Manager/Sr. Manager – People Strategy & Organisation Transformation

Role Purpose

The incumbent will support the VP – People Strategy \& Organisation Transformation in building a scalable, productive and future-ready organisation aligned with the Group’s business strategy and growth objectives. The role will work with business leaders and functional teams to drive organisation design, strategic workforce planning, manpower productivity, people cost optimization, people analytics and organisation transformation initiatives.The role requires a combination of strategic thinking, analytical capability, business understanding and strong project execution skills. The individual must translate business requirements into actionable insights, recommendations and

measurable implementation plans. Key ResponsibilitiesA. Organisation Design \& Effectiveness* Support organisation design initiatives across business verticals, functions and group entities.

• Analyse organisational structures, reporting relationships, spans of control, layers and role overlaps.
• Identify opportunities to improve organisational effectiveness, accountability, decision-making and operating efficiency.
• Develop organisation charts, role-mapping documents, responsibility matrices and governance frameworks.
• Support role clarity, job architecture and organisation restructuring initiatives.

B. Strategic Workforce Planning \& Manpower Productivity* Partner with business leaders to assess current and future workforce requirements against business plans and growth projections.

• Assess resource utilisation, capacity, productivity and capability gaps.
• Compare existing and proposed manpower requirements and identify opportunities for redeployment, role consolidation and improved utilisation.
• Develop workforce plans, headcount projections and manpower scenarios aligned with business priorities.
• Evaluate workforce requirements against relevant productivity measures, such as operational output, service levels,revenue or enrolments.
• Support a structured manpower budgeting and approval framework.

C. People Cost \& Workforce Economics* Analyse employee costs across business units, functions, levels and locations.

• Build manpower cost models covering headcount, compensation, vacancies, new hiring and projected workforce expenditure.
• Identify cost drivers, cost variances and opportunities to improve workforce efficiency without compromising critical capabilities.
• Prepare financial scenarios and business cases for organisational changes, hiring plans and workforce investments.
• Track approved manpower budgets against actual expenditure and forecasts.
• Partner with Finance to validate assumptions, quantify financial impact and monitor realised benefits.

D. Strategic Business Partnering* Work with business leaders to understand business priorities, organisational challenges and future capability requirements.

• Translate business challenges into organisation, workforce and capability interventions.
• Prepare decision-support notes and recommendations for leadership discussions.
• Highlight workforce risks, capability gaps, productivity concerns and organisation effectiveness issues during business reviews.
• Establish ownership, timelines and expected outcomes with stakeholders.

E. Organisation Transformation \& Project Management* Drive strategic people and organisation transformation projects from diagnosis through implementation.

• Develop project charters, implementation roadmaps, milestone trackers, risk registers and governance mechanisms.
• Coordinate cross-functional initiatives involving business, Finance, People \& Culture, operations and other relevant stakeholders.
• Monitor implementation progress, manage dependencies and escalate delays or risks.
• Support change impact assessments, stakeholder communication plans and adoption tracking.
• Measure the business impact and sustainability of implemented changes.

F. People Analytics \& Management Reporting* Develop dashboards and reports covering headcount, manpower cost, productivity, workforce mix, vacancies and organisational effectiveness.

• Analyse workforce trends and translate data into actionable business insights.
• Establish consistent definitions, reporting standards and data-validation mechanisms for strategic workforce metrics.
• Prepare periodic leadership reviews highlighting trends, risks, opportunities and recommended interventions.
• Evaluate the effectiveness of workforce investments and organisational changes using data.

G. Leadership \& Capability Strategy* Support the identification of critical roles, leadership capability gaps and succession risks.

• Assist in developing frameworks for critical-role identification, leadership pipeline assessment and succession readiness.
• Analyse future skill requirements and capability gaps arising from business expansion, technology adoption and operating-model changes.
• Partner with the HR execution team to translate capability priorities into development plans.
• Support strategic talent reviews and leadership workforce planning.

H. Governance \& Strategic Execution* Track strategic people initiatives, leadership decisions and agreed organisational actions.

• Maintain a consolidated view of transformation priorities, progress, dependencies, risks and outcomes.
• Prepare leadership presentations, decision papers, business cases and executive summaries.
• Ensure recommendations are supported by validated data, financial implications, risk assessments and measurable outcomes.
• Maintain confidentiality and sound governance when handling workforce information and organisational decisions.

Key Deliverables* Organisation Effectiveness Review: assessment of structures, reporting relationships, layers, spans and role overlaps.

• Strategic Workforce Plan: current workforce assessment, projected requirements, capability gaps and future manpower scenarios.
• Manpower Cost \& Productivity Dashboard: consolidated view of headcount, w