HEAD OF RESEARCH AND INSIGHTS

Transcription

1 HEAD OF RESEARCH AND INSIGHTS BRANCH/UNIT TEAM LOCATION CLASSIFICATION/GRADE/BAND POSITION NO. Communications and Marketing Research and Insights Optional TM5 TBA ANZSCO CODE PCAT CODE TBA TAFE Website 1. ORGANISATIONAL ENVIRONMENT TAFE NSW s purpose is to skill the workforce of the future. It is Australia's leading provider of vocational education and training with over 500,000 annual enrolments and a proud history for setting the benchmark for quality service. As the NSW public provider, it supports the NSW Government's priority to grow skills for the economy and jobs of tomorrow. Critically, TAFE NSW plays a vital role in providing vocational education in rural and regional NSW, and job training pathways for the most vulnerable in the community. TAFE NSW offers the best of campus-based delivery as well as flexible, online and work-based learning. The TAFE NSW values of Customer First, Collaboration, Integrity and Excellence guide our team in strengthening communities, delivering world-class training for our students and producing job ready graduates for employers. The operating environment for TAFE NSW is dynamic as we leverage our scale, expertise, passion and reputation to meet the rapidly changing VET landscape. TAFE NSW is committed to its students and customers and the role it plays in changing lives and opening up opportunities through learning. 2. POSITION PURPOSE The Head of Research and Insights is responsible for building and executing the TAFE NSW research plan, providing leadership in the development and implementation of the research strategy that delivers insights for marketing, campaigns, and sales plans. This role delivers the research and insights for the annual TAFE NSW marketing and business development plans. Last Updated: March 2017 Version 1 Page 1 of 7

2 3. KEY ACCOUNTABILITIES 1. Provide deep analytical insight and understanding of the education and related industry markets, with responsibility for the execution of strategic research and reporting deliverables to meet business and stakeholder needs. 2. Identify the research needs across the marketing and sales team, as well as Business Development and Student Services and develop a research strategy and program to support the business requirements. 3. Working closely with the Customer Experience team, represent and maintain the voice of the customer and market across the business through the research plan. 4. Develop strong partnerships with key internal customers including marketing, sales, business development and student services to deliver actionable insights that optimise and improve campaign and operational effectiveness, and insights on market trends that support product innovation. 5. Identify and engage with external research agencies to deliver research requirements when external support is required. 6. Lead the development and implementation of sustainable processes/systems/frameworks to reviews campaign performance outcomes and develop evidence-based strategies to enhance the effectiveness of future campaigns and strategies. 7. By example, lead the development of a safe, healthy and inclusive work environment, including implementation and review of appropriate strategies and measures. 8. Place the customer at the centre of all decision making. 9. Build and develop a high performance team, aligned to the core values of integrity, collaboration, excellence and a customer first attitude, through effective leadership, support and feedback. 10. Collaborate with staff to ensure the development and regular review of meaningful individual performance management and development plans that are clearly aligned to strategic objectives and focused to develop the individual. 4. KEY CHALLENGES Defining collecting and analysing relevant research data to enable insights that enhance planning and strategic marketing decisions. Co-ordinating implementation of multiple and diverse key projects with rigid timeframes and budgets and outcomes that effectively inform strategic communications, marketing and business decisions. Influencing the development and enhancement of current and future TAFE marketing and communications strategies, within a context of competing priorities, to manage effectively in a dynamic business and marketing environment. 5. KEY RELATIONSHIPS WHO WHY Internal General Manager Communications and Marketing Receive leadership, direction and advice. Advise General Manager Marketing and Communications on research and insight issues and projects. Head of Student Recruitment Collaborate to ensure customer insight is utilised in the student recruitment process. Last Updated: March 2017 Version 1 Page 2 of 7

