banner image

Change Management

Having successful change management in place during a transformation is critical to get the most value out of any programme. Separating change management from delivery will save money in the long-run and increase the likelihood of the programme being a success, as projects are more likely to be embedded into the organisation, supported by employees and completed on time.

Our team understands the clear differences between a change manager and a programme manager. We also understand that the softer skills are what makes a great Change Manager, with the expectations of this varying between organisations. Because of this we qualify candidates and roles extensively to understand where the alignment lies in order to maximise the benefits added with every single appointment.

back to Change & transformation
jobs

Related jobs

Strategy Manager Corporate Finance

Salary:

€65,000 - €80,000 per annum + Bonus, Benefits, Health, Pension etc

Location:

Dublin City Centre, Dublin

Market

Financial Services

Professional Services

Job Discipline

Project & Programme Management

Change Management

PMO

Industry

Investment Banking & Capital Markets

Investment Management

Professional Services

Salary

£70,000 - £80,000

Qualification

None specified

Contract Type:

Permanent

Description

A unique role to focus on Post Merger/Acquisition/Deals from a Strategic advice perspective.

Reference

MFOTS-YE44

Expiry Date

29/04/21

Matthew Fitzpatrick Find out more
Strategy Consulting Manager

Salary:

€60,000 - €75,000 per annum + Benefits, Bonus

Location:

Dublin

Market

Financial Services

Professional Services

Job Discipline

Change Management

Process Improvement

Industry

FinTech

Professional Services

Business Services

Salary

£60,000 - £70,000

Qualification

None specified

Contract Type:

Permanent

Description

Strategy development - Business model reinvention Operating model transformation and Target Operating model design

Reference

BBBH163048

Expiry Date

29/04/21

Matthew Fitzpatrick Find out more
Change Manager - Asset Management

Salary:

£110,000 - £130,000 per annum

Location:

City of London, London

Market

Financial Services

Job Discipline

Change Management

Industry

Investment Management

Salary

£125,000 - £175,000

Qualification

None specified

Contract Type:

Permanent

Description

We are working with an alternative asset manager with over 30 years of experience in investment management.

Reference

ZKCM0198

Expiry Date

20/04/21

Zara Koch

Author

Zara Koch
Zara Koch

Author

Zara Koch
Find out more
Business Analyst - Systems - Alternative Funds

Salary:

£500 - £600 per day

Location:

London

Market

Financial Services

Job Discipline

Business Analysis

Industry

Hedge Funds

Qualification

None specified

Salary

£350 - £450

Contract Type:

Contract

Description

Our client is seeking an Alternatives Hedge Funds Business Analyst to support in the implementation of Webfolio and the process engineering around it.

Reference

ZKBAWF01

Expiry Date

21/04/21

Zara Koch

Author

Zara Koch
Zara Koch

Author

Zara Koch
Find out more
Business Analyst - Systems - Webfolio

Salary:

£500 - £600 per day

Location:

London

Market

Financial Services

Job Discipline

Business Analysis

Industry

Hedge Funds

Qualification

None specified

Salary

£350 - £450

Contract Type:

Contract

Description

Our client is seeking an Alternatives Private Markets Middle Office Business Analyst to support in the implementation of Webfolio and the process engineering around it.

Reference

ZKBAWF02

Expiry Date

21/04/21

Zara Koch

Author

Zara Koch
Zara Koch

Author

Zara Koch
Find out more
MI Analyst

Salary:

£25,000 - £30,000 per annum

Location:

Liverpool, Merseyside

Market

Professional Services

Job Discipline

PMO

Salary

£30,000 - £35,000

Qualification

None specified

Contract Type:

Permanent

Industry

Business Services

Description

Brand new opportunity for an MI Analyst who is experienced in building dashboards

