Deliver adoption of the end-to-end HR scope of Oracle Fusion HCM across a workforce of 3,000+ airport-based employees and 12,000+ 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 exit. In 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, D+30/60/90 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 program's 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/Whats App 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 D+30/60/90, 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 Bachelor's 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 Co Es, HRBPs, IT, and program delivery partners) in complex governance environments. #J-18808-LjbffrThis listing is sourced from a third-party job board. Applying will redirect you to the original posting.
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