Phillips Consulting Limited

People Operations

• **Role Purpose**
• The Senior Manager – People Support will serve as the operational and cultural anchor of pcl.’s people ecosystem during the transition to the 2026 model.
• This role leads across three core areas:
• · **Talent & Culture**
• **· People Operations, HR Tech & People Analytics**
• **· Learning, Leadership & Organisational Capability**
• The role ensures that pcl.’s workforce strategy, performance discipline, learning architecture and people systems actively enable delivery across the Transformation, Capability & Learning, Client Market and Digital Engines.
• **This is not an administrative HR role. It is a performance-enabling, culture-shaping, execution-support role that strengthens leadership capability, workforce discipline and organisational coherence.**
• Initially, the role will operate across all three areas. As the function scales, specialisation may occur.
• 1. **Talent & Culture Leadership**
• · Lead structured performance routines across the firm (goal-setting, quarterly reviews, feedback cycles).
• · Ensure all consultants have defined role clarity, growth expectations and performance documentation.
• · Reinforce pcl.’s ways of working and behavioural standards during the operating model transition.
• · Identify and address early signs of team health issues, burnout or misalignment.
• · Coach Managing Consultants and Senior Consultants on delegation, leadership behaviours and team management.
• · Provide structured evidence and calibration inputs for progression and reward decisions.
• · Support hiring processes aligned to Engine/Pillar capability needs.
• · Strengthen onboarding processes to reinforce identity: “who a pcl. person is.”
• · Support retention actions through structured check-ins and issue resolution.
• 2. People Operations, HR Tech & People Analytics
• · Execute performance, promotion and appraisal cycles with discipline and documentation quality.
• · Ensure accurate role definitions, reporting lines and progression pathways are reflected in people systems.
• · Support implementation and adoption of HR tech tools and workflow automation.
• · Maintain data integrity across people systems (role data, utilisation signals, skills tagging, team allocation).
• · Use people analytics outputs to flag workload, engagement and capacity risks.
• · Provide structured people insights to Chiefs and Partners for workforce planning decisions.
• · Support workforce planning aligned to pipeline forecasts and strategic priorities.
• · Escalate employee relations and wellbeing risks early and appropriately.
• · Ensure compliance with internal governance and statutory people requirements.
• · Embed consistent documentation standards across teams.
• 3. Learning, Leadership & Organisational Capability
• · Lead internal learning cohorts aligned to consulting capability and digital enablement priorities.
• · Ensure internal learning aligns with live delivery needs (3×3 model, transformation methodologies, digital adoption).
• · Promote consistent playbook usage and knowledge reuse across the firm.
• · Support skills tagging and capability assessment processes.
• · Track learning impact and engagement metrics; recommend improvements.
• · Coach consultants on development plans aligned to role expectations and future skills.
• · Support leadership capability development across levels (Leading Self, Leading Others, Leading the Business).
• · Embed capability uplift as a structured part of performance cycles.
• · Strengthen succession planning inputs in partnership with Chiefs and Partners.
• 4. Workforce Strategy & Organisational Alignment
• · Support firm-wide workforce planning aligned to the Client Market Engine pipeline.
• · Identify capability gaps across Transformation, Capability & Learning, and Digital Engines.
• · Support hiring and associate ecosystem decisions.
• · Provide structured insight into deployment imbalances and productivity risks.
• · Ensure clarity of authority, reporting and role boundaries during transition.
• · Reinforce alignment between People, Finance and Operations to support delivery discipline.
• 5. **Leadership & Advisory Contribution**
• · Act as a trusted internal advisor to Engine and Pillar leads on people risk and capability readiness.
• · Influence performance discipline without creating bureaucracy.
• · Support structured conversations around underperformance and accountability.
• · Provide evidence-based people insights for leadership decision-making.
• · Contribute to strengthening a performance culture rather than policy-driven compliance.
• · Balance empathy and standards — protecting both delivery quality and human sustainability.
• **Success Measures**
• T**alent & Culture**
• 1. 100% completion of performance and appraisal cycles with high documentation quality.
• 2. Clear differentiation in performance outcomes and progression decisions.
• 3. Reduction in unmanaged burnout or silent disengagement risks.
• 4. Stronger leadership behaviour scores in internal feedback.
• **People Operations & Analytics**
• 1. Accurate and up-to-date role data and reporting structures across all engines.
• 2. Workforce planning insights regularly used in leadership forums.
• 3. Reduction in performance-cycle slippage or documentation gaps.
• 4. Increased adoption of HR tech and self-service workflows.
• **Learning & Capability**
• 1. Internal learning programmes aligned to live client needs.
• 2. Increased consultant participation in capability uplift programmes.
• 3. Clear linkage between development plans and role progression.
• 4. Documented improvement in skill tagging and capability visibility.
• **Organisational Impact**
• 1. Improved clarity of accountability across the firm.
• 2. Stronger retention of high-performing consultants.
• 3. Reduced dependency on Chiefs/Partners for routine people management.
• 4. Recognition of the People Support function as a performance enabler.

Senior Manager – Lead – People Support, Talent, Operations, Capability