Human Capability Transformation ‎Advisor

Organizational context The International Federation of Red Cross and Red Crescent Societies (IFRC) is the world’s largest humanitarian network, with 191 member National Red Cross and Red Crescent Societies. IFRC uses the Triple R – response, resilience and respect – to deliver on Strategy 2030. IFRC responds to disasters and crises, ensuring timely, coordinated and locally led humanitarian action. IFRC supports its members in building community resilience in the areas of climate and environment, health and wellbeing, and migration and displacement. IFRC promotes respect for our fundamental principles of humanity, impartiality, neutrality, independence, voluntary service, unity, and universality, including in our work on values, power and inclusion. The IFRC focuses throughout on our core mandate – our raison d’être – of strategic and operational coordination, humanitarian diplomacy, National Society development, and accountability. IFRC is led by its Secretary General and has its Headquarters in Geneva and five regional offices in Africa (Nairobi); the Americas (Panama); Asia Pacific (Kuala Lumpur); Europe (Budapest); and MENA (Beirut) as well as representation offices, service centres and delegations across the globe. IFRC has a zero-tolerance policy on conduct that is incompatible with the aims and objectives of the Red Cross and Red Crescent Movement, including sexual exploitation and abuse, sexual harassment and other forms of harassment, abuse of authority, discrimination, and lack of integrity (including but not limited to financial misconduct). IFRC also adheres to strict child safeguarding principles. The Ukrainian Red Cross Society (URCS) is implementing a comprehensive institutional transformation agenda under the URCS Strategy 2026-2030 and the Institutional Capabilities Programme. As part of this transformation, URCS intends to evolve its current Human Resources Department into a strategic Human Capability Function, moving beyond traditional HR administration towards a model that enables workforce capability, leadership development, talent management, organizational culture, employee and volunteer experience, succession planning, and organizational effectiveness. To support this transition, URCS has invited technical assistance from IFRC through the recruitment and deployment of an experienced HR professional. The position will be recruited and contracted by IFRC and seconded to URCS for an extended period to provide dedicated technical leadership and implementation support throughout the transformation process. The role is intended to serve as a trusted advisor and technical expert, working alongside a newly hired HR Director and URCS leadership to design, guide and support the implementation of the Human Capability Transformation Programme that focuses on strengthening workforce planning, talent and leadership development, organizational culture, performance management, employee and volunteer experience, people analytics and digital people systems. Through institutional capacity building, change management and knowledge transfer, the Programme aims to create a resilient, high-performing and future-ready organization capable of delivering its humanitarian mission and strategic objectives through 2030 and beyond. The position is intended as seconded technical backstop supporting both strategic development and practical implementation of the transition. Job purpose The Human Capability Transformation Advisor will serve as a trusted technical expert and change leader, supporting URCS in the design and institutionalization of a comprehensive Human Capability Transformation Programme aligned with the URCS Strategy 2026–2030 and the Institutional Capabilities Development Programme. The Advisor will support the transition of the traditional Human Resources function into a modern, strategic Human Capability function that strengthens organizational performance, leadership, workforce sustainability and effectiveness. This will include strategic workforce planning, talent and performance management, leadership and capability development, organizational culture, succession planning, and employee and volunteer experience. Working closely with the Deputy Director General Organization and Human Capability Development, HR Director and other key stakeholders, the role holder will provide strategic advice and hands-on implementation support to strengthen operating models, systems, governance and ways of working. A key focus will be coaching, mentoring and knowledge transfer to build internal capability and ensure that new approaches are effectively embedded and can be sustained and continuously developed by URCS. Key Areas of Responsibility Strategic Human Capability Transformation • Provide strategic leadership and technical advice for the implementation of the Human Capability Programme. • Support the establishment of the future Human Capability operating model, ensuring alignment with the URCS Strategy 2026-2030 and Institutional Capabilities (NSD) Programme. • Introduce and embed good international practices, systems and methodologies that strengthen organizational capability and workforce effectiveness. Organizational Development and Effectiveness • Strengthen organizational effectiveness through improved organizational design, workforce structures and capability management. • Support the identification and closure of critical organizational capability gaps and succession risks. • Promote accountability, organizational resilience and effective people management practices across the URCS. Strategic Workforce Planning • Establish strategic workforce planning processes that align people capabilities with current and future organizational needs. • Strengthen workforce analysis, capability mapping and succession planning to support sustainable organizational growth. Leadership Development and Talent Management • Support the development of a leadership system that strengthens leadership capability at all levels of the organization. • Establish sustainable approaches to talent management, leadership development and succession planning. • Coach and mentor leaders in people management, organizational effectiveness and change leadership. Learning and Organizational Capability Development • Support the establishment of an integrated learning and capability development system aligned with organizational priorities. • Promote a culture of continuous learning, knowledge sharing and professional development across URCS. Performance Management and Rewards • Support the development of performance management and reward systems that promote accountability, engagement and high performance. • Strengthen the use of performance data to inform talent, workforce and organizational decisions. Organizational Culture and Employee Experience • Support the development of a unified organizational culture aligned with URCS values and strategic objectives. • Strengthening employee engagement, wellbeing and employee experience practices to improve retention and organizational commitment. HR Business Partner Capability Development • Establish the HR Business Partner model as a strategic partner to managers and leaders across URCS. • Strengthen the advisory, workforce planning and organizational development capabilities of Human Capability staff. People Analytics and Digital Human Capability Systems • Promote data-driven decision-making through workforce analytics, people metrics and management reporting. • Support the development of digital systems and tools that improve workforce management and organizational effectiveness. Change Management and Transformation Support • Lead and support change management efforts that enable the successful adoption of new systems, structures and ways of working. • Strengthen stakeholder engagement, organizational readiness and leadership alignment throughout the transformation process. Capacity Strengthe