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Equality, Diversity and Inclusion Lead
Salary not available. View on company website.
Greater London Authority, City of Westminster
- Remote working
- Part time
- Temporary
Posted 1 week ago, 16 Apr
Job ref: 12c9ea4c796443119a8d009efa9f65db
Full Job Description
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
The Equality, Diversity, Inclusion and Culture Lead will act as the lead on GLA workforce equality, diversity and inclusion (EDI) strategies, responsible for developing and delivering policies, strategies and interventions to meet the GLA's ambitions to be a genuinely inclusive employer and to reflect London's diversity at all levels of our workforce.
What your day will look like:
The Equality, Diversity, Inclusion and Culture Lead will be:
Accountable for the design, development and implementation of strategies relating to the development of the GLA's approach to equality, diversity and inclusion to support the organisation in meeting its aim of being reflective of the Londoners it serves.
Oversee the EDI and Culture and Values team to align those agendas to the organisation's requirements and wider people initiatives; with the development and delivery of a specific EDI and Culture strategies and action plans
Oversee development of relevant strategies and programmes to meet strategic and operational priorities to ensure long term business continuity. Work with colleagues across the People Function to ensure Equality, Diversity and Inclusion and Culture are at the forefront of and embedded within other People led projects and programmes.
Work through and draw upon the Centres of Excellence and People Partner teams to ensure strategies and processes are in line with EDI and Culture approaches, and provide a consistent, coordinated and coherent People service to all staff across the GLA.
Oversee delivery of EDI and Culture initiatives directly (e.g. pay gap action plans) working through and influencing members of the Corporate Management
Oversee delivery of wellbeing-related services and support within the GLA, e.g Employee Assistance Programme and other emotional support provided for GLA staff, Accountable for the design, development and implementation of strategies relating to the development of the GLA's approach to equality, diversity and inclusion to support the organisation in meeting its aim of being reflective of the Londoners it serves.
Accountable for the design, development and implementation of initiatives to support the culture and values of the GLA.
Principal accountabilities
Oversee the EDI and Culture and Values team to align those agendas to the organisation's requirements and wider people initiatives; with the development and delivery of a specific EDI and C&V strategies and action plans
Oversee development of relevant strategies and programmes to meet strategic and operational priorities to ensure long term business continuity. Work with colleagues across the People Function to ensure Equality, Diversity and Inclusion and Culture and Values are at the forefront of and embedded within other People led projects and programmes.
Gather insights and best practice from across external organisations to ensure the latest thinking and best practice is built into policies and strategies and across the GLA Group to ensure alignment, where appropriate.
Work through and draw upon the Centres of Excellence and People Partner teams to ensure strategies and processes are in line with EDI and C&V approaches, and provide a consistent, coordinated and coherent People service to all staff across the GLA.
Oversee delivery of EDI and C&V initiatives directly (e.g. pay gap action plans) working through and influencing members of the Corporate Management Team.
Play an active role in embedding the new People Function operating model and ensuring the long-term success of the work undertaken as part of transformation
Partner with People Function SLT to translate GLA Business Strategy into a value-add aligned People Strategy and drive implementation across the wider HR team ensuring integration and alignment of all HR strategic initiatives and BAU deliverables
Manage staff and budgets allocated to the job in accordance with the GLA's policies and Code of Ethics and Standards and ensure all contract management and procurement of services in accordance with policy and best value principles.
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 task teams
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.
Key relationships
Accountable to:
Head of HR, EDI, Culture and Values, Translates GLA vision and strategy into practical and tangible plans for own team or delivery partners
Consistently takes account of the wider implications of team's actions for the GLA
Encourages self and others to think about organisation's long term potential
Informs strategy development by identifying gaps in current delivery or evidence
Takes account of a wide range of public and partner needs to inform team's work
Managing and developing performance
… is setting high standards for oneself and others, guiding, motivating and developing them, to achieve high performance and meet the GLA's objectives and statutory obligations.
