnic candidates and disabled candidates who are currently underrepresented in our workforce.\nWe 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. \nPlease 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. 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Should a candidate deliberately give false information, including the use of AI software, they understand that this would disqualify them from consideration.\nSuccessful candidates must undergo a criminal record (DBS) check but some roles may require additional security screening. \nFind out which DBS check is right for your employee - GOV.UK (<a href=\"{{SIGN-IN-REQUIRED}}\">www.gov.uk</a>)\nMore Support\nIf you have a disability which makes submitting an online application form difficult, please contact resourcingteam@london.gov.uk","shortDescription":"","jobType":"Management","employerType":"Civil Service/Central Government","howToApplyText":"","employer":"Greater London Authority","employerId":"493b1065-dc5d-4533-8c87-015edfefa5ac","department":"","departmentId":"","location":"City Hall, Kamal Chunchie Way","locationHierarchy":[{"types":["postal_code"],"value":"E16 1ZE"},{"types":["postal_town"],"value":"London"},{"types":["administrative_area_level_2","political"],"value":"Greater London"},{"types":["administrative_area_level_1","political"],"value":"England"},{"types":["country","political"],"value":"United Kingdom"}],"locationType":2,"salaryDescription":"£50,000 - £74,999","salaryFrom":50000,"salaryTo":74999,"exactSalary":null,"salaryFrequency":"year","workingPatterns":[1],"workingHoursDescription":"","contractType":2,"dbsCheckRequired":false,"dbsType":0,"publishDate":"2025-06-11T08:45:00.000Z","expirationDate":"2025-07-07T22:59:00.000Z","applicationMethod":1,"applicationUrl":null,"documents":[],"logoUri":"https://www.lgjobs.com/logos/logos/9bd89012-8428-4b78-b5cf-8f037226d093.png","awardLogoUris":[],"canonicalUrl":"https://www.jobsgopublic.com/jobs/edacbfbb-94c2-44af-ad83-f5973574d58a","createdDate":"2025-06-11T08:46:02.000Z","applicationFormName":"","onHold":false,"expired":false,"featuredJob":false,"featuredJobRefreshed":false,"enhanced":false,"applied":false},"dataUpdateCount":1,"dataUpdatedAt":1749852970788,"error":null,"errorUpdateCount":0,"errorUpdatedAt":0,"fetchFailureCount":0,"fetchFailureReason":null,"fetchMeta":null,"isInvalidated":false,"status":"success","fetchStatus":"idle"},"queryKey":["jobDetails","edacbfbb-94c2-44af-ad83-f5973574d58a?signup=true"],"queryHash":"[\"jobDetails\",\"edacbfbb-94c2-44af-ad83-f5973574d58a?signup=true\"]"},{"state":{"data":{"id":"edacbfbb-94c2-44af-ad83-f5973574d58a","title":"Shared Service Client Relations Manager","synonyms":["Shared Service Client Relations Manager"],"reference":"GLA/25/316039","description":"Corporate Resources and Business Improvement\nThe 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.\n \nAbout the role \nWe’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.\nYou 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. \n \nWhat your day will look like\nThis will be a varied role with key activities including:\nSupporting the HR Shared Service and embedding this by developing, implementing and maintaining appropriate and effective systems and procedures\nWorking 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\nActing 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\nLeading 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\nMeeting regularly with TfL HR Shared Service colleagues on service delivery and improvement, reviewing performance and delivery against SLAs\n \nSkills, knowledge and experience \nTo be considered for the role you must meet the following essential criteria:\nKnowledge 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\nSignificant experience of providing project support services in a fast paced, complex and high-profile organisation, working independently and using sound judgement on sensitive issues.\nA 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.\nA 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.\n \nJob purpose\nTo manage the relationship with the HR Shared Service with TfL to ensure a high quality service is delivered for the GLA.\nTo 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.\n \nPrincipal accountabilities\n \nSupport in managing the transition to the HR Shared Service and embedding this by developing, implementing and maintaining appropriate and effective systems and procedures\nTo 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\nTo 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\nTo 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\nTo 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\nTo meet regularly with TfL HR Shared Service colleagues on service delivery and improvement, reviewing performance and delivery against SLAs\nTo engage in demand planning conversations with TfL HR, following input from wider People Function colleagues and informed by the People Strategy and work plans\nEnsure GLA managers and staff have access to the information needed to ensure they maximum the benefits of the Shared Service with TfL.