Senior HR Operations Manager (Workforce Planning, Talent & Organisation Design)
Reed Talent Solutions
Senior HR Operations Manager (Workforce Planning, Talent & Organisation Design) £90,000 per annum Bedford Permanent Hybrid Working
Ready to make a real difference? Join us at the Money and Pensions Service (MaPS) as our Senior HR Operations Manager (Workforce Planning, Talent & Organisation Design). This is your chance to play a meaningful role in helping people across the UK build stronger financial futures and to do it as part of a supportive, energetic team.
Why This Role Matters This role exists to make sure MaPS’ workforce system runs with pace, clarity and follow through. That means Strategic Workforce Planning is genuinely BAU, resourcing is focused on what matters most, talent pipelines are built deliberately (critical roles, early careers, internal mobility), and organisation design principles are applied consistently so the organisation stays efficient and adaptable.
This role provides senior depth beneath the Corporate Director for HR Operations, so the Corporate Director can stay focused on strategic partnering with the business and ExCo level relationships, while you hold the operational cadence and delivery grip that turns decisions into action.
What you’ll be doing? 1) Run Strategic Workforce Planning as BAU (cadence + delivery follow-through)
Own the living workforce forecast and the monthly operating rhythm (inputs, validation, assumptions and reporting).
Keep a clear decision and action log so workforce planning results in delivery actions (owners, timelines and dependencies), not just insight.
Work closely with Finance and Business Planning on affordability, productivity assumptions and trade-offs.
2) Talent pipelines through a workforce lens
Own “talent” as a workforce outcome: critical roles, early careers, internal mobility as a resourcing lever, and succession visibility in priority areas.
Work closely with Employee Experience/L&D so development activity supports readiness and flow, without owning the learning offer.
3) Career frameworks, pathways and professions operationalisation
Lead the workforce-side operationalisation of role families/levelling and career pathways with Heads of Profession and Resourcing, so pathways are usable, consistent and actually support workforce planning and mobility.
4) Skill maturity gaps
Own a practical view of priority capability/skill maturity gaps and convert this into actions through SWP (build/buy/borrow), profession plans and resourcing priorities (with Employee Experience/L&D delivering development where appropriate).