Level 3 indicators of effective performance
Motivates and inspires others to perform to their best, recognising and valuing their work and encouraging them to learn and reflect
Sets clear direction and expectations and enables others to interpret competing priorities
Agrees and monitors challenging, achievable performance objectives in line with GLA priorities
Manages performance issues effectively to avoid adverse impact on team morale and performance
Promotes a positive team culture that respects diversity and deals with barriers to inclusion
Decision making
… is forming sound, evidence-based judgements, making choices, assessing risks to delivery, and taking accountability for results.
Level 4 indicators of effective performance
Makes difficult decisions for the long term benefit of the organisation
Presents and instils confidence in strategic decision-making
Consults stakeholders early in critical organisation-wide decisions
Stands by the decisions and actions of the GLA
Accepts and promotes accountability for the GLA's decision making
Ensures the organisation balances effective risk management with the need for timely actions
Corporate Member of the Chartered Institute of Personnel Development or ability to demonstrate equivalent level of professional competence through learning and experience.
Substantial experience gained in a senior strategic EDI-related role in a complex and high-profile organisation with multiple stakeholders
High degree of numeracy and experience of producing and analysing data to support development of the business and meet all internal and external reporting requirements., Corporate Member of the Chartered Institute of Personnel Development or ability to demonstrate equivalent level of professional competence through learning and experience.
Substantial experience gained in a senior strategic human resources role in a complex and high-profile organisation with multiple stakeholders.
High degree of numeracy and experience of producing and analysing data to support development of the business and meet all internal and external reporting requirements.
Behavioural Competencies
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 4 indicators of effective performance
Identifies and engages a diverse range of influential contacts within stakeholder and community groups, and partner organisations
Builds alliances to establish mutually beneficial working arrangements, openly sharing knowledge and insights
Actively challenges and addresses 'silo attitudes' to encourage effective relationship building inside and outside the GLA
Understands the complexities of political dynamics and uses this to manage relationships and resolve conflict effectively
Identifies clear win-win situations with external partners
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., 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
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
Reasonable adjustment
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, Successful candidates must undergo a criminal record (DBS) check but some roles may require additional security screening.
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.
About the role
The Equality, Diversity, Inclusion and Culture Lead will act as the lead on GLA workforce equality, diversity and inclusion (EDI) strategies, responsible for developing and delivering policies, strategies and interventions to meet the GLA's ambitions to be a genuinely inclusive employer and to reflect London's diversity at all levels of our workforce.
What your day will look like:
The Equality, Diversity, Inclusion and Culture Lead will be:
Accountable for the design, development and implementation of strategies relating to the development of the GLA's approach to equality, diversity and inclusion to support the organisation in meeting its aim of being reflective of the Londoners it serves.
Oversee the EDI and Culture and Values team to align those agendas to the organisation's requirements and wider people initiatives; with the development and delivery of a specific EDI and Culture strategies and action plans
Oversee development of relevant strategies and programmes to meet strategic and operational priorities to ensure long term business continuity. Work with colleagues across the People Function to ensure Equality, Diversity and Inclusion and Culture are at the forefront of and embedded within other People led projects and programmes.
Work through and draw upon the Centres of Excellence and People Partner teams to ensure strategies and processes are in line with EDI and Culture approaches, and provide a consistent, coordinated and coherent People service to all staff across the GLA.
Oversee delivery of EDI and Culture initiatives directly (e.g. pay gap action plans) working through and influencing members of the Corporate Management
Oversee delivery of wellbeing-related services and support within the GLA, e.g Employee Assistance Programme and other emotional support provided for GLA staff, Accountable for the design, development and implementation of strategies relating to the development of the GLA's approach to equality, diversity and inclusion to support the organisation in meeting its aim of being reflective of the Londoners it serves.
Accountable for the design, development and implementation of initiatives to support the culture and values of the GLA.
