Rosarii Mannion, National Director of HR Telephone (01) , National Human Resources - Corporate

Transcription

1 Assistant National Director of Human Resources Leadership, Education and Talent Development Job Specification, Terms and Conditions Job Title and Grade Assistant National Director of Human Resources Leadership, Education and Talent Development Grade Code 0508 NDHR 1/2016 Campaign Reference Closing Date Noon Monday 11 th April, 2016 Proposed Monday 18 th April, 2016 and Tuesday 19 th April, 2016 Interview Dates Taking up appointment Informal Enquiries Organisational Area Details of Service May 2016 Rosarii Mannion, National Director of HR Telephone (01) , National Human Resources - Corporate Human Resources in the Health Service Executive is responsible for the development and implementation of people management strategies, policies and practices appropriate for a large scale public health sector professional organisation that actively contributes to the delivery of patient-centred services; provides a positive work environment for staff; maximises the return on investment in human resources; and leads to the development of a modern highperforming workforce. Implementing the Health Services People Strategy Leaders in People Services and working with senior management, a key objective for HR is to ensure the health services effectively harnesses and develops the current and future talent of its leaders. Supporting the Government s health reform programme, Future Health: A Strategic Framework for Reform of the Health Service through implementation of the People Strategy, HR works closely with Service colleagues to deliver the objectives of the reform programme to improve our public health and social care services for those who use them as well as helping our staff to deliver better services and demonstrate to taxpayers that value for money is being achieved. The implementation of an evidence-led People Strategy that is fully aligned to the drivers of organisational performance is also a key objective for HR. Leadership practices, talent management and organisational learning capacity are key facets of human capital management that underpin the strategy. This seeks to develop an aligned suite of high quality people management practices with a priority focus on improve quality patient care and increased organisational performance. Location of Post Reporting Relationship HSE Offices, Dublin Reporting directly to the National Director of Human Resources April

2 Key Working Relationships As a member of the HR Leadership Team, work closely with each member of the National Human Resource Management Team and support members of the Directorate, Leadership and Management Team as appropriate. The proper execution of duties will involve the development of appropriate internal and external communication arrangements with key stakeholders Scope and purpose of the Post To support the delivery of best possible patient care through effective Human Resource Development and OD interventions. To ensure that leadership, learning and development, talent management and education plans are optimised to best effect in terms of service provision / delivery in line with HR People Strategy and the Corporate Plan To enable the organisation to effectively harness and develop the talent of its leaders and people now and in the future through comprehensive leadership, management development, learning, training and educational opportunities. Objectives of the Post To ensure that third level educational policies in respect of health care leaders / professionals are fit for purpose and align with HSE needs and priorities. To create a National Leadership Academy in conjunction and collaboration with key stakeholders in the HSE, working with education / training bodies To develop and lead a Leadership and Management development plan that provides solutions to the leadership needs of the organisation, both management and clinical professions. To develop leadership and management development competency frameworks that are fit for purpose and aligned to the organisation s objectives. To develop leadership and talent mapping for the organisation that identifies and grows our future leaders and managers. Review and further develop succession planning to ensure it is sharply focused against the HSE future vision. Revise and launch national coaching and mentoring frameworks and delivery plan. To develop a centre of excellence for Learning and Development bringing all branches of L&D into a single consolidated delivery function. Draw on international best practice and leading edge research to inform Human Resource Department solutions for current and future leaders and people. Ensure a whole systems approach, the avoidance of duplication across all professions and professional disciplines/categories to maximise efficiency and effectiveness. Duties & Responsibilities Leadership & Direction Implement a Leadership Management Development plan and a Learning and Development Plan to address the needs of service development and reform across the health sector Lead in the development of a series of core leadership and development modules and provide a leadership and management development curriculum of executive and multidisciplinary solutions In co-operation with other Senior HSE Management, ensure that appropriate action is taken from a Health and Social Care clinical development perspective on areas of HSE corporate priority April

3 Develop programmes that embrace diversity and inclusion to increase the proportion of under-represented groups in leadership roles at all levels Develop and build a HR team that is expert and responsive in assisting the delivery units with the support they require in delivering change through supporting their continued professional development and performance Develop appropriate working links pertinent to the supply side of the labour market i.e. education and training bodies Talent Management Develop and Implement strategies for Talent Management ensuring alignment with organizational objectives Design and develop Talent Management processes, systems and programmes Ensure talent management and learning programmes are being appropriately and fully used to advance development Define, measure and report on the metrics evaluating the effectiveness of the talent management strategy, processes and programmes. Develop, implement, monitor and evaluate succession management tools and strategies to increase the company s capacity to make data driven talent decisions Research and benchmark best practices in Talent management Resource Management Develop mechanisms of learning needs analysis to agree national development priorities and to inform future delivery. Monitor, evaluate and report on same. Work with senior management across the organisation in the area of workforce planning to ensure that future Succession Management and Talent Management needs are scoped and delivered through the appropriate providers Put in place mechanisms that plan, monitor and evaluate HSE expenditure in respect of education and training provision at third level colleges Put in place systems to ensure the distribution of resources are equitably aligned with service need, subject to HSE priorities Develop a curriculum of strong leadership and management programmes to build leadership and management skills that are aligned to national competency framework(s). Put employee engagement at the centre of the leadership and talent plan Implement Executive Coaching and Mentoring Programme that improves performance by turning actions into learning situations in a planned way and under guidance. Increase the pool of internal executive coaches April

