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Head of HR PMO
Location: [Chicago] | Reports to: Danielle Papenbrok| Team: 5 project and change managers
About the role
As Head of HR PMO, you’ll own how HR priority projects get planned, governed, reported, delivered and adopted. You will work with HR leadership on shaping out those HR priorities into tangible projects and manage the HR portfolio on behalf of the HR executive team. You will also lead a team of project and change managers to scope and execute the HR priorities, while also running some of the portfolio’s projects yourself.
What you’ll do
Program governance and reporting for the HR portfolio
Governance
- Design, run and refresh the governance structure for the full HR transformation portfolio, so every project has a clear owner, forum and route to a decision.
- Facilitate steering committees for managing the HR Portfolio. Connecting dots and interdependencies between the priority projects and creating report outs for the HR executives.
- Set the annual portfolio governance model and update it each planning year.
- Set the standards every project follows: charters, plans, milestones, risk and issue logs.
- Maintain a current inventory of projects across the portfolio, covering scope, owner, status, dependencies and funding. Including what technology tools will be used for managing the portfolio of projects
- Spot conflicts and overlaps between projects early, and bring them to the right leaders with a recommendation.
Reporting
- Produce a regular, consistent status report on the portfolio for HR leadership and senior stakeholders. It will cover progress, risks, decisions needed and upcoming milestones.
- Own business cases for transformational projects being delivered by HR, including status reporting and financial benefits/costs report outs.
- Escalate quickly when delivery, budget or timelines are at risk and say what you recommend.
- Give HR leaders and the firm’s transformation office a joined-up view, so HR’s priorities show up in enterprise-level reporting.
Shape priorities and strategy
- Work with HR leaders on strategic planning, prioritization and resourcing, including yearly roadmaps and multiyear transformation planning
- Pressure-test business cases and recommend where to focus time and investment.
- Connect HR’s programmes to the firm’s enterprise transformation work and bring the right people together across both.
- Oversee HR Transformation and HR Portfolio delivery
- Turn complex requirements into simple plans: take large, competing or unclear requirements from across the HR portfolio and turn them into plans people can follow, with clear scope, owners, milestones and next steps. Break big programs into phases and decisions that teams can act on and show how the pieces fit together.
Project Management
- Act as the project manager for a small number of the portfolio’s most important, transformational or most complex projects, and take them from scoping through go-live and handover.
- Manage the plan, budget, risks, dependencies and stakeholders yourself, and report on them to the same standard you set for the team.
- Step in where a project needs senior support, such as a critical go-live, a project goes off track or stakeholders need specific engagement
- Work with technology, finance, talent acquisition and business partners to sequence work, manage dependencies and meet go-live dates.
- Make sure each project has a transition plan, so ownership passes cleanly from the project team to the business.
Leading the team
- Lead, coach and develop a team of project and change managers. That means setting clear objectives, giving regular feedback, and building their skills and careers.
- Oversee projects across HR technology, data and process.
- Providing advice and guidance to the team on project delivery
- Plan capacity and allocate people across projects, based on the HR priorities, balancing your own project work against your leadership of the team.
- Hiring and onboard new team members when the team grows.
Lead change and adoption
- Set the change approach across HR workstreams, covering stakeholder mapping, communications, training and readiness.
- Use the feedback forums to learn what’s working and improve delivery.
- Tell the story of why HR is changing, so people understand what’s happening and what it means for them.
What you will need:
Essential
- A track record in project and program management, with experience leading complex, multi-workstream transformation.
- Recent hands-on experience managing projects yourself, alongside leading a team.
- Experience managing and leading a high performing team
- The ability to turn complex requirements into simple, clear plans that people can follow and leaders can approve.
- Experience designing and running portfolio or program governance, including steering committees, decision cadences and executive reporting.
- The ability to turn complex, multi-project data into clear reports that senior leaders can act on.
- Experience in strategic planning and prioritization, including setting direction and sequencing work across competing demands.
- Proven leadership and people management experience, including direct management of a team
- Confidence working with senior leaders. You can present clearly, negotiate priorities and hold your ground constructively.
- Good financial acumen, when planning budgets and creating project business cases
- Comfort with technology-led projects
Helpful, but not required
- A background in HR, people operations or shared services.
- Experience with HR systems such as Workday, and with payroll or benefits transformation.
- Experience working across global organizations in a matrix and regional set up
What makes you right for this
- You turn a complicated portfolio into a clear plan that people trust.
- You’re happy leading a team one day and running a project yourself the next.
- You communicate in plain language, you make good calls under pressure, and you bring peopl