Reference

ASS1698762

Expiry Date

21/04/21

Annabelle Surch Find out more
posts

Related articles

Managing change, the right way
Managing change, the right way

Teaser

HR

Content Type

General

26/10/20

Summary

Restructuring, rebuilding and transforming are high on everyone’s agenda and will continue to be, especially when considering further lockdown restrictions being put in place across the UK and Ireland. The current crisis has put extreme pressure on cash flow, workflow and staffing, pushing decision makers to make tough calls to plan for the future. While some organisations may be able to restructure and redeploy teams to other areas of the business, there are lots that will need to become more lean in order to weather the storm and arise from this challenge in a strong position. It’s crucial that any employee transition is managed in the right way so you can minimise business disruption, ensure employees leave with dignity and respect and re-assure remaining employees, helping you protect your employer brand and reputation and put you in a strong position for when you are looking to hire again in the future. .  On this note, our sister company, Intoo UK and Ireland specialise in outplacement solutions  and can offer advice and support. They have produced a guide called ‘Supporting your organisation through change and redundancy’, which provides useful information and support to HR or managerial teams responsible for leading change and managing the redundancy process. It works as a roadmap for employers to implement change in a way that minimises business disruption and, most importantly, protects employee wellbeing. You can download Intoo’s guide here. The guide covers:Assessing the need for redundanciesCommunicating changeThe redundancy process (including; preparation, evaluation criteria, consultation and legislation)Career transition support

Teaser

Restructuring, rebuilding and transforming are high on everyone’s agenda and will continue to be, especially when considering the furlough scheme coming to an end as further lockdown restrictions are put in place across the UK and Ireland.

Read full article
Matthew Wilcox

by

Matthew Wilcox

Matthew Wilcox

by

Matthew Wilcox

 Crisis management advice for business leaders
Crisis management advice for business leaders

Teaser

General

Content Type

General

18/05/20

Summary

Most established organisations will have experienced difficult periods in the past. Businesses often go through peaks and troughs of activity, with profit and margin fluctuating and external conditions and pressures impacting the success of even the most well-prepared business. In fact, nearly 70% of business leaders say they’ve experienced at least one corporate crisis in the five years leading to 2019, according to PwC’s 2019 Global Crisis Survey. Despite this, it’s safe to say that most businesses around the world will never have gone through anything remotely like the current Covid-19 crisis. With 94% of the Fortune 1000 reporting Covid-19 disruptions and one-fifth of UK workers furloughed, it’s clear that Coronavirus is well and truly affecting workplaces and the wider economy. For business leaders, responding to and communicating the impacts of the virus to employees, stakeholders, clients and the wider public can be fraught with challenges, particularly for those who are inexperienced in crisis communications. There are, however, some simple strategies you can follow to help navigate your business through this time. Here is our top crisis management advice for business leaders:  Communicate quickly and clearly  During a crisis, unclear and inconsistent information can lead to people feeling unsure and demanding transparency and guidance. The influx of news, opinion and rumours around Covid-19 means many of us are experiencing information overload, but still aren’t sure what to believe and who to trust. That presents a clear opportunity for business leaders to practice effective crisis communication. According to McKinsey, good crisis communicators do the following:  Provide a variety of information that responds to the needs of listeners, whether that’s business updates, reassurances around job safety or useful tools to support mental wellbeing.  Communicate clearly, frequently. Repeat key messages to ensure they are absorbed.  Be truthful, show vulnerability and promote transparency to help build loyalty. Sometimes you will have to deliver difficult messages, but doing so openly and with empathy will help your leadership.  Encourage resilience, accentuate positive outcomes and messages and promote communal bonds.  Help people to understand. A clear (and clearly communicated) vision or mantra on what the business is doing and what the outcomes will be can help people to see beyond the chaos and focus on the task at hand.  Reach out for support  Crisis management and communication is usually not the responsibility of just one person. While there is typically someone who leads the business through these times – usually the CEO – PwC research shows us that ownership of crises tends to be shared across functions including legal, risk and IT, with roles such as preparedness, response, communications and recovery spread across many business units. What’s more, this responsibility is often shared with external parties, with 74% of business leaders seeking help during or after their most serious crisis, according to PwC.  Consider establishing a Coronavirus crisis team within your own workforce, made up of team members from across the business to contribute to everything from making key business decisions to communicating messages, encouraging workforce socialisation and sharing helpful resources. For more tips and insights into how to handle crisis management, take a look at resources from the Institute of Internal Communication on 'Coronvirus advice for internal communicators', and PwC's 'four essential crisis management lessons'. Plan for the future  As “real life” feels indefinitely suspended and the world’s attention seems to permanently be on Covid-19, it can be easy to develop tunnel vision and focus only on the here and now. And while business leaders should certainly be in the moment to navigate the seemingly endless questions and challenges posed by Coronavirus, it’s critical to also be looking ahead to ensure that the decisions you make now don’t have a negative impact in the future.  We don’t know what a post-Covid-19 business landscape might look like, but savvy business leaders will be factoring in enhanced technological solutions to allow for more remote working as well as looking at options for local suppliers and solutions. With billions of people living in closed-border countries - and the vast majority of workers residing in countries that have strict barriers to entry - we may see changes to everything from workforce mobilisation to supply chains. Businesses that utilise cloud systems, video interviewing software, digital conference calling programmes and other new technologies may find themselves with an advantage as we ease back into some sense of normality. Staffing during and after the Covid-19 crisis should be a major part of any business leaders’ strategy. Many businesses are now being faced with cost-cutting exercises that are leading to furlough and redundancies, which can help struggling businesses stay afloat to continue operations post-Covid-19. Any long-term crisis management strategy should include detail on building your workforce back up, whether that’s through bringing employees back off furlough, taking on contract workers or hiring new employees to add value as you build your business back up. Whichever your strategy, a specialist recruitment agency like Marks Sattin can help you to achieve this objective. At Marks Sattin, we’re working hard to ensure professionals and organisations in our key markets stay connected and have access to the best opportunities. Stay up to date with our latest news and industry insights in our blog section, or contact us to find out more about working together.  

