The Organisation
ROLE: Strategic Project Manager, Organisational Effectiveness
REPORTS TO: Director of Organisational Effectiveness
DEPARTMENT: Resources
LOCATION: Global
CONTRACT DURATION: Six months fixed term contract with possibility of extension
GRADE: 5
ROLE PURPOSE
The Strategic Project Manager, Organisational Effectiveness will play a key role in executing plans and initiatives that are critical to raising the quality, efficiency, and effectiveness of Plan International’s global operations by strengthening core integrating systems, processes and capabilities, across all support functions and across Global Hub, Regional Hubs, Country Offices, and National Organisations where relevant. This role’s work is primarily directed by the Director of Organisational Effectiveness, but scope of work may broadly support the Resources team.
KEY ACCOUNTABILITIES AND MAIN RESPONSIBILITIES
To strengthen our approach to operational effectiveness and efficiency, the Strategic Project Manager role will:
- · Work directly with Director of Organisational Effectiveness and the Resources team to drive organisational improvement opportunities and initiatives across key global functions to increase our impact for children, especially girls
- · Plan, organise and advance proposed designs, solutions and practical deliverables with the Director of Organisational Effectiveness and the Resources team, securing approval when required and independently driving organisational improvement opportunities to implementation.
- · Focus on developing and driving practical solutions to implementation
- · Work and think independently to bring clarity in ambiguous environments with tangible solutions, actions and plans to move forward
- · Support the Director of Organisational Effectiveness in their scope of work and initiatives
- · Lead organisational performance improvement interventions and initiatives as required, or work effectively with global operational and functional leaders to execute appropriate solutions, integrating processes and capabilities across the Global Hub, Regional Hubs and National Organisations where necessary. Introducing and maintaining an end-to-end framework for implementation, risks, governance, and performance measurement in support of this.
- · Monitor and track progress, risks and measures of all interventions and initiatives towards appropriate solutions
Immediate priorities include, but are not limited to:
- o Support initiatives or bodies of work critical to Programme Y.O.D.A (organisational ERP implementation) as required to fill gaps and make improvements.
2 / 5
- o Drive current key organisational change projects and improvement plans to assess interdependencies and overall coherence, identify risks and opportunities and make tactical as well as strategic recommendations. Support any immediate or medium term steps for improving our approach to accelerate and increase the likelihood of success and impact .
- o Provide integral support to the Director of Organisational Effectiveness and Resources team in developing and implementing a portfolio view and approach to managing key change projects and improvement plans. This approach should take into account the current strategy (2017-2022) and the process currently underway to update the global strategy (for 2022-2027)
- o Support the leadership to bring a focus on organisational efficiency and effectiveness within the strategy update to enable us to meet our ambitions to maximise our impact for children and girls and ensure we are agile, legitimate, efficient and effective as an organisation and have the resilience to stay the course
EXTERNAL/ INTERNAL INTERACTIONS
- · Working with the Director of Organisational Effectiveness, Resources team, and Executive Director Resource.
- · Work with PII Leadership Team, Global Hub’s Departments and Global Policy/Process Owners as required
- · Partnership with functional and operational leaders of the global functions and processes, across the Global Hub and Regional Hubs and National Organisations where necessary
KNOWLEDGE, SKILLS, AND COMPETENCIES
- · Significant professional expertise and in-depth knowledge of programme/project management, change management and process improvement acquired through professional qualifications, inherent understanding and substantial relevant experience, particularly change in Finance & HRIS systems, and transformative change in core functional areas such as Finance, HR and Supply Chain
- · Fundamental understanding of the strategic and operational aspects of large, geographically dispersed, complex organisations and the ability to plan and prioritise work within this context.
- · Sophisticated and high level of results-oriented problem solving in complex settings.
- · Expertise in applying analytical techniques to complex change programme or business problems and proven ability to drive projects to successful implementation
- · Strategic and creative problem solver who is adept at developing and implementing simplified, lean and efficient systems, processes and decision-making frameworks
- · Strong skills in stakeholder management and negotiation. Highly collaborative and approachable team member with strong soft skills and the ability to lead through influence
- · Experience facilitating groups to create workplans and reach alignment on decisions
- · Excellent oral and verbal communication skills; demonstrated ability to influence across multiple levels and functions in the organisation.
- · High level of organisation, attention to detail, professionalism, and reliability
- · Ability to prioritise and manage work in a fast-paced environment across multiple projects and work streams with competing time/resource demands
- · Ability to work both independently and as part of a team
Values based leadership behaviours - Strategic Leadership Level Competencies
- · I drive progress in my area of responsibility by setting and communicating an ambitious but realistic strategy, aligned with Plan International’s short and longer term priorities and appropriately resourced.
