Shared-Services Employee-Relations Transition Leader

The mandate

A consumer-goods group moved procurement, HR administration and commercial support into a Kuala Lumpur centre before clarifying who manages performance, workload and careers for employees in the new structure.

The interim must begin onsite within ten days and lead twelve months through promise resolution, manager-accountability repair and two service-centre talent cycles. Search for permanent shared-services people leadership opens after all transferred populations have clear management and case routes, anticipated in month six. The successor will chair one cross-country grievance forum and a peak-workload review during five weeks of overlap.

Handover requires verified employee promises, employment and reporting structures, manager responsibilities, workload and performance routes, career and vacancy access, case triage, country interfaces, escalation service levels and consistent workforce reporting. Two employee cycles must show comparable treatment. The successor inherits open grievances, local exceptions, service tensions, manager gaps, attrition hotspots and vendor dependencies.

The interim may stop unauthorised promises, assign case ownership, require management correction, deploy employee-relations specialists and authorise up to MYR 12 million for approved transition remedies. Collective settlement, termination, organisation redesign, salary architecture, vendor contract change and matters above delegation remain with authorised leaders. Functional heads retain service and performance outcomes.

Process migration, service pricing, technology implementation, payroll processing and broader country restructuring remain outside scope. The seat owns employee-relations transition, promise evidence, role clarity, case governance, manager capability, workforce trust and succession. It cannot silence grievances through one-off exceptions or treat transferred employees as a labour pool without careers and accountable management.

Why this seat is open

A multi-country grievance exposed missing ownership and inconsistent promises beneath an apparently completed service migration, followed by leadership resignation. Centre and country teams each believe the other owns workforce consequences. Temporary employee-relations command can close the accountability gap and observe two real talent cycles before permanent leadership takes control.

What you will own

• Reconcile transferred employees, reporting lines, work allocation, location terms and individual promises across sending countries.
• Establish manager accountability for performance, workload, wellbeing, development, absence and daily employee decisions.
• Create case triage, service levels, country specialist handoffs, escalation and closure evidence for shared populations.
• Resolve collective and individual grievances through consistent fact records without inventing policy or legal conclusions.
• Protect career, vacancy, learning and recognition access so centre employees are not treated as secondary talent.
• Monitor workload, overtime, attrition, case themes, manager response and promise fulfilment through two cycles.
• Transfer population records, open cases, country interfaces, manager routines and trained centre HR leadership.

Candidate qualifications

• Held executive employee-relations authority during a complex multi-country shared-services workforce transition.
• Resolved reporting, workload, career and promise ambiguity between service centres and sending businesses.
• Built accountable case handoffs across countries without centralising decisions requiring local expertise.
• Restored employee trust after collective grievance, inconsistent manager practice, career exclusion and perceived second-class treatment.
• Worked with functional leaders and transition vendors while preserving service and employment authority boundaries.
• Handed permanent centre leadership stable, documented people governance after live grievance, promotion and talent-review cycles.