4 Develop a cohort of Action Learning Set and Team Leadership facilitators through train the trainer programmes as part of the OD supports to the delivery units Implement the revised Performance Achievement and measurement processes to ensure it drives and cascades responsibility and accountability to each staff member at every level as well as building capacity through competency development based on performance needs Implement a Performance Achievement programme for managers focused on listening and feedback making PM meetings more coaching orientated to develop a culture of authentic conversations, goal setting and on-going performance development discussions Design an innovative e-learning plan offering on-the-job learning and performance support for staff and to minimise costs for all mandatory training initiatives within the HSE in collaboration with office of the Chief Information Officer Put in place a mechanism to provide feedback from the organisation on the effectiveness of the service provided by Leadership, Education and Development function in all areas across the organisation and work with Service Managers and HR colleagues to action feedback Develop a series of integrated flexible high quality, low cost, learning solutions to provide staff growth and development and maximise efficiencies in programme delivery. Reform Develop a national Leadership and Management Framework(s) of competencies that sets out the standard for leadership and management for staff in health and social care. (Clinical Leadership and Medical Leadership Framework(s)) Design and deliver a comprehensive evaluation framework Human Resource Development Effectiveness tool-kit to enable the measurement, and return on investment (RoI) in relation to all planning and development expenditure As part of the HR Leadership Team, lead the transformation of HR to ensure a continued smooth transition process making it happen in a positive way Develop appropriate linkages and synergies with external bodies in the area of performance and development, particularly third level colleges Assist in the development of a revised HR delivery model to be applied nationally, regionally and locally across the totality of the public health sector aligned with the health reform agenda to maximise efficiencies, avoid duplication and ensure consistency Provide HR change management supports to the organisation in its pursuance of progress and continual improvement and ensure HR policies and procedures support the organisation during the transitional phase Champion change and innovation and communicate the vision of change to the organisation to ensure an understanding and buy-in into the change Challenge and assist in the development of processes, systems and structures that reflect the strategic objective of world class delivery of April

5 patient centre care Governance & Accountability Build effective, constructive relationships with internal and external stakeholders including members of the Directorate and Leadership Team, Hospital Group CEOs, Community Healthcare Organisation s Chief Officers, and the Department of Health Put in place and operate appropriate liaison arrangements with the Department of Health, Department of Education, Higher Education Authority, Teaching Colleges etc. in relation to all policy areas impacting on leadership, education and development Contribute to the national agendas on HR matters as appropriate Act as a spokesperson for the organisation in line with the organisation s Communication Plan Demonstrate pro-active commitment to all communications with internal and external stakeholders Have a working knowledge of the Health Information and Quality Authority (HIQA) Standards as they apply to the role for example, Standards for Healthcare, National Standards for the Prevention and Control of Healthcare Associated Infections, Hygiene Standards etc and comply with associated HSE protocols for implementing and maintaining these standards. Support, promote and actively participate in sustainable energy, water and waste initiatives to create a more sustainable, low carbon and efficient health service. The above Job Description is not intended to be a comprehensive list of all duties involved and consequently, the post holder may be required to perform other duties as appropriate to the post which may be assigned to him/her from time to time and to contribute to the development of the post while in office. Eligibility Criteria Open competition will apply Applicants must demonstrate all of the criteria listed below: Qualifications and/ or experience At least 5 years experience at a Senior Management level The successful candidate will have extensive experience at a senior level in a Human Resource role. In addition he/she must have detailed knowledge of the issues and developments and current thinking in relation to HR best practice in health care policy and service delivery. Be results orientated and focused on implementation of the People Strategy Strong record of delivering change, working in a complex environment through interpersonal and communications ability Have demonstrated capacity to achieve results through cross-sectoral working Skills, competencies Leadership & Direction and/or Remains fully informed in a dynamic and challenging environment, while at the knowledge same time having a clear view of what changes are required in order to achieve April

