Change & Capability Partner – Manufacturing Excellence Program

IN ONE LINE

The execution engine for the people side of MEP — landing the change plan, the communications and the capability rollout with rhythm and finesse, using the standards and pathways set by the People Team Centre of Excellence.

ROLE PURPOSE

This role makes the MEP change land. It takes the agreed change and capability strategy and turns it into the practical work — the plan, the calendar, the communications, the training rollout, the pulse checks and the follow-through — across every site, wave and squad in the programme.

It is a Change and Capability Partner role which requires very thorough executional approach.  Strategy, standards and organisation design decisions sit with the Director, People Business Partnering and the People Team Centre of Excellence. This role brings the discipline, the materials and the rhythm that turn those decisions into adoption on the floor.

WORKING WITH THE PEOPLE TEAM

The People Team is the Centre of Excellence. It sets the global standards for talent and development, owns the capability frameworks and designs the learning pathways. This role deploys them inside MEP — it does not rebuild them. Everything runs through the Director, People Business Partnering and the People Business Partners, and everything learned along the way goes back into the CoE.

PEOPLE TEAM — CENTRE OF EXCELLENCE OWNS

CHANGE & CAPABILITY PARTNER EXECUTES

• Global standards for talent, development and capability — the frameworks, levels and definitions
• Applies those standards inside MEP; never creates a parallel framework
• Design and ownership of learning pathways and curricula
• Schedules, deploys and tracks those pathways across sites, waves and squads
• Capability architecture, assessment methodology and proficiency definitions
• Runs the assessment logistics, collects the data, reports the results back to the CoE
• Organisation design, role architecture and people strategy decisions
• Provides impact evidence and implementation support; does not set direction

WHAT YOU WILL DO

1  Run the change plan and its rhythm

• Turn the agreed change strategy into a working execution plan across phases, sites, waves and squads.
• Keep the milestone tracker, communication calendar, engagement plan and training schedule current and connected to the wider MEP delivery plan.
• Hold the cadence — the routines, check-ins, reviews and follow-ups that keep change moving alongside technical delivery.
• Track actions, risks and dependencies, and prepare short, honest updates for programme leadership and the Director, People Business Partnering.

2  Craft and land the narrative

• Draft the MEP change materials: case for change, leader cascade packs, manager toolkits, FAQs, town hall content, intranet updates and progress notes.
• Execute the communications plan across the right mediums for each audience — floor, line, site and leadership.
• Work with Communications and the People Business Partners so messaging stays consistent with the approved narrative.
• Keep the story current as the programme moves, so people always know what is changing and what it means for them.

3  Engage the stakeholders

• Maintain stakeholder maps and impact views across leaders, site teams, engineers, technicians, operators and delivery partners.
• Coordinate workshops, leader briefings, manager cascades, champion routines and go-and-see activity.
• Surface resistance, change fatigue and adoption barriers early, with practical options rather than just observations.

4  Deploy capability using People Team pathways

• Schedule and deploy the learning pathways designed by the People Team CoE — train-the-trainer, super-user routines and role-based sessions.
• Run capability assessment logistics and collect the data; the methodology and proficiency definitions stay with the CoE.
• Track participation, proficiency and post-training support needs so capability is measured beyond attendance.
• Feed findings and site realities back to the People Team so pathways improve for the next wave.

5  Take the pulse and reinforce

• Run pulse surveys, listening loops and manager routine checks at a steady beat through the transformation.
• Maintain readiness and adoption dashboards that make status, barriers and support needs visible to programme leadership.
• Watch whether new processes, systems and routines are actually being embedded — and act where reinforcement is needed.
• Support hypercare and the handover to business as usual after each go-live.
• Capture lessons into reusable playbooks and templates, and hand them back to the People Team CoE.

WHAT YOU WILL DELIVER

• Change and capability execution plan, milestone tracker and communication calendar.
• Stakeholder map, engagement plan and feedback log.
• Leader cascade materials, manager toolkits, FAQs and approved communications content.
• Training deployment schedule, participation and proficiency tracking — against CoE pathways.
• Readiness and adoption dashboards, pulse survey insights and reinforcement actions.
• Reusable MEP change playbook, handed back to the People Team Centre of Excellence.

HOW SUCCESS IS MEASURED

• Change deliverables land on the agreed milestones and stay integrated with the MEP delivery plan.
• Leaders and managers have clear, current materials to explain the change and what it asks of their teams.
• Adoption risks, capability gaps and readiness issues surface early — with options attached.
• Training deployment is tracked to proficiency, not attendance, and reported back to the CoE.
• Pulse and adoption data show whether new ways of working are being embedded, wave by wave.
• Standards and pathways are applied consistently — no parallel frameworks are created inside MEP.
• The People Team CoE ends the programme with better playbooks than it started with.

WHAT YOU BRING

• 5+ years in change management, capability deployment, learning rollout, operational excellence or complex programme execution.
• Proven delivery of change and capability plans across multi-site, cross-functional environments.
• Manufacturing, supply chain, engineering, lean, automation or MES / digital adoption experience — strongly preferred.
• Strong execution discipline: planning, dependency management, action tracking and clear reporting.
• Excellent writing — the ability to draft materials that leaders, managers and frontline teams actually use.
• Credibility with senior leaders and shop-floor teams alike, and comfort working at pace with ambiguity.
• Change certification (Prosci / ADKAR or similar) and regulated or medical device manufacturing experience are advantageous.

HOW YOU WILL WORK

• Embedded in the MEP core team, reporting to the Senior Director, Manufacturing Excellence Programme.
• Partnered closely with the Director, People Business Partnering and the People Business Partners — the route into the Centre of Excellence.
• Hands-on: builds the materials, runs the routines, chases the follow-through.

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