Workforce Strategy Lead

£56,375 to £69,105 per year, 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’.

Contract Type:

Permanent

Hours:

Full time

Disability Confident:

Yes

Closing Date:

10/04/2026

Defra Group is undergoing significant change and transformation to deliver better outcomes for the environment, deliver on our Spending Review commitments and improve our services to our customers in line.

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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