Change & Transition Lead, One Payroll Programme

JOB TITLE: Change and Transition Lead, One Payroll ProgrammeTYPE OF CONTRACT: Regular Consultant Contract, Level 2UNIT/DIVISION: Technology Division, Digital ServicesDUTY STATION (City, Country): Rome, Italy (HQ)DURATION: 11 monthsBACKGROUND AND PURPOSE OF THE ASSIGNMENT:The World Food Programme (WFP) is the world's largest humanitarian agency, working towards achieving a world with zero hunger. WFP is seeking to bring improvement and modernization to its admin and HR processes. The One Payroll Programme consolidates three payroll populations, onto a single SAP S/4HANA platform. Phase 1 will go-live in 2027. Phase 2 extends the solution to additional employee populations in 2028. The programme runs through implementation, go-live, and stabilization to its close at the end of 2028. The programme is in its active build phase. Configuration begins following the enterprise platform upgrade, and the period ahead moves the programme from design into implementation, testing, parallel run, go-live, and the stabilization that follows. This is a delivery role. It is concerned with converting an agreed design into an operating reality across a large and decentralized organization. The programme introduces the shift from payroll processing distributed across Country Offices to increased centralized processing at Headquarters. Managing this transition, and the readiness and confidence of the field through it, is the central purpose of this role.
The Change and Transition Lead is accountable for organizational readiness and adoption of the One Payroll solution across its implementation, from the current build phase through Phase 1 and Phase 2 go-live and into stabilization. The role ensures that the organizational implications of the technical build are identified and addressed ahead of each go-live, that the functions and offices affected are prepared for the change to their operating model, and that programme governance receives an independent assessment of organizational readiness at each critical decision point. It operates across the technical, human resources, and finance workstreams, and engages counterparts from the working level to director level across those functions. Beyond the delivery of change, the role provides advice to the Programme Manager and to the divisional leads on the organizational dimension of the programme. It shapes the programme's governance rhythm, designs the agendas and decision flows for the Steering Committee and Advisory Panel, and brings forward the structures, work streams, and interventions the programme requires as organizational needs emerge, including where these extend beyond communication and training into how the affected functions are optimized for the new operating model. ACCOUNTABILITIES/RESPONSIBILITIES:A. Change strategy and planning
* Maintain and deliver the change management strategy and plan for the programme, aligned to programme phases, milestones, and dependencies.
* Translate the programme's objectives into structured, time bound change and engagement interventions, sequenced against the technical delivery roadmap.
* Maintain a clear view of cumulative change on affected populations, and advise programme leadership where sequencing requires adjustment.
B. Stakeholder engagement and impact management
* Maintain stakeholder mapping across Headquarters divisions, Regional Offices, and Country Offices.
* Conduct organizational impact assessments identifying changes to roles, shifts in accountability from the field to Headquarters, operational risk, and points of resistance.
* Define and direct mitigation for the populations most affected by the centralization of payroll processing.
* Represent the programme in engagement with staff representative bodies and with affected employee populations.
C. Operating model transition and role clarity
* Translate the future state operating model into clear role definitions, accountability frameworks, and practical guidance for Headquarters and Country Offices.
* Ensure that Country Offices understand what they retain, what moves to Headquarters, and what changes in the way their work is performed.
* Support the business process work that underpins configuration, ensuring that current and future state processes are validated with the functions that own them.
D. Readiness and adoption
* Define readiness criteria for each phase, covering testing, parallel run, go-live, and stabilization, and assess the organization against them.
* Provide the Programme Manager, the Advisory Panel, and the Steering Committee with an independent assessment of organizational readiness at each go-live decision point, including where readiness does not support a proposed date.
* Identify adoption risk early and escalate it with mitigation proposals.
* Establish and monitor adoption measures following each go-live.
E. Strategic advice, governance, and programme design
* Advise the Programme Manager and the divisional leads on the organization