Senior HRBP (Tech, Product + Ops)

Job Title

Senior HRBP (Tech, Product + Ops)

Job Description

Who are we?

Hello, we are IG Group. We are a FTSE 100 listed fintech that has been in the business of helping people trade the world's financial markets since 1974. Today we run mobile, web and desktop platforms used by more than a million clients across 18 countries, and we do it with the help of around 2,500 people.

We are also in the middle of a serious transformation. Under our CEO we are sharpening our product, building a high performance culture, and creating the operational scale to grow.

A word about our People team

Thanks to recent changes to our business units, we've gone back to first principles with our partnering function. Our business partners partner: that is their craft and their whole job. The deep specialist work in Reward, Talent, Learning and Development, and Employee Relations sits with our Centre of Excellence, and partners draw on that expertise rather than trying to do all of it themselves.

What that gives you is a role with focus. You get to know a part of the business properly, build relationships that mean something, and spend your time on the work that actually shifts performance. It also means you are never on your own, because you have specialists behind you.

This is the senior step on our partnering ladder for Tech, Product and Ops. You will hold the largest and most senior client group in the area, and you will lead a small team of two HR Business Partners, based in Kraków and Bangalore, who partner the layers of the business below you. You will be judged on the quality of your own partnering as much as on the strength and consistency of the team you lead.

Who will you partner with?

• Functions or business areas: Product, Technology and Operations for IG Consumer
• Leadership team you support: The Chief Product Officer, the CTO - IG Consumer and the Operations Director, and their leadership teams
• Approximate population: c. 500, across three layers of the team
• Locations covered: London (base), with population across the UK, Kraków (Poland) and Bangalore (India)

What is the role?

You will be the senior People partner to the leadership team above. This is a role for someone who has done the fundamentals of partnering well and is ready for the harder, more ambiguous work: the restructure that hasn't started yet, the senior case that needs careful handling, the leadership team that is not yet performing as a team.

You will be close to the most senior leaders in your area and you will need to be genuinely useful to them. That means understanding the commercial picture, having a view, and being willing to hold your position when it would be easier not to. It also means being the person who makes things happen, not just the person who advises.

What will you do?

• Partner senior leaders: Be the trusted People partner to your leadership team, in the room for the decisions that matter rather than told about them afterwards. Coach senior leaders on their own leadership, their team dynamics and the calls they find hardest. Challenge them well. Hold a position under pressure. Balance what the business wants with what is right for IG and for our people, and be respected for how you do it. Manage competing priorities across several senior stakeholders without losing pace or losing anyone's trust.
• Lead, coach and develop your two HR Business Partners in Kraków and Bangalore, setting the standard for partnering across all three layers of the team and ensuring consistent quality wherever colleagues sit.
• Lead organisation design and change: Lead restructures and reorganisations in your area from first conversation to final implementation, compliantly and with care for the people affected. Advise leaders on operating model, structure, spans, layers, levels and job design before decisions are made, so structure follows strategy rather than personalities. Build the case for change, including the numbers, and take leaders and colleagues with you through it.
• Own the hardest employee relations work: Take the most sensitive and complex cases in your area, including senior level and cross border matters, working closely with our Employee Relations specialists and Legal. Be accountable for the quality and consistency of ER practice across your area, and for making sure risk is surfaced early. Use what you see across cases to fix causes. Feed the patterns back so policy and manager capability improve.
• Set the bar on culture and performance: Own the engagement and culture agenda for a large or complex population, and hold leaders accountable for their own scores rather than carrying it for them. Set the standard for what good performance management looks like in your area. Push leaders to differentiate properly, recognise the best and act on the rest. Make sure your area's strongest people are known, developed and kept, and that succession risk in critical roles is understood.
• Make the wider People function better: Shape how group and divisional p