Head of People - Gloucester, Gloucestershire Reports To: Chief of Staff (Previously the HR Director) Direct Reports: People Partner, People Advisor, Receptionist Contract: Full Time - Permanent (Five Days a week in Gloucester HQ) About Freemans Event Partners Freemans Event Partners is a family-owned, high-growth food and beverage business, partnering with some of the UK’s most iconic events, venues and brands. From major sporting fixtures and festivals to permanent sites, we power the food, drink and guest experience for millions of people each year. We are in the midst of an exciting evolution: sharpening our strategy, levelling up how we support and develop our people, and building the next chapter of a values-led, high-performance culture. The opportunity We’re looking for a commercially savvy, highly practical Head of People to take full leadership of our People function and turn a clear plan into reality. You’ll: Lead and develop a small but mighty team (People Partner, People Advisor, Receptionist) to deliver an excellent people experience across the business. Own the People roadmap – taking a strategy that’s already been shaped and executing it brilliantly across operations, head office and seasonal/contingent workforces. Be a trusted partner to the Chief of Staff and wider senior team, using data, insight and judgement to influence decisions, not just “service” them. Build the systems, processes and habits that make doing the right thing for people and performance the easiest thing. This is a genuinely mixed role: you’ll move comfortably between boardroom conversations on organisation design one hour and practical problem-solving on resourcing or ER the next. What you’ll be responsible for 1. People strategy & leadership Translate the People strategy and plan into a clear, sequenced roadmap with milestones, measures and owners. Ensure People work is directly aligned to commercial priorities (customer experience, seasonal resourcing, profitability, brand). Provide confident advice and challenge to senior leaders on structure, capability, ways of working and culture. Use people data and insight (turnover, absence, engagement, recruitment metrics, ER trends) to inform priorities and decisions. 2. People operations & employee lifecycle Oversee a smooth, consistent employee lifecycle: attraction, recruitment, onboarding, progression, performance, and exit – for both permanent and seasonal colleagues. Ensure we have robust, user-friendly policies and processes that managers actually want to use – and that stand up legally. Work with Finance and Operations on workforce planning, budgeting and headcount approvals, especially around peaks in demand. Drive continuous improvement in core processes (contracts, right to work, background checks, scheduling, HRIS, reporting). 3. Culture, engagement & leadership Champion a culture that feels both high-performance and human – clear expectations, high standards, and a genuine care for people. Design and deliver practical engagement initiatives (listening forums, feedback loops, recognition, internal comms) that fit our operational reality. Support the design and delivery of leadership development: equipping managers – many of them “home-grown” – with the skills and confidence to lead. Role-model the values in how you make decisions and how you show up with your team and stakeholders. 4. Talent, learning & performance Establish a clear approach to performance management that is simple, fair and aligned to our goals. Identify critical roles and talent, and work with leaders to create sensible development and succession plans. Put in place targeted learning interventions (not “sheep-dip” training) that actually shift behaviour. Ensure we’re making smart, consistent decisions on pay, progression and promotions. 5. Employee relations, risk & governance Oversee a fair, consistent approach to employee relations – coaching managers to handle issues early and well, and personally managing more complex or sensitive cases. Maintain up-to-date, robust compliance on employment law, right to work, working time, health and safety interfaces, etc. Proactively identify people-related risks and work with leaders to address them before they become issues. Prepare clear, concise People updates for the leadership team and Board as needed. 6. Leading the People team Provide clear direction, coaching and day-to-day support to the People Partner, People Advisor and Receptionist. Set standards for service, responsiveness and partnership with the business. Build a culture of ownership, continuous improvement and professional growth within the team. Ensure the People team is well-organised, using technology and tools intelligently (HRIS, ATS, scheduling systems, etc.). About you Personal Note: You've got to be a true rockstar - nothing boring about this role, and you need to show the interview panel that you are exceptional. The bar is really high on this role, so please come prepared for a rigorous process. We're a low-red-tape, high-autonomy business. If you're fed up with the corporate world and need an escape, this might be the one for you. You need to be low ego with no BS - we will see through it within seconds. You’re likely to be someone who has: Proven experience in a senior People/HR role – Head of People, Senior People Partner, or equivalent – ideally in a fast-paced, multi-site, customer-facing environment (hospitality, events, retail, food & beverage, leisure or similar). A strong blend of strategic and hands-on : you’re happy rolling up your sleeves as well as shaping the bigger picture. A track record of building or levelling-up People functions – implementing structure, process and systems without losing pace or humanity. Confident knowledge of UK employment law and best practice, with experience of handling more complex ER issues. Experience supporting operational leaders and frontline teams, not just head office. Comfortable with data and metrics – not a data scientist, but able to interpret numbers, spot trends and make them meaningful for others. CIPD qualification (Level 7 or equivalent experience) would be helpful, but impact and judgement matter more than letters. And you’ll be the kind of person who: Is commercially minded and curious about how the business actually makes money. Builds trust quickly – calm, credible and straightforward, with good judgement. Speaks plainly, even when the message is tough – and can challenge well. Balances empathy with accountability: kind, not soft. Enjoys being visible and accessible – you like being out where the work happens, not just behind a laptop. What you’ll get The chance to shape the next chapter of a growing, values-led business at a genuinely pivotal moment. Real accountability and autonomy – a clear plan, executive sponsorship and the space to get on and deliver. A close, collaborative relationship with the Chief of Staff and senior leadership team. Opportunities for development as the business grows, including potential to broaden your scope over time.