Texas and San Jose CA (Hybrid)
Skills: Ceridian-Dayforce-HCM-Workforce Management
Experience Required: 10 & Above
Role Descriptions: Over all programme management| Offshore onshore communication| Stakeholder communication| management of deliverables
Role purpose: Lead the successful delivery of enterprise workforce management programs by connecting business strategy, technology execution, stakeholder governance, and measurable operational outcomes.
Program Leadership and Accountability
1 Provide end-to-end leadership for workforce management programs, ensuring alignment with customer objectives, business outcomes, contractual commitments, and delivery expectations.
2 Define the program vision, delivery strategy, governance framework, operating model, and measurable success criteria.
3 Lead complex, multi-workstream programs across scope, schedule, budget, quality, resources, risks, issues, and dependencies.
4 Balance strategic direction with day-to-day execution, removing delivery barriers and maintaining focus on agreed priorities.
Workforce Management Domain Leadership
5 Provide program-level leadership across workforce forecasting, labor planning, scheduling, time and attendance, payroll interfaces, absence management, and workforce analytics.
6 Coordinate the design and implementation of workforce management solutions and their integrations with HR, payroll, point-of-sale, identity, data, and other enterprise systems.
7 Ensure that business requirements, labor rules, compliance needs, and operational processes are translated into scalable solution and delivery plans.
8 Identify workforce management implementation risks early, including data readiness, integration dependencies, rule configuration, testing, adoption, and operational change.
Stakeholder Management and Alignment
9 Identify and map stakeholders across customer leadership, business, IT, operations, product vendors, implementation partners, and delivery teams.
10 Establish trusted relationships with senior customer stakeholders and maintain transparent, outcome-focused engagement throughout the program lifecycle.
11 Facilitate resolution of conflicting priorities and drive timely decisions through fact-based options, impact analysis, and clear recommendations.
12 Maintain alignment across business, technology, vendor, onsite, and offshore stakeholders through structured forums and clearly defined ownership.
Communication and Governance
13 Design and operate an effective communication and governance model appropriate for a large, multi-vendor workforce management program.
14 Establish meeting cadence, reporting forums, escalation paths, decision rights, and communication channels for all stakeholder levels.
15 Validate that the communication model is effective by monitoring decision turnaround, action closure, stakeholder understanding, and delivery outcomes.
16 Address communication breakdowns promptly, correct gaps in information flow, and implement preventive controls to avoid recurrence.
Integrated Planning and Steering Committee Reporting
17 Develop and maintain an integrated program plan connecting scope, workstreams, milestones, deliverables, resources, dependencies, risks, assumptions, and customer decisions.
18 Prepare concise, accurate, and decision-oriented status updates for Steering Committee and executive governance forums.
19 Present program health using clear indicators for scope, schedule, budget, quality, resources, risks, dependencies, and business readiness.
20 Escalate material risks and delivery issues with impact, root cause, mitigation options, recovery actions, ownership, and decisions required.
Onsite and Offshore Delivery Collaboration
21 Establish an effective operating model between customer stakeholders, onsite teams, offshore delivery teams, product vendors, and third parties.
22 Ensure clear requirements, timely decisions, structured handoffs, knowledge transfer, and uninterrupted delivery across locations and time zones.
23 Create accountability and shared ownership by defining roles, responsibilities, deliverables, acceptance criteria, and escalation expectations.
24 Promote collaboration, engagement, and delivery discipline through regular connect sessions, dependency reviews, and outcome-based follow-up.
Milestone and Deliverable Management
25 Baseline, track, and control milestone timelines and associated deliverables across multiple workstreams.
26 Define completion and acceptance criteria so delivery is complete, quality-checked, customer review ready, and supported by appropriate evidence.
27 Manage critical-path activities, cross-workstream dependencies, scope changes, resource constraints, and customer input that may affect commitments.
28 Develop recovery plans for at-risk milestones, monitor corrective actions, and keep stakeholders informed of progress and residual exposure.
Open Items, Risk, Issue, and Closure Management
29 Maintain a consolidated view of actions, risks, issues, assumptions, dependencies, decisions, changes, and approvals across the program.
30 Assign clear owners and due dates, conduct regular aging and priority reviews, and escalate overdue or blocked items through agreed governance channels.
31 Validate closure through documented evidence, stakeholder agreement, and confirmation that the required outcome has been achieved.
32 Use trend analysis, root-cause review, and preventive actions to reduce recurring issues and improve program delivery discipline.
Team and Delivery Excellence
33 Coach workstream leads and delivery teams on planning, governance, risk management, stakeholder communication, and execution discipline.
34 Promote a culture of ownership, collaboration, transparency, quality, and continuous improvement across the program.
35 Monitor resource capacity, capability needs, and role coverage, and coordinate timely actions to address delivery gaps.
36 Capture lessons learned and institutionalized reusable practices, templates, controls, and improvements for future workforce management initiative
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