\nTo act as the GLA lead on conversations about HR Shared Services developments, including any potential technological or service provision changes\nProvide briefing and Secretariat support for senior GLA managers in relation to the HR Shared Service and for relevant senior meetings/ Boards.\nWork in accordance with the Authority’s policies and Code of Ethic and Standards.\nRealise the benefits of London’s diversity by promoting and enabling equality of opportunities and promoting the diverse needs and aspirations of London’s communities.\nRealise 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\n \nPerson specification\n \nTechnical requirements\nSignificant experience of providing project support services in a fast paced, complex and high-profile organisation, working independently and using sound judgement on sensitive issues.\nKnowledge 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\nA 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.\nA 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\nBehavioural competencies\n \nProblem solving\n… is analysing and interpreting situations from a variety of viewpoints and finding creative, workable and timely solutions.\n \nLevel 3 indicators of effective performance\nClarifies ambiguous problems, questioning assumptions to reach a fuller understanding\nActively challenges the status quo to find new ways of doing things, looking for good practice\nSeeks and incorporates diverse perspectives to help produce workable strategies to address complex issues\nInitiates consultation on opportunities to improve work processes\nSupports the organisation to implement innovative suggestions \n \nPlanning and organising\n… is thinking ahead, managing time, priorities and risk, and developing structured and efficient approaches to deliver work on time and to a high standard.\n \nLevel 2 indicators of effective performance\nPrioritises work in line with key team or project deliverables\nMakes contingency plans to account for changing work priorities, deadlines and milestones\nIdentifies and consults with sponsors or stakeholders in planning work\nPays close attention to detail, ensuring team’s work is delivered to a high standard\nNegotiates realistic timescales for work delivery, ensuring team deliverables can be met\n \nBuilding and managing relationships\n… is developing rapport and working effectively with a diverse range of people, sharing knowledge and skills to deliver shared goals.\n \nLevel 3 indicators of effective performance \nActively engages partners and encourages others to build relationships that support GLA objectives\nUnderstands and recognises the contributions that staff at all levels make to delivering priorities\nProactively manages partner relationships, preventing or resolving any conflict\nAdapts style to work effectively with partners, building consensus, trust and respect\nDelivers objectives by bringing together diverse stakeholders to work effectively in partnership\n \nCommunicating and influencing\n… is presenting information and arguments clearly and convincingly so that others see us as credible and articulate and engage with us.\n \nLevel 3 indicators of effective performance\nEncourages and supports teams in engaging in transparent and inclusive communication\nInfluences others and gains buy-in using compelling, well thought through arguments\nNegotiates effectively to deliver GLA priorities\nSynthesises the complex viewpoints of others, recognises where compromise is necessary and brokers agreement\nAdvocates positively for the GLA both within and outside the organisation\n \nStrategic thinking\n…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\nfor action.\n \nLevel 2 indicators of effective performance\nWorks with a view to the future, prioritising own and others’ work in line\nwith GLA objectives\nBriefs and prepares team to accomplish goals and objectives\nCommunicates the GLA’s strategic priorities in a compelling and convincing\nmanner, encouraging buy-in\nBalances own team’s needs with wider organisational needs\nIdentifies synergies between team priorities and other relevant agendas\n \nDecision making \n… is forming sound, evidence-based judgements, making choices, assessing risks to delivery, and taking accountability for results.\n \nLevel 2 indicators of effective performance\nTakes decisions as necessary on the basis of the information available\nMakes decisions without unnecessarily referring to others\nInvolves and consults internal and external stakeholders early in decisions\nthat impact them\nIdentifies potential barriers to decision making and initiates action to move\na situation forward\nDemonstrates awareness of the GLA’s decision making processes and how\nto use them\n \nOrganisational awareness\n… is understanding and being sensitive to organisational dynamics, culture and politics across and beyond the GLA and shaping our approach accordingly.\n \nLevel 3 indicators of effective performance\nUses understanding of differences between the GLA and its partners to improve working relationships\nHelps others understand the GLA and the complex environment in which it operates\nTranslates changing political agendas into tangible actions\nConsiders the diverse needs of Londoners in formulating GLA objectives\nHelps others understand how the media and external perceptions of the GLA influence work\n \nResponding to pressure and change\n… is being flexible and adapting positively, to sustain performance when the situation changes, workload increases, tensions rise or priorities shift.