About Us

JOB DESCRIPTION

GKN Automotive is the market leader in conventional, all-wheel and electrified drive systems and solutions. With a comprehensive global footprint, we design, develop, manufacture and integrate an extensive range of driveline technologies for over 90% of the world’s car manufacturers.

Role purpose

Leading cross-functional teams to execute GKN Automotive customer application programmes from initiation through to stable mass production, achieving targets (time, quality & financial performance) and meeting all stakeholder expectations & requirements.

Key Responsibilities

• Project Scope Definition Manage the delivery of research, workshops, and other activities to support the specification and agreement of project deliverables.
• Stakeholder Management Deliver stakeholder engagement activities to support the development of effective working relationships for projects and to identify and respond to stakeholder needs and concerns.
• Project Risk and Issue Management Identify and evaluate risks, issues, dependencies, and constraints associated with the project, escalating matters where appropriate. Where necessary, develop, agree on, and implement solutions to overcome these concerns.
• Project Team Management Lead a small- to medium-sized project team; communicate the project vision and the necessary outcomes, along with guidance to achieve these outcomes; coordinate team actions on project activities; coordinate the flow of additional team members on and off the team, as needed; and identify areas of improvement to build the capability of the team through training, coaching, and mentoring.
• Project Resource Management Manage the deployment of project resources, proactively managing project costs, providing forecasts, and presenting variances with narrative at appropriate review points to ensure effective utilization.
• Project Assurance Conduct assurance reviews within the project, facilitate the delivery of assurance reviews by independent third parties, and take appropriate action to resolve any issues identified, so that senior stakeholders have confidence that the project can deliver according to time, budget, and quality.
• Personal Capability Building Develop own capabilities by participating in assessment and development planning activities as well as formal and informal training and coaching; gain or maintain external professional accreditation, where relevant, to improve performance and fulfill personal potential. Maintain an understanding of relevant technology, external regulation, and industry best practices through ongoing education, attending conferences, and reading specialist media.
• Portfolio Management Plan and manage the delivery of projects within an area of professional expertise, using an appropriate project management methodology to give assurance that intended outcomes are achieved.
• Change Management Deliver baseline assessments and post-implementation analyses to evaluate and track the realization of business benefits.
• Project Governance Ensure project compliance with the organization's wider program and/or portfolio management decision-making structures and processes.
• Leadership and Direction Communicate the actions needed to implement the function's strategy and business plan within the team; explain the relationship to the broader organization's mission, vision, and values; motivate people to commit to these and to do extraordinary things to achieve local business goals.
  
  

Values & Behaviours

• Ingenious: Manages complexity Makes sense of complex, high quantity, and sometimes contradictory information to effectively solve problems. For example, consistently looks at complex issues from many angles; obtains a rich and deep understanding; swiftly cuts to the core issue; skillfully separates root causes from symptoms.
• Ingenious: Effective decision making Makes good and timely decisions that keep the organization moving forward. For example, knows when to act independently and when to escalate issues. Integrates various inputs, decision criteria, and trade-offs to make effective decisions. Typically makes good independent decisions.
• Collaborative: Builds relationships Builds partnerships and works collaboratively with others to meet shared objectives. For example, readily involves others to accomplish goals; stays in touch and shares information; discourages "us versus them" thinking; shows appreciation for others' ideas and input.
• Collaborative: Builds high performing teams Builds strong-identity teams that apply their diverse skills and perspectives to achieve common goals. For example, holds constructive dialogue with the team regularly; takes multiple perspectives into account when making decisions. Commits to and prioritizes the team's decisions in most situations; conveys team spirit.
• Principled: Accountability Holds self and others accountable to meet commitments. For example, tracks performance and strives to remain effective, learning from both successes and failures. Readily takes on challenges or difficult tasks and has reputation for delivering on commitments.
• Principled: Communicates effectively Develops and delivers multi-mode communications that convey a clear understanding of the unique needs of different audiences. For example, tailors communication content and style to the needs of others. Pays attention to others' input and perspectives, asks questions, and summarizes to confirm understanding.
• Principled: Manages stakeholders Anticipates and balances the needs of multiple stakeholders. For example, shows a strong commitment to identifying all relevant issues and making decisions that maximize outcomes for all key stakeholders. Engages effectively with multiple stakeholders and responds with well-balanced, win-win solutions.
• Driven: Prioritisation Plans and prioritizes work to meet commitments aligned with organizational goals. For example, strengthens alignment and coordination between own work and others', providing well-sequenced activities and exact time frames. Foresees and resolves many potential bottlenecks and delays.
• Driven: Results driven Consistently achieves results, even under tough circumstances. For example, regularly pushes self to achieve outstanding outcomes; consistently establishes bold goals for own performance; is passionate about excellent results and significant contributions. Shows great tenacity to complete goals/initiatives in a timely way.
• Driven: Empowering Provides direction, delegating, and removing obstacles to get work done. For example, confirms mutual agreement on accountabilities, fostering strong coordination and minimizing duplicated efforts. Communicates delays or problems early so others can manage their own work schedules effectively.
  
  

Skills

• Project Communications Management Works at an advanced level to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, archiving, and disposition of project information. Typically works independently and provides guidance.
• Project Management Uses comprehensive knowledge and skills to work independently while guiding and training others on managing projects and/or programs within desired cost, time and quality parameters.
• Project Change Management Uses comprehensive knowledge and/or skills to act independently while providing guidance and training to others on identifying, managing and controlling project-related changes.
• Project Resource Planning and Control Works at an advanced level to identify, acquire, and manage the resources (physical and human) for the project. Typically works independently and provides guidance.
• Project Risk and Issue Management Uses comprehensive knowledge and/or skills to act independently with guiding and training others on identifying, assessing, prioritizing and managing project-related risks.
• Project Organization and Structure Works with full competence to build the structure and culture of the project team, and define roles and responsibilities within that structure to enable the achievement of project mission and objectives and the effective operation of key business processes. Typically works without supervision and may provide technical guidance.
• Portfolio Performance Management Works at an advanced level to develop the performance management plan, manage supply and demand, as well as manage value, issue resolution, and changes to the portfolio, all with the focus for process and performance improvement. Typically works independently and provides guidance.
• Project Benefits Management Works at an advanced level to identify, track, and enable the achievement of the planned benefits and intended outcomes of a program and associated projects. Typically works independently and provides guidance.