Teaser

Most established organisations will have experienced difficult periods in the past. Businesses often go through peaks and troughs of activity,

Read full article
Sarah Fallon

by

Sarah Fallon

Sarah Fallon

by

Sarah Fallon

North West | Commerce & Industry 2018 Market Insights
North West | Commerce & Industry 2018 Market Insights

Teaser

Commerce & Industry

Content Type

Market Insight Reports

21/08/18

Summary

View commerce & industry market salaries within the North West region. Download the full North West 2018 Market Insight Report here » QUALIFIED  Job title Salary range Day rate   Finance Analyst £35,000 - £50,000 £250 - £400  Financial Accountant £40,000 - £50,000 £300 - £400  Management Accountant £35,000 - £50,000 £250 - £400  Finance Business Partner £45,000 - £60,000 £350 - £400  Finance Manager £45,000 - £55,000 £350 - £400  Senior Finance Manager £55,000 - £65,000  £400 - £450   Financial Controller £60,000 - £85,000 £450+ PART-QUALIFIED  Job title Salary range Day rate   Finance Assistant £18,000 - £22,000 £100  Assistant Accountant £22,000 - £28,000 £100 - £170  Financial Analyst £28,000 - £35,000 £150 - £200  Financial Accountant £28,000 - £35,000 £150 - £200  Management Accountant £28,000 - £35,000 £150 - £200 TRANSACTIONAL  Job title Salary range Day rate   Accounts Payable / Accounts Receivable £16,000 - £22,000 £100  Credit Controller £18,000 - £25,000 £100 - £150  Payroll £18,000 - £30,000 £150 - £200   Payroll / Credit Control Manager £30,000 - £45,000 £150 - £250 CHANGE AND PROJECTS  Job title Salary range Day rate   Business Analyst £45,000 - £65,000 £250 - £400  Project Manager £65,000 - £80,000 £300 - £500  Programme Manager £75,000 - £90,000 £400 - £550   View salaries in other sectors within the North West »

Teaser

View commerce & industry market salaries within the North West region.

Read full article
Becky Hughes

by

Becky Hughes

Becky Hughes

by

Becky Hughes