3 / 5
- · I ensure effective delivery by leading through others, working closely with our support functions, keeping abreast of what is going on in my own business unit or function and responding quickly if problems arise.
- · I make or seek timely decisions, even in uncertainty and when information is imperfect. I manage opportunities and risks and adjust actions as situations unfold and we learn more.
- * I use my own behaviour to role model the culture change we need, upholding our values and accelerating progress towards gender equality inside Plan International, with our partners and in wider society.
- * I communicate clearly and persuasively with large and diverse groups of people, giving them the understanding and motivation to succeed and involving all staff in reflection, innovation and improvement.
- * I build strategic relationships with key leaders, experts and stakeholders across the Plan International federation and externally, navigating political and power interests and negotiating positive outcomes.
- * These behaviours are specifically aligned to feminist leadership principles.
Business and management competencies:
- · Organisational understanding - Purpose, priorities, values and approaches
- · Business processes, policies, practices and standards
- · Managing resources and finance
- · Formal people management
- · Managing risk
- · Managing technology and digital working
- · Project management
LEVEL OF CONTACT WITH CHILDREN
Low contact: None to low contact with children.
4 / 5
PLAN INTERNATIONAL’S VALUES IN PRACTICE
Our values are at the heart of everything we do. Only by defining a common set of values that are important to us – and that we also want to see in our partners – can we deliver on our shared aspirations. If we are to work towards fulfilling our new purpose, it is critical that we understand the behaviours we have to demonstrate to get us there.
We strive for lasting impact
We strive to achieve significant and lasting impact on the lives of children and young people, and to secure equality for girls. We challenge ourselves to be bold, courageous, responsive, focused and innovative.
We strive to achieve significant and lasting impact on the lives of children and young people, and to secure equality for girls. We challenge ourselves to be bold, courageous, responsive, focused and innovative.
We are open and accountable
We create an environment of trust inside and outside the organisation by being open, honest and transparent. We hold ourselves and others to account for the decisions we make and for our impact on others, while doing what we say we will do.
We create an environment of trust inside and outside the organisation by being open, honest and transparent. We hold ourselves and others to account for the decisions we make and for our impact on others, while doing what we say we will do.
We work well together
We succeed by working effectively with others, inside and outside the organisation, including our sponsors and donors. We actively support our colleagues, helping them to achieve their goals. We come together to create and implement solutions in our teams across Plan International, with children, girls, young people, communities and our partners.
We succeed by working effectively with others, inside and outside the organisation, including our sponsors and donors. We actively support our colleagues, helping them to achieve their goals. We come together to create and implement solutions in our teams across Plan International, with children, girls, young people, communities and our partners.
We are inclusive and empowering
We respect all people, appreciate differences and challenge inequality in our programmes and workplace. We support children, girls and young people to increase their confidence and change their own lives. We empower our staff to give their best and realise their potential.
We respect all people, appreciate differences and challenge inequality in our programmes and workplace. We support children, girls and young people to increase their confidence and change their own lives. We empower our staff to give their best and realise their potential.
5 / 5
PLAN INTERNATIONAL’S FEMINIST PRINCIPLES
Self-awareness and courage: Making conscious effort to recognise our vulnerabilities and value our strengths while challenging ourselves and others to improve through self-reflection and empathetic mutual feedback.
Self and collective-care: Taking care of our individual health and work/life balance, and encouraging team members and cooperating partners to prioritise caring for self and each other. This extends also to institutional care i.e. managers balancing the workload of their staff, empowering staff to prioritise self -care and promoting infrastructural improvements to create a harmonious working environment.
Collective accountability: Promote collaborative goal setting and create institutional spaces for team members and young people to participate and lead in decision-making processes on equal terms, both inside and outside the organisation.
Diversity: Recognise, celebrate and promote diversity across the organisation by expanding our worldview beyond binaries and nurturing leadership of younger people, particularly from the global south.
Zero tolerance to discrimination and sexual harassment: Calling out all forms of discrimination, abuse of power and sexual harassment and implementing appropriate disciplinary measures.
Tackling bias: Recognising conscious and unconscious bias and checking our own individual and institutional privilege based on gender, class, race, ability and other factors.
Share power: Using power responsibly to transform systems and provide equal opportunities. Leveraging individual and collective power to create space for young people . Crediting the work of others and engaging in ethical, non-extractive ways with team members and communities.
Purpose-driven: Advancing gender justice and transforming harmful gender-norms. Reflecting this purpose in both our personal and professional lives. Bringing passion and energy to our work.
Joyful in co-creating: Make things fun, the workplace should be a space of collaboration and mutual respect something you enjoy. People want to work for us.
Honouring the movement: recognising, honouring and standing in solidarity with feminist organisations as strong allies who partner in actions crucial to creating lasting, impactful change towards gender justice.
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