KGS-Workforce Planning & Change-Director-UK

Lead the end-to-end people/workforce transition workstream for a transition (outsourcing/service-provider change or internal GBS/captive migration), ensuring leadership alignment, connected cross-border communications, workforce readiness, retention and capability actions, and post-go-live people stabilization support. Own the people strategy that enables adoption through the full change lifecycle (Awareness, Desire, Knowledge, Ability, Reinforcement), working in tight partnership with Program Leadership, HR, Legal, Comms, and Process Transition leads. 

A) Hybrid Transition Strategy & Governance (outsourcing + captive in one integrated plan)

• Develop the integrated Workforce Transition Strategy covering depending on the business scenario: (1) outsourced/service-provider change workforces and (2) internal captive/GBS workforce build and migration, aligned to overall transition waves and cutover milestones. 
• Establish workstream governance: cadence, RAID, decisions, and reporting that links people readiness to service readiness and acceptance criteria for go-live.  
• Define “people readiness gates” and stabilization exit criteria aligned to the program’s post-launch operational stability objectives.

B) Workforce Planning, Capacity Modeling & Skills Strategy (internal center + retained org + vendor)

• Lead workforce planning: analyze current workforce supply, forecast future demand, identify gaps, and drive actions to put the right skills in the right place at the right time across retained org, captive, and vendor teams. 
• Create and execute talent retention and “critical roles” protection plans to preserve institutional knowledge and maintain continuity during transition and hypercare. 
• Build skills repositioning and reskilling pathways (role-based learning + readiness validation) to support productivity ramp and stabilize operations post-launch. 

C) Organization Design, Role Mapping & Operating Model Handshakes (retained vs captive vs vendor)

• Partner with Transformation/GBS leadership to define target org design inputs (roles, RACI, interfaces) and ensure clean handoffs between retained teams, captive teams, and vendor operations. 
• Own role mapping for impacted populations: job families, role profiles, reporting lines, and location mapping that support the future-state operating model. 
• Ensure business units are “ready to implement” (staffing, training, access, comms readiness), and track readiness gaps through to closure. 

D) Employee Movement / Transfer / Consultation Management 

• Coordinate the people aspects of service-provider change / outsourcing where applicable: impacted employee identification, communications sequencing, and consultation/information obligations in partnership with HR and Legal.  
• Where relevant (e.g., UK-scoped transfers), support compliance with frameworks such as TUPE concepts (employees assigned to transferring work typically move automatically; employers have duties to follow required processes), working under Legal guidance. 
• Manage workforce movement planning for the internal center side (redeployments, internal mobility, hiring/onboarding waves), ensuring the center is staffed to meet go-live demand. (Movement into KPMG)

E) Change Management & Communications (connected, cross-border narrative + manager cascade)

• Build and execute the Change & Communication Plan: unified narrative, leadership messages, manager cascade packs, FAQs, and two-way listening mechanisms across geographies/time zones. 
• Drive sponsor and people-manager enablement so leaders can explain the “why/what/how” consistently, address resistance, and sustain adoption. 
• Track employee sentiment and adoption barriers, and implement targeted reinforcement actions to sustain new ways of working.

F) Learning, Enablement & Knowledge Transfer Support (people enablement layer)

• Define the learning and enablement strategy for impacted roles (training curriculum, delivery methods, completion criteria) and align to readiness gates. 
• Coordinate with process transition leads to ensure a structured knowledge transfer plan exists (scope, SMEs, methods like shadowing/reverse-shadowing, milestones, validation/testing) and is tracked to completion. 
• Ensure KT and training evidence is captured and archived as part of transition documentation required for operational acceptance. 

G) Reputation, Employee Experience & Hypercare People Support (stabilization focus)

• Design employee experience interventions (support channels, office hours, manager toolkits, recognition) to maintain trust and stability during transition and early-life operations. 
• Lead the “people” portion of hypercare: staffing coverage monitoring, workforce issue triage, burnout risk management, and rapid enablement refresh based on early operational issues. 
• Deliver a transition closure pack for the people workstream: readiness sign-offs, stabilization metrics, lessons learned, and improvement backlog handover to BAU governance. 

• 15+ years of experience in the domain of Human Capital advisory or People consulting in a consulting or Professional Services firm
• Experience to capabilities such as Org Design, Change, Talent, among others and understanding of HR transformation and IT systems 
• Experience workforce/people transition or large-scale organizational change workstreams in complex transformations (shared services, outsourcing transitions, operating model changes). 
• Experience working with GCCs (in India or others) either as employee or advisor in Org Design and workforce strategic planning & assessment
• Demonstrated expertise applying structured change practices that focus on individual adoption outcomes (Awareness, Desire, Knowledge, Ability, Reinforcement) and measurable adoption outcomes. 
• Strong capability in traditional workforce planning (supply vs demand, gap analysis, action planning, scenario planning) and translating business strategy into resourcing and skills actions. 
• Experience supporting workforce movement and consultation activities in either M&A situations, outsourcing/service-provider change scenarios, partnering with HR/Legal on jurisdiction-specific requirements (e.g., UK TUPE concepts where applicable). 
• Proven ability to deliver cross-border communications and manager enablement during restructuring/transition to maintain trust, reduce uncertainty, and sustain engagement. 
• Experience coordinating training enablement and knowledge transfer planning and validation to protect continuity and accelerate new team productivity. 
• Strong executive presence, stakeholder management, and ability to operate across geographies and time zones. 
• Master’s degree required; advanced degree/certifications in Change/HR/Transformation are a plus.