Head of HR – Group Functions

  • Permanent
  • London

Website Hiscox





Job Title

Head of HR – Group Functions

About the Job

Build a brilliant future with Hiscox

Head of HR

Reporting to: People Director – Group Functions

Client Area: Group Functions

About us

Hiscox is a dynamic and innovative organisation with an ambitious change agenda across the company. Front and centre of this is ensuring Hiscox has the right talent, leadership, future skills and business model to be market leading.

Central to delivering this change agenda will be the successful implementation of a new People Target Operating Model for our People Function. This means a significant transformation of our People team which will see a transition to strategic business partnering, supported by Communities of Expertise (CoE) and People Operations.

This change will result in a complete transformation of how Hiscox employees and managers interact with the People function, with a shift to self-service of People tools and processes, and therefore a huge focus will be required to upskill managers to use technology and self-serve. We will need strategic client facing People business partners to help deliver this change, driving the people agenda for their respective business units and functions and focusing on the key strategic activity that truly adds value to their business area.​

The successful candidate will be expected to work closely with CoEs (Reward and Performance, Careers and Experience) and People Operations to deliver activity in line with the Group priorities. They will consult and coach the senior leaders of Hiscox to support delivery of our strategic objectives, building a strong pipeline of talent and ensuring the business remains competitive and equipped for the future.

Key Responsibilities

Partner with the business leaders and managers of the client group to understand their goals, challenges, and needs, and provide People solutions that enable them to achieve their objectives.
Encourage managers to be self-sufficient and drive a culture of performance, building greater leaders and better managers.
Develop strategic workforce plans to ensure we have the skills capabilities to deliver our business objectives, both now and in the future.
Support with organisation design: developing operating models, structures, frameworks, systems and metrics enabling us to build adaptable workforces, and create great employee and customer experiences.
Lead talent planning in areas of responsibility, including succession planning, high potential identification, leadership development needs, performance management and employee engagement.
Work closely with the wider People team making the most of the whole team’s capabilities.
Provide coaching, guidance, and feedback to the business leaders and managers on various People matters, such as leadership development, succession planning, talent acquisition and employee retention.
Work with business leaders to ensure that the talent needs on the short, medium and long term are identified and met in order to drive the business results.
Facilitate effective communication and collaboration between the client group and the People function and ensure that the client group’s feedback and input are considered in the design and delivery of People services and policies.
Analyse HR data and metrics to shape the people agenda.
Inform and educate CoEs on (changing) business needs, opportunities and concerns so they can develop solutions that meet actual business needs.
Ad hoc project leadership – lead HR projects across the business as necessary and for longer term development and growth (e.g. mid-year development process transformation, leadership development initiatives, cultural change initiatives
Skills and Experience

Flexibility – in thinking and being comfortable being a little bit out of control
Insight – this includes commercial insight into what the business needs, ability to use the data we have on our people to identify key trends that impact the business, and a deep knowledge and understanding of the external market and what other leading organisations are doing.
Influencing skills – and understanding of how, where and with whom to get traction
Humility – being able to accept you don’t always have an answer to hand
Strong communication skills – in particular the ability to communicate complex concepts in an understandable way
Change leadership – along with deep technical expertise
Courage – to speak up for what is right for the business and our colleagues
Strong leadership presence – ability to translate vision into action with a variety of stakeholders
Excellent judgement
Comfortable with ambiguity




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