2. Participant journeys

• Maintain strong visibility of every stage of the participant journey.
• Know who has been referred, who is engaging, who needs additional support, who is approaching job readiness, who requires an employment opportunity, who has started work and whose employment may be at risk.
• Support colleagues to understand what is helping or preventing progress.
• Make sure participants do not become stuck within the service.
• Maintain pace while protecting the quality of support and the participant relationship.
• Make sure colleagues intervene early rather than allowing challenges to become crises.

3. Performance

• Use data and case information to understand what is happening across your team.
• Maintain a clear view of caseloads, engagement, job matching, employment starts, sustainment and progression.
• Act early where performance begins to drift.
• Understand why something is happening, not simply whether a target has been met.
• Turn performance information into focused conversations and practical action.
• Help your team understand their individual contribution to collective performance.

4. Relational leadership

• Model the way we expect colleagues to work with participants.
• Be curious about what sits underneath the presenting issue.
• Support Mentors to listen well, challenge appropriately and understand the whole person.
• Help colleagues maintain relationships that are supportive and purposeful without doing things for people that they can increasingly do for themselves.
• Create space for reflective practice and learning.

5. Employer connections

• Work closely with Employment Pathways colleagues to connect participant needs with employment opportunities.
• Help Mentors understand the opportunities available and make sure Employment Pathways colleagues understand participants' strengths, ambitions and support needs.
• Identify gaps in employment opportunity quickly.
• Support constructive relationships with employers where participants need additional help to sustain employment.

6. Local intelligence and place

• Pay attention to what your team is learning about the communities where they work.
• Look for patterns.
• What barriers are appearing repeatedly?
• Are people experiencing particular transport, housing, wellbeing, skills or financial challenges?
• What is helping people succeed?
• Where are opportunities emerging?
• What are local employers and organisations telling us?
• Share useful frontline intelligence with the Operations Manager, Partnership Executive and other relevant colleagues.
• Make local intelligence part of normal operational leadership rather than an additional exercise.
• Encourage colleagues to think Wise Group first and understand that useful knowledge should travel beyond an individual team.

7. Quality, safeguarding and evidence

• Maintain high standards of case management, safeguarding, evidence and participant experience.
• Ensure colleagues understand their responsibilities and have the confidence to raise concerns.
• Use case reviews and quality information to improve practice rather than simply check compliance.
• Make sure the evidence supporting performance is accurate and complete.
• Work closely with Administration and Quality colleagues where recurring recording or evidence issues emerge.

What you'll bring

You'll bring:

• Experience of leading, supervising or coaching people.
• Strong people-development and performance-management skills.
• Experience within employment, employability, mentoring, youth work or another person-centred service.
• The ability to manage performance while retaining a strong focus on quality and relationships.
• Confidence using data and case information to make decisions.
• Strong organisation and prioritisation.
• The ability to handle complex situations calmly and make sound judgements.
• Strong communication and relationship-building skills.
• Curiosity about the communities in which your team works.
• The ability to recognise useful frontline intelligence and make sure it reaches the right people.
• A collaborative approach that puts the Wise Group ahead of individual programme boundaries.
• Resilience and a genuine belief in people's potential.

View the Role Profile for full details about this opportunity.

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