\n \nLevel 3 indicators of effective performance\nClarifies direction and adapts to changing priorities and uncertain times\nMinimises the pressure of change for the directorate, lessening the impact for the team\nUses change as an opportunity to improve ways of working, encouraging others’ buy-in\nKeeps staff motivated and engaged during times of change, promoting the benefits\nTakes ownership for communicating change initiatives clearly, ensuring smooth implementation\n \nResponsible Use of Resources\n… is taking personal responsibility for using and managing resources effectively, efficiently and sustainably.\nLevel 2 indicators of effective performance\nContinually looks for opportunities to work more efficiently and sustainably\nReduces team impact on the environment by implementing methods for\nreducing use of, reusing and recycling resources\nImproves local processes to maximise use of resources\nMonitors and stays within budget at all times\nReasonable adjustments\nReasonable adjustment will be made to working arrangements to accommodate a person with a disability who otherwise would be prevented from undertaking the work.\nThe GLA Competency Framework Guidelines further detailing each competency and the different level indicators can be found here: GLA Competency Framework\nHow to apply\nIf you would like to apply for the role you will need to submit the following:\nUp to date CV\nPersonal statement with a maximum of 1500 words. Please ensure you address how you demonstrate the essential criteria outlined above in the advert.\nPlease 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.\nWord 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)\nAs 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. \nIf you have questions about the role\nIf 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 \nIf you have any questions about the recruitment process, contact the glaopdcrecruitment@tfl.gov.uk who support the GLA with recruitment.\n \nAssessment process \nOnce you have submitted an application, your details will be reviewed by a panel.\nIf shortlisted, you’ll be invited to an interview/assessment.\nThe interview/assessment date is: week commencing 28th July 2025\n \nEquality, diversity and inclusion \nLondon'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.\nWe particularly encourage applications from Black, Asian and Minority ethnic candidates and disabled candidates who are currently underrepresented in our workforce.\nWe 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. \nPlease 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.\n \nBenefits\nGLA 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.\nIn 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.\n \nAdditional Information \nPlease 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.\nSuccessful candidates must undergo a criminal record (DBS) check but some roles may require additional security screening. \nFind out which DBS check is right for your employee - GOV.UK (<a href=\"{{SIGN-IN-REQUIRED}}\">www.gov.uk</a>)\nMore Support\nIf you have a disability which makes submitting an online application form difficult, please contact resourcingteam@london.gov.uk","shortDescription":"","jobType":"Management","employerType":"Civil Service/Central Government","howToApplyText":"","employer":"Greater London Authority","employerId":"493b1065-dc5d-4533-8c87-015edfefa5ac","department":"","departmentId":"","location":"City Hall, Kamal Chunchie Way","locationHierarchy":[{"types":["postal_code"],"value":"E16 1ZE"},{"types":["postal_town"],"value":"London"},{"types":["administrative_area_level_2","political"],"value":"Greater London"},{"types":["administrative_area_level_1","political"],"value":"England"},{"types":["country","political"],"value":"United Kingdom"}],"locationType":2,"salaryDescription":"£50,000 - £74,999","salaryFrom":50000,"salaryTo":74999,"exactSalary":null,"salaryFrequency":"year","workingPatterns":[1],"workingHoursDescription":"","contractType":2,"dbsCheckRequired":false,"dbsType":0,"publishDate":"2025-06-11T08:45:00+00:00","expirationDate":"2025-07-07T22:59:00+00:00","applicationMethod":1,"applicationUrl":null,"documents":[],"logoUri":"https://www.lgjobs.com/logos/logos/9bd89012-8428-4b78-b5cf-8f037226d093.png","awardLogoUris":[],"canonicalUrl":"https://www.jobsgopublic.com/jobs/edacbfbb-94c2-44af-ad83-f5973574d58a","createdDate":"2025-06-11T08:46:02+00:00","applicationFormName":"","onHold":false,"expired":false,"featuredJob":false,"featuredJobRefreshed":false,"enhanced":false,"applied":false},"dataUpdateCount":1,"dataUpdatedAt":1749852970959,"error":null,"errorUpdateCount":0,"errorUpdatedAt":0,"fetchFailureCount":0,"fetchFailureReason":null,"fetchMeta":null,"isInvalidated":false,"status":"success","fetchStatus":"idle"},"queryKey":["similarJobs","edacbfbb-94c2-44af-ad83-f5973574d58a?signup=true"],"queryHash":"[\"similarJobs\",\"edacbfbb-94c2-44af-ad83-f5973574d58a?signup=true\"]"}]}

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Placeholder job title

Placeholder department

Placeholdertown (On site)