Reward Advisor

This role sits in People Function which provides the strategic HR function for the Greater London Authority (GLA).

To succeed in this role you will need to be able to work closely and collaborate with colleagues across People Function and Transport for London to resolve complex casework, and devise and implement policies, projects and programmes to support Reward development and management across the GLA.

This is a great opportunity to join a friendly, supportive Reward team within a diverse function whose work impacts the whole organisation.

Principal accountabilities

1. Work with colleagues across the People Function to provide advice, support and coaching to managers and staff in relation on the implementation of Reward related policies and initiatives.
2. Taking the lead on complex Reward casework.
3. Contribute to the development and implementation of a range of crosscutting projects, programmes and policies related to Reward, ensuring they reflect good Reward practice, meet legislative requirements and are as efficient and effective as possible.
4. Establish, develop and maintain effective networks and relationships with internal and external stakeholders to achieve objectives relating to the GLA's approach to Reward.
5. Lead on communication of Reward activity and engagement with staff networks, working with internal communications, responding to enquiries from staff and stakeholders on reward matters.
6. Assist senior officers in data analysis, reporting and responding to scrutiny on Reward.
7. Work with finance and procurement colleagues to manage our suppliers, tender for new activity or renewal of existing activity - primarily in relation to staff benefits - and ensure our suppliers are paid in a timely and accurate way.
8. Realise the benefits of London's diversity by promoting and enabling equality of opportunities and promoting the diverse needs and aspirations of London's communities.
9. Manage resources allocated in accordance with the Authority's policies and Code of Ethics and Standards

Person specification

Technical requirements/experience/qualifications

1. Previous of experience of Pay and Reward. This should include evidence of successful provision of advice, policies and projects to achieve equalities and social inclusion objectives as well as demonstrating an understanding of how to effectively develop and deliver Reward programmes in a complex organization, including the engagement of staff.
2. Evidence of success in preparing and presenting clear and concise written reports, policies and briefings on complex and sensitive issues within demanding timescales.
3. Skills in analysis, interpretation and presentation of complex data, legislation and other information to ensure that casework, projects and programmes are developed with a solid evidence base and can be appropriately evaluated.
4. Proficient in Microsoft Excel.

Behavioural competencies

1 BUILDING AND MANAGING RELATIONSHIPS
is developing rapport and working effectively with a diverse range of people, sharing knowledge and skills to deliver shared goals.

Level 2 indicators of effective performance

• Develops new professional relationships
• Understands the needs of others, the constraints they face and the levers to their engagement
• Understands differences, anticipates areas of conflict and takes action
• Fosters an environment where others feel respected
• Identifies opportunities for joint working to minimise duplication and deliver shared goals

2 COMMUNICATING AND INFLUENCING

is presenting information and arguments clearly and convincingly so that others see us as credible and articulate, and engage with us.

Level 2 indicators of effective performance

• Communicates openly and inclusively with internal and external stakeholders.
• Clearly articulates the key points of an argument, both in verbal and written communication
• Persuades others, using evidence-based knowledge, modifying approach to deliver message effectively
• Challenges the views of others in an open and constructive way
• Presents a credible and positive image both internally and externally

3 PLANNING AND ORGANISING

is thinking ahead, managing time, priorities and risk, and developing structured and efficient approaches to deliver work on time and to a high standard.

Level 2 indicators of effective performance

• Prioritises work in line with key team or project deliverables
• Makes contingency plans to account for changing work priorities, deadlines and milestones
• Identifies and consults with sponsors or stakeholders in planning work
• Pays close attention to detail, ensuring team's work is delivered to a high standard
• Negotiates realistic timescales for work delivery, ensuring team deliverables can be met

4 PROBLEM SOLVING

is analysing and interpreting situations from a variety of viewpoints and finding creative, workable and timely solutions.

Level 2 indicators of effective performance

• Processes and distils a variety of information to understand a problem fully
• Proposes options for solutions to presented problems
• Builds on the ideas of others to encourage creative problem solving
• Thinks laterally about own work, considering different ways to approach problems
• Seeks the opinions and experiences of others to understand different approaches to problem solving

5 RESPONDING TO PRESSURE AND CHANGE

is being flexible and adapting positively, to sustain performance when the situation changes, workload increases, tensions rise or priorities shift.

Level 2 indicators of effective performance

• Maintains a focus on key priorities and deliverables, staying resilient in the face of pressure
• Anticipates and adapts flexibly to changing requirements
• Uses challenges as an opportunity to learn and improve
• Participates fully and encourages others to engage in change initiatives
• Manages team's well-being, supporting them to cope with pressure and change