Manager – HCM Transformation & Change

Job Purpose

Deliver adoption of the end-to-end HR scope of Oracle Fusion HCM across a workforce of 3000 airport-based employees and 12000 contingent workers operating on a 24/7 shift model. Own the people-readiness outcome connecting change management communications training coordination and HR Operating Model transition into one integrated plan and translate the program-level change framework into tailored engagement adoption and readiness activities that prepare organizational stakeholders for new systems processes and ways of working measured against defined adoption usability and sentiment KPIs at go-live and Hypercare addition support the internal HR project team on change-adjacent project delivery activities and steer transitional HR Operating Model activities in the lead-up to and beyond go-live ensuring people readiness moves alongside system readiness.

Accountabilities

Strategic

• Translate the program-level change framework into a single integrated HR people readiness plan spanning change communications training coordination and operating model transition in order to ensure a coherent experience for employees across the transformation lifecycle.
• Identify and monitor people readiness risks change saturation and adoption performance across the program lifecycle tracking leading and lagging indicators (training completion D30/60/90 utilization ticket volume and burn-down sentiment index super-user activity first-time-right transaction rate) so that mitigation actions and leadership interventions are put in place ahead of key milestones.
• Shape the HR Operating Model transition approach in partnership with HR leadership in order to align interim ways of working with the future-state operating model and protect service continuity.

Operational

• Act as the HR-side single point of contact and decision-maker for the programs central change communications and training teams with a seat on the program Change Council escalation rights on readiness risk and ownership of the HR-side go/no-go readiness signal at cut-over gates in order to ensure the program approach is effectively adopted within the organization.
• Localize program-level impact assessments and stakeholder analyses into a single HR engagement and adoption plan in order to ensure employees have a clear readiness pathway.
• Build mobilize and lead an HR Change Champion network sized to workforce scale (indicatively 20 champions) with coverage across function terminal and shift formal BAU release protocols agreed with line management and a sustainment model (cadence recognition executive sponsor visibility) that holds beyond Hypercare so that adoption capacity is embedded within the organization.
• Design and deliver an integrated HR communications plan across desk-based and frontline channels (newsletters town halls roadshows digital platforms leadership updates digital signage in crew rooms and back-of-house shift-start briefings supervisor cascade packs mobile/WhatsApp push printed toolbox talks at operational touchpoints) and in English Arabic and key expat-community languages to ensure consistent timely and audience-appropriate messaging that reaches shift-based frontline employees and stays aligned with the wider HR calendar.
• Own the HR-side training strategy for a shift-based frontline population and drive readiness across the program training journey (Train-the-Trainer End User Training Hypercare) including micro-learning in-shift briefings floor-walker enablement and job-aids at the point of use so that employees are prepared and supported for the go-live.
• Monitor training attendance completion and adoption metrics in order to flag readiness risks and trigger corrective action ahead of go-live.
• Steer transitional HR Operating Model activities including transactional handovers role clarifications and interim ways of working across HR sub-functions to ensure operational continuity throughout the transition.
• Lead Hypercare and post-go-live reinforcement activities including on-the-floor / at-the-elbow support at airport touchpoints during D30/60/90 refresher communications and adoption nudges against defined Hypercare exit criteria (adoption % ticket burn-down sentiment threshold) so that adoption is sustained new ways of working become embedded and Hypercare closes to plan.
• Contribute to change-adjacent project delivery artefacts (RAID inputs cut-over people plan deployment readiness inputs stakeholder logs) scoped to protect focus on adoption as the primary outcome of this role.

Qualifications and Experience

• Bachelors Degree or equivalent with 10 years of total experience of which 5 years in change management organizational communications and HR transformation and at least two full-lifecycle ERP/HCM implementations with at least one delivered in aviation or a comparable 24/7 shift-based operating environment.
• Oracle Fusion HCM implementation experience across modules in scope (Core HR Absence Talent Learning Compensation Payroll HR Helpdesk Dynamic Skills) with change-lead exposure as the primary lens and functional or techno-functional literacy as a supporting requirement.
• Change Management certification (Prosci ACMP or equivalent).
• 3 years in aviation airport or 24/7 shift-based operating environments with demonstrable experience delivering change to frontline / blue-collar populations.
• Proven experience executing an integrated change communications and readiness plan on the ground within an established program-level change framework.
• Demonstrated experience mobilizing and managing change champion networks across multiple stakeholder groups.
• Experience delivering multi-channel communication campaigns for large-scale transformation programs.
• Experience coordinating training readiness and adoption tracking in complex programs.
• Strong stakeholder engagement influencing and facilitation skills with the ability to drive alignment without direct authority.
• Strong analytical and problem-solving skills to assess people impact and translate insights into effective adoption activities.

Preferred

• Experience supporting or steering HR Operating Model transitions including transactional handovers role clarifications and interim ways of working.
• Bilingual in English and Arabic; additional expat-community languages a strong plus.
• Prior GCC delivery experience and awareness of Qatarization / Nationalization frameworks.
• Experience owning defined adoption KPIs and go-live / Hypercare exit criteria in previous ERP/HCM programs.
• Experience managing change communications and training budgets and vendor delivery in a joint program-partner (systems integrator) operating model.
• Experience operating across senior stakeholder interfaces (CPO office HR CoEs HRBPs IT and program delivery partners) in complex governance environments.