Director of Human Resources

DIRECTOR OF HUMAN RESOURCES

Department: Human Resources

Duty Station: Bishkek, Kyrgyzstan (with travel throughout Central Asia)

Reports to: Rector

Deadline: 23 November (or open until filled)

1.Role Purpose

UCA is undertaking a programme of institutional development and organisational reform, known as Future Directions, to strengthen academic excellence, impact, effectiveness and financial sustainability. The Director of Human Resources (HR) will be a central partner in this work, leading the transformation of HR into a trusted, capable and evidence-led function that supports colleagues and holds the institution to high standards of performance, fairness and accountability.

Reporting to the Rector and working closely with the senior management team, the Director will lead both HR strategy and dependable day-to-day delivery across a complex, multi-site and multi-jurisdictional university. The role requires a leader who combines strategic judgement with practical implementation, sound employee-relations expertise and the confidence to advise and challenge senior colleagues constructively.

Why Join UCA?

• Impactful Teaching and Research: Contribute to an academic institution that is dedicated to fostering innovation and development in Central Asia and beyond.
• Collaboration and Growth: Be part of a diverse, interdisciplinary academic environment, with opportunities for collaboration and research across multiple fields of societal relevance.
• Regional Leadership: Lead the development of innovative solutions to regional challenges in climate adaptation, sustainable development, technology, data science, and digital policy.
• Support for Female Scholars: UCA is deeply committed to supporting all scholars in all fields, providing opportunities to further advance gender equity in academia.

Main Duties and Responsibilities

2. Principal Accountabilities

2.1 Organisational development and strategic workforce planning

• Lead the people and organisational dimensions of Future Directions, including organisational design, restructuring, role clarity, consultation and change management.
• Establish an annual workforce planning process, informed by quarterly workforce and finance reviews, aligned to academic priorities, operating plans and budgets, including headcount, skills, vacancies, critical roles, succession, redeployment and staffing cost forecasts.
• Provide independent, evidence-based advice on workforce proposals, affordability, organisational capacity and associated risks; partner closely with Finance and institutional planning colleagues.

2.2 HR operations, systems and service quality

• Lead an effective HR operating model, with clear service ownership, appropriate business partnering, consistent standards and responsive support across all UCA locations, setting out clearly the authority and escalation pathways between central HR, campuses and academic units.
• Ensure robust employee lifecycle processes, including contracts, onboarding, employee records, leave, changes to employment, offboarding and records retention.
• Maintain accurate HR information systems and controls; establish regular workforce dashboards and management reporting covering headcount, turnover, vacancies, recruitment, employee costs and key risks.
• Clarify and maintain documented HR–Finance responsibilities for payroll inputs, approvals, reconciliations, tax and social contributions, with effective segregation of duties and compliance oversight.

2.3 Recruitment, retention, performance and capability

• Develop HR staff capability and build a professional, service-oriented HR team able to resolve routine matters without unnecessary escalation.
• Develop effective recruitment and retention strategies (including timelines, procedures and policies) for academic and professional staff, strengthening UCA’s attractiveness as an employer in regional and international markets.
• Develop strategies for effective retention and attraction of the best academic talent, particularly from Central Asia.
• Own university-wide performance management arrangements, including clear objectives, constructive appraisal, performance improvement, recognition and appropriate management of underperformance.
• Bring transparency and consistency to the interface with academic appointments, promotions and performance evaluation, ensuring that HR provides support and assurance, while not determining academic merit.
• Identify capability gaps and lead a coordinated learning and development agenda, including management and leadership development, professional learning and succession planning

2.4. Reward, grading and workforce sustainability

• Lead the implementation and ongoing stewardship of transparent, equitable, consistent and financially sustainable job evaluation, grading, compensation and benefits arrangements, working with external specialists as required.
• Advise on pay policy, progression, promotion and retention decisions using consistent criteria, labour-market evidence, internal equity, consistency with the approved grading framework and financial sustainability.
• Support coherent employment frameworks and appropriate harmonisation of policies and practices across staff groups and jurisdictions, respecting applicable law and institutional commitments.

2.5. Employee relations, safeguarding and organisational culture

• Ensure fair, timely and legally sound handling of grievances, disciplinary matters, investigations, employee complaints and workplace disputes, including confidentiality, non-retaliation and procedural fairness.
• Work with designated safeguarding and disclosure functions to ensure clear responsibilities, appropriate escalation, protection of affected persons and reliable follow-through; respect the independence of relevant processes.
• Strengthen a culture of dignity, inclusion, mutual respect, constructive challenge and managerial accountability; support employee wellbeing and meaningful engagement.
• Provide balanced and independent advice to managers, recognising that supporting colleagues and scrutinising decisions are complementary responsibilities.

2.6. Governance, partnerships and leadership

• Maintain compliant, accessible HR policies and procedures across relevant jurisdictions and contractual arrangements, seeking specialist legal advice where necessary.
• Report material workforce, employment and culture risks to the Rector and appropriate governance bodies; ensure action plans are monitored and implemented, and that escalation lines are clear and consistently implemented.
• Collaborate effectively with academic leaders, Finance, Legal, campus management and relevant colleagues across the Aga Khan Development Network.
• Contribute as a senior institutional leader to the University’s strategy, resource allocation and continuous improvement.

4. Person Specification

The successful candidate will be an accomplished senior HR leader with a demonstrated record of delivering organisational transformation and building effective HR functions in complex organisations.

Essential

• Substantial senior-level experience leading HR in a complex, multi-site organisation, with a record of improving both strategy and operational delivery.
• Demonstrated leadership and successful implementation of significant organisational change, including workforce restructuring, HR operating-model improvement and the development of effective, accountable HR functions, with evidence of measurable results.
• Strong competence in employee relations, employment compliance, sensitive investigations and sound procedural decision-making.
• Experience with performance management, talent acquisition, learning and development, reward and HR data/systems.
• Excellent judgement, integrity, discretion, communication and influencing skills; ability to provide constructive challenge to executive leaders.
• Ability to lead across cultures and jurisdictions, balancing institutional consistency with local legal and operational requirements.
• Advanced proficiency in written and spoken English.

Highly desirable

• An advanced degree or recognised professional qualification in HR management, organisational development or a related field.
• Experience in higher education, research, international development or another mission-driven organisation.
• Experience in Central Asia or comparable complex international settings.

Applications will be reviewed when received. Early applications are strongly encouraged.