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The Role

The successful role holder will act as a member of the CAA Senior Leadership Team and People and Culture leadership team, accountable for enhancing and delivering the CAA’s reward strategy, known in the CAA as Reward Model, to ensure the CAA protects people and enables aerospace.

 

Leadership of the CAA’s Reward Team and an Employee Relations Manager ensuring:

  1. The CAA’s Reward Model is fit for the future to attract and retain colleagues as well as being financially sustainable.
  2. A trusted partnership with the CAA’s two recognised trade unions.

People Strategy

  • Partner with the Director of People and Culture and the People and Culture leadership team to ensure delivery of the overall People Strategy, including a regular drumbeat of communications to CAA colleagues.

Reward

  • Enhance and improve the CAA’s Reward Model to attract and retain the wide range of knowledge, skills and experience needed. Particular emphasis will be on the build and delivery of Phase 2 of the CAA’s Reward Model.  The CAA’s pay bill is approximately 75% of its revenue.
  • Work with Finance and the CAA’s pension advisers and trustees for both the defined contribution and defined benefits schemes to ensure compliance with scheme rules, understanding options to reduce liability of the defined benefit scheme and ensuring employees are aware of the defined contribution scheme.
  • Leadership of the CAA’s annual pay negotiations with the recognised trade unions.
  • Accountable for improving the pay governance within the CAA, ensuring improved equity and transparency of the Reward Model.
  • Accountable for the effective operation and governance of all financial allowances in the CAA.
  • Partner with other People and Culture colleagues and internal stakeholders to build job families / CAA professions to enable a more effective reward model and strategy as well as improved career pathways for colleagues.
  • Accountable for the provision of the full suite of financial benefits afforded to CAA colleagues, including the development and maintenance of the CAA’s benefit portal.
  • Accountable for the effective operation and governance of the CAA’s job evaluation framework.
  • Partnering with Finance to build, develop and implement a medium-term financial plan for the CAA, including the creation and implementation of possible multi-year pay deal arrangements.
  • Establish and embed a clear, transparent, regular pay benchmarking approach, connecting its operation to the pay negotiation cycle and our job evaluation approach.
  • Deliver an annual (or longer if appropriate) gender and ethnicity report, being clear what actions the CAA will take to continue to improve its gaps. Consider what other pay gap reporting the CAA should undertake.
  • Develop and build a reward dashboard which illustrates pay data in a way that allows the CAA executive to make decisions about the operation of the Reward Model and helps us identify the continuing improvements we need to make to recruit and retain great talent.
  • Leadership of a team of four reward professionals, responsible for progressing a range of pay and benefits related projects.
  • Improve the knowledge of senior leaders, managers and all colleagues about the operation of the CAA’s Reward Model and the governance that must be attached to the operation of the model to ensure equity and consistency in its application.

Employee Relations

  • Build, improve and maintain a trusted partnership with the CAA’s two recognised trade unions, PCS and Prospect.
  • In conjunction with the People and Culture Director, act as the management’s key representative at the CAA’s Joint Negotiation and Consultation Committee (JNCC). Lead organisational level negotiations, consultations and information exchanges, ensuring a forward look calendar of items of between 12 – 18 months.
  • Maximise the potential of the CAA’s Employee Forum, building the capability of our employee representatives. Ensure all actions from these forums are delivered by CAA stakeholders, building trust in the employee representative framework.

Employment Law and Policy

  • Accountable for horizon scanning employment law risks and issues including legislative changes and identifying workforce trends and risks that need to be converted into people policy and practice.
  • Ensure the CAA’s people policies are fit for the future, reflect the values of the organisation and can attract and retain a wide range of knowledge, skills, experience and diversity.
  • Ensure the CAA adopts a framework for a rolling review of all its people policies, paying particular attention to ensuring the compliance of policy in light of changed employment legislation and any other relevant developments in employment law.
  • If legally qualified, ensure the People and Culture function operates in a legally robust way and that People and Culture colleagues and / or other leaders receive appropriate confident employment law advice and support to ensure compliant management of individual employee relations cases.

People and Culture Communications

  • Lead and coordinate the People and Culture’s full suite of internal communications, partnering with the Internal Communications team to ensure our people work reaches all audiences through a variety of channels.
  • Build the capability of the People and Culture team to include communications as an aspect in all of their delivery, whether business as usual delivery or project delivery.

Leadership

  • Partner with Board, Executive Committee and Skyline Board colleagues to debate and improve the reward model and our employee relations climate and culture. Regular preparation of Board and Committee updates, using evidence and data to illustrate continuing improvement.
  • As a member of the People and Culture Leadership Team, actively participate in the leadership of the wider People and Culture team. Ensure appropriate governance and risk management practices are in place.  Accountable for learning and capability related budgets and accountable for the overall People and Culture department’s expenditure.
  • Leadership and professional development of a reward team and employee relations manager, ensuring personal development plans and succession plans are in place and delivered.

Base Location: Aviation House, Gatwick – however regular travel to our Westferry Circus, London office will be required.