Workforce Strategy Lead
| Posting date: | 11 March 2026 |
|---|---|
| Salary: | £56,375 to £69,105 per year |
| Additional salary information: | National: £56,375 - £62,830 London: £62,000 - £69,105 For details of our pay on appointment policy, please see below under the heading ‘Salary’. |
| Hours: | Full time |
| Closing date: | 23 March 2026 |
| Location: | Nottingham |
| Company: | Government Recruitment Service |
| Job type: | Permanent |
| Job reference: | 450826/7 |
Summary
Our people are at the heart of this journey across Defra Group, and within the HR function we have established a workforce transformation programme to work within the Change portfolio to drive this change.
You will be a People Strategy lead, defining and shaping our collective approach, against the 4 pillars of our transformation programme.
These being:
- A smaller, sustainable and cost-effective workforce
- Cultivating the right skills and capabilities for the future
- Effective, agile and healthy organisation
- Place based organisation
In this campaign we are looking to appoint a workforce strategy lead to focus specifically on the “Effective, agile and healthy organisation” pillar - working across all HR expert services and business partnering teams to build agility, design agility and develop healthy team indicators.
The Workforce Strategy Pillar Lead for Agility will:
- Shape and define the objectives and milestones required to deliver the pillar outcome: Enable Defra Group to have the right people at the right time, to enable our workforce to be dynamic, responsive, and resilient to changes in work.
- Work with a multi-disciplinary team across policy, HR Ops, Business Partnering, Comms and Resourcing to fix our fundamental policies, procedures and guidance to enable workforce moves.
- Influence our business design, by defining a target ambition for workforce agility and build this into our Target Operating Model approach.
- Work across functions to improve our horizon scanning capability across Defra Group to enable us to respond more proactively to changes in our operating context.
- Use analysis and a systems approach to develop healthy team indicators to identify team problems before they fail, trial and scale this approach with business partners to drive meaningful interventions.
- Provide written briefings and present regularly to Senior Forums and DTUS colleagues.
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