Principal accountabilities
Oversee the EDI and Culture and Values team to align those agendas to the organisation's requirements and wider people initiatives; with the development and delivery of a specific EDI and C&V strategies and action plans
Oversee development of relevant strategies and programmes to meet strategic and operational priorities to ensure long term business continuity. Work with colleagues across the People Function to ensure Equality, Diversity and Inclusion and Culture and Values are at the forefront of and embedded within other People led projects and programmes.
Gather insights and best practice from across external organisations to ensure the latest thinking and best practice is built into policies and strategies and across the GLA Group to ensure alignment, where appropriate.
Work through and draw upon the Centres of Excellence and People Partner teams to ensure strategies and processes are in line with EDI and C&V approaches, and provide a consistent, coordinated and coherent People service to all staff across the GLA.
Oversee delivery of EDI and C&V initiatives directly (e.g. pay gap action plans) working through and influencing members of the Corporate Management Team.
Play an active role in embedding the new People Function operating model and ensuring the long-term success of the work undertaken as part of transformation
Partner with People Function SLT to translate GLA Business Strategy into a value-add aligned People Strategy and drive implementation across the wider HR team ensuring integration and alignment of all HR strategic initiatives and BAU deliverables
Manage staff and budgets allocated to the job in accordance with the GLA's policies and Code of Ethics and Standards and ensure all contract management and procurement of services in accordance with policy and best value principles.
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 task teams
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.
Key relationships
Accountable to:
Head of HR, EDI, Culture and Values, Translates GLA vision and strategy into practical and tangible plans for own team or delivery partners
Consistently takes account of the wider implications of team's actions for the GLA
Encourages self and others to think about organisation's long term potential
Informs strategy development by identifying gaps in current delivery or evidence
Takes account of a wide range of public and partner needs to inform team's work
Managing and developing performance
… is setting high standards for oneself and others, guiding, motivating and developing them, to achieve high performance and meet the GLA's objectives and statutory obligations.
Level 3 indicators of effective performance
Motivates and inspires others to perform to their best, recognising and valuing their work and encouraging them to learn and reflect
Sets clear direction and expectations and enables others to interpret competing priorities
Agrees and monitors challenging, achievable performance objectives in line with GLA priorities
Manages performance issues effectively to avoid adverse impact on team morale and performance
Promotes a positive team culture that respects diversity and deals with barriers to inclusion
Decision making
… is forming sound, evidence-based judgements, making choices, assessing risks to delivery, and taking accountability for results.
Level 4 indicators of effective performance
Makes difficult decisions for the long term benefit of the organisation
Presents and instils confidence in strategic decision-making
Consults stakeholders early in critical organisation-wide decisions
Stands by the decisions and actions of the GLA
Accepts and promotes accountability for the GLA's decision making
Ensures the organisation balances effective risk management with the need for timely actions
Corporate Member of the Chartered Institute of Personnel Development or ability to demonstrate equivalent level of professional competence through learning and experience.
Substantial experience gained in a senior strategic EDI-related role in a complex and high-profile organisation with multiple stakeholders
High degree of numeracy and experience of producing and analysing data to support development of the business and meet all internal and external reporting requirements., Corporate Member of the Chartered Institute of Personnel Development or ability to demonstrate equivalent level of professional competence through learning and experience.
Substantial experience gained in a senior strategic human resources role in a complex and high-profile organisation with multiple stakeholders.
High degree of numeracy and experience of producing and analysing data to support development of the business and meet all internal and external reporting requirements.
Behavioural Competencies
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 4 indicators of effective performance
Identifies and engages a diverse range of influential contacts within stakeholder and community groups, and partner organisations
Builds alliances to establish mutually beneficial working arrangements, openly sharing knowledge and insights
Actively challenges and addresses 'silo attitudes' to encourage effective relationship building inside and outside the GLA
Understands the complexities of political dynamics and uses this to manage relationships and resolve conflict effectively
Identifies clear win-win situations with external partners
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., 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
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
Reasonable adjustment
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, Successful candidates must undergo a criminal record (DBS) check but some roles may require additional security screening.
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.
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About this company