Global Personnel Administration, HR Ops specialist

Hi, we’re Back Market. We’re here to help make tech reliable, affordable, and better than new . We're a global marketplace for refurbished devices, helping lower our collective environmental impact by providing trustworthy, affordable tech with 92% less carbon emissions than new. Yep, you read that right. Turns out refurbished tech is way better for the planet than new. In fact, With every device purchased on Back Market, our positive impact on the planet grows. From our Customer Care representatives to our software engineer, every individual at Back Market cuts the planet — and consumers — a break. Our mission is simple: to do more with what we already have. Are you ready to join us? Define, build and industrialise global personnel administration for Back Market — including the decision of what should be run in-house and what should not — while keeping the existing service running throughout the transformation. BUILD Diagnostic and upstream project work Own the personnel administration workstream of the audit end-to-end: complete the diagnostic across all geographies and convert findings into a build roadmap. Establish the baseline: as-is process map per country, volumes, cycle times, FTE load, cost, incidents. No sourcing decision and no automation case can be made without it. Define the target perimeter and negotiate the handover of activities currently held by People Partners, HRIS, Finance, Legal and local contacts. Set the RACI. Support the Phase 2 technical deep dive on the admin scope. Sourcing strategy — in-house or not Lead the make-or-buy analysis for personnel administration, activity by activity and country by country: global in-house, local in-house, outsourced, or EOR. Build the decision framework: cost model, service model, risk and compliance criteria, scalability, dependency and reversibility. Present the recommendation and business case to the HR Ops & HR Tech Director and the People Leadership Team; secure the arbitration. Execute the outcome: RFP, provider selection, transition, exit from the provider currently underperforming (co-led with the Director). Standards, industrialisation and automation Build the global document standard set: contract templates, amendments, letters, certificates, forms — one master per document type, local variants by exception only, versioned, legally validated, owned. Industrialise the processes: one process per activity across all geos, documented, with defined controls and defined cut-offs. Country variation must be justified, not inherited. Automate with HR Tech: Workday as system of record, document generation from templates, e-signature, self-service, workflow — and the removal of manual re-entry, shadow trackers and email-driven steps. Set the service standards that come with an industrialised function: SLAs, ticketing, knowledge base, escalation — and report on them. RUN Until the target model is live, the role carries the existing administrative load across all geographies with the support of one apprentice Employment contracts and amendments. Onboarding and offboarding, end-to-end. Employee files, GDPR compliance and archiving. Leave and absence management. Campus population: internships and apprenticeships. Occupational health obligations where applicable. Visas and international mobility management Administrative inputs to payroll, and day-to-day management of the providers in scope. The compliance and control framework on the perimeter; closure of the high-severity risks identified in the audit. Indicative split at start: ~50% build / ~50% run, shifting toward build as standards and automation land. To be revisited quarterly. Who we're looking for