6 immediate and long term corporate objectives. Is an effective leader and a positive driver for change; transforms the vision into a framework and structures for moving forward. Balances change with continuity continually strives to improve service delivery, to create a work environment that encourages creative thinking and to maintain focus, intensity and persistence, even under increasingly complex and demanding conditions. Working With And Through Others (Influencing To Achieve) Demonstrates the ability to work independently as well as work with a wider (multidisciplinary / multi-agency) team in a complex and changing environment. Is persuasive and effectively sells the vision; commands attention and inspires confidence. Sets high standards for the team and puts their work, and the work of the organisation into meaningful context. Has excellent influencing and negotiation skills. Managing & Delivering Results (Operational Excellence) Places strong emphasis on achieving high standards of excellence. Commits a high degree of energy to well directed activities and looks for and seizes opportunities that are beneficial to achieving organisational goals. Perseveres and sees tasks through. Champions measurement on delivery of results and is willing to take personal responsibility to initiate activities and drive objectives through to a conclusion. Critical Analysis & Decision Making Has the ability to rapidly assimilate and analyse complex information; considers the impact of decisions before taking action; anticipates problems. Recognises when to involve other parties (at the appropriate time and level). Is willing to take calculated risks in the interests of furthering the designated care group agenda. Makes timely decisions and stands by those decisions as required. Building Relationships / Communication Possesses the ability to explain, advocate and express facts and ideas in a convincing manner, and actively liaise with individuals and groups internally and externally. Is committed to building a professional network to remain up-to-date with and influence internal and external politics. Is committed to working cooperatively with and influencing senior management colleagues to drive forward the designated care group agenda. Personal Commitment and Motivation Is personally committed and motivated for the role of Assistant National Director of HR, Leadership Education and Talent Development. Demonstrates a commitment to further development to support the HR Leadership Team and the organisation. Short listing Applicants will be shortlisted for interview based on information supplied in the application form at the closing date or in other specified assessment documentation. Criteria for short listing are based on the requirements of the post as outlined in the post specific requirements, duties, skills, competencies and/ or knowledge section of this job specification. Failure to include information regarding these requirements may result in you not being called forward to the next stage of the selection process. Those successful at the short listing stage of this process (where applied) will be called forward to interview. Code of Practice The HSE will run this campaign in compliance with the Code of Practice prepared by the Commission for Public Service Appointments (CPSA). The Code of Practice sets out how the core principles of probity, merit, equity and fairness might be applied on a principle basis. The Code also specifies the responsibilities placed on candidates, facilities for feedback to applicants on matters relating to their April

7 application when requested, and outlines procedures in relation to requests for a review of the recruitment and selection process and review in relation to allegations of a breach of the Code of Practice. Additional information on the HSE s review process is available in the document posted with each vacancy entitled Code of Practice, information for candidates. Codes of practice are published by the CPSA and are available on in the document posted with each vacancy entitled Code of Practice, Information for Candidates or on The reform programme outlined for the Health Services, which includes the implementation of a People Strategy for the health sector, may impact on this role and as structures change the job description may be reviewed. This job description is a guide to the general range of duties assigned to the post holder. It is intended to be neither definitive nor restrictive and is subject to periodic review with the employee concerned. April

8 HEALTH SERVICES EXECUTIVE Terms and Conditions of Employment Assistant National Director of Human Resources Leadership, Education and Talent Development Tenure The appointment is whole-time and permanent. The post is pensionable. Appointment as an employee of the Health Service Executive is governed by the Health Act 2004 and the Public Service Management (Recruitment and Appointment) Act Remuneration The Salary scale for the post is: 89,212; 92,897; 96,650; 100,475; 104,366; 108,332; This rate takes account of the reduction provided for by the Financial Emergency Measures in the Public Interest Act Working Week The standard working week applying to the post is: 37 hours net Annual Leave The annual leave associated with the post is: 30 days Superannuation All pensionable staff become members of the pension scheme. Probation Every appointment of a person who is not already a permanent officer of the Health Service Executive or of a Local Authority shall be subject to a probationary period of 12 months as stipulated in the Department of Health Circular No.10/71. Ethics in Public Office 1995 and 2001 Positions remunerated at or above the minimum point of the Grade VIII salary scale ( 64,812) as at Positions remunerated at or above the minimum point of the Grade VIII salary scale ( 64,812 as at ) are designated positions under Section 18 of the Ethics in Public Office Act Any person appointed to a designated position must comply with the requirements of the Ethics in Public Office Acts 1995 and 2001 as outlined below; A) In accordance with Section 18 of the Ethics in Public Office Act 1995, a person holding such a post is required to prepare and furnish an annual statement of any interests which could materially influence the performance of the official functions of the post. This annual statement of interest should be submitted to the Director General not later than 31 st January in the following year. B) In addition to the annual statement, a person holding such a post is required, whenever they are performing a function as an employee of the HSE and have actual knowledge, or a connected person, has a material interest in a matter to which the function relates, provide at the time a statement of the facts of that interest. A person holding such a post should provide such statement to the Director General. The function in question cannot be performed unless there are compelling reasons to do so and, if this is the case, those compelling reasons must be stated in writing and must be provided to the Director General. C) A person holding such a post is required under the Ethics in Public Office Acts 1995 and 2001 to act in accordance with any guidelines or advice published or given by the Standards in Public Office Commission. Guidelines for public April

9 servants on compliance with the provisions of the Ethics in Public Office Acts 1995 and 2001 are available on the Standards Commission s website April