3 Heads within Marketing and Communications Collaborate on research and data requirements and analysis. Research and Insights team Provide leadership and manage performance. Determine priorities and provide feedback, as appropriate. External Industry Professionals/Consultants and Vendor/service/research providers Monitor provision of services, gather information and resolve relationship/reliability issues. Deliver research specifications and desired outcomes. 6. POSITION DIMENSIONS Reporting Line: General Manager Communications and Marketing Direct Reports: 6 Indirect Reports: 3 Financial Delegation: TBA Budget/Expenditure: TBA Decision Making: Manage functional expenditure and resourcing within the relevant policy and delegation frameworks. Matters requiring a higher level of approval are referred to the General Manager Marketing and Communications. 7. ESSENTIAL REQUIREMENTS 1. Degree or Masters qualification in a relevant field. 2. Minimum of 15 years experience in an in-house or external agency market research role with a minimum of 5 years at a senior leadership level 3. Extensive experience in customer research and insight with proven ability to explore business performance and utilise statistical techniques to address, commercial and strategic objectives 4. Demonstrated experience in managing Big Data projects 5. Proven ability to provide high quality strategic advice for improved business outcomes in a large and complex organisation 6. Demonstrated experience in executing and summarising primary research, secondary research, and statistical analysis as part of a marketing plan 7. Demonstrated experience in marketing and data analytics, with a track record of translating insights from data into opportunities 8. Ability to communicate complex ideas in an efficient and compelling way 9. Ability to work autonomously and as part of a team 10. Strong interpersonal, written and verbal communication skills and a desire to share information 11. Team management of a large and dispersed team. 12. Ability to address and meet focus capabilities as stated in the Position Description. Last Updated: March 2017 Version 1 Page 3 of 7

4 8. CAPABILITIES NSW Public Sector Capability Framework Below is the full list of capabilities and the level required for this role as per the NSW Public Sector Capability Framework. The capabilities in bold are the focus capabilities for this role. Refer to the next section for further information about the focus capabilities. Capability levels are as follows and reflect a progressive increase in complexity and skill: Foundational > Intermediate > > > Highly CAPABILITY GROUP NAME LEVEL Display Resilience & Courage Act with Integrity Manage Self Value Diversity Communicate Effectively Commit to Customer Service Work Collaboratively Influence and Negotiate Deliver Results Plan And Prioritise Think and Solve Problems Demonstrate Accountability Finance Technology Procurement and Contract Management Project Management Manage and Develop People Inspire Direction and Purpose Optimise Business Outcomes Manage Reform and Change FOCUS CAPABILITIES The focus capabilities for the Head of Research and Insights are the capabilities in which occupants must demonstrate immediate competence. The behavioural indicators provide examples of the types of behaviours that would be expected at that level and should be reviewed in conjunction with the position s key accountabilities. NSW Public Sector Focus Capabilities Last Updated: March 2017 Version 1 Page 4 of 7

5 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Personal Attributes Display Resilience and Courage Relationships Communicate Effectively Relationships Commit to Customer Service Results Deliver Results Results Think and Solve Problems Stay calm and act constructively in highly pressured and unpredictable environments. Give frank, honest advice in the face of strong, contrary views. Accept criticism of own ideas and respond in a thoughtful and considered way. Welcome new challenges and persist in raising and working through novel and difficult issues. Develop effective strategies and show decisiveness in dealing with emotionally charged situations, difficult and controversial issues. Present with credibility, engage varied audiences and test levels of understanding. Translate technical and complex information concisely for diverse audiences. Create opportunities for others to contribute to discussion and debate. Actively listen and encourage others to contribute inputs. Adjust style and approach to optimise outcomes. Write fluently and persuasively in a range of styles and formats. Promote a culture of quality customer service in the organisation. Initiate and develop partnerships with customers to define and evaluate service performance outcomes. Promote and manage alliances within the organisation and across the public, private and community sectors. Liaise with senior stakeholders on key issues and provide expert and influential advice. Identify and incorporate the interests and needs of customers in business process design. Ensure that the organisation's systems, processes, policies and programs respond to customer needs. Drive a culture of achievement and acknowledge input of others Investigate and create opportunities to enhance the achievement of organisational objectives. Make sure others understand that on-time and on-budget results are required and how overall success is defined. Control output of business unit to ensure government outcomes are achieved within budget. Progress organisational priorities and ensure effective acquisition and use of resources. Seek and apply the expertise of key individuals to achieve organisational outcomes. Undertake objective, critical analysis to draw accurate conclusions that recognise and manage contextual issues. Work through issues, weigh up alternatives and identify the most effective solutions. Take account of the wider business context when considering options to resolve issues. Last Updated: March 2017 Version 1 Page 5 of 7

6 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Business Enablers Technology Business Enablers Project Management People Management Inspire Direction and Purpose People Management Optimise Business Outcomes Explore a range of possibilities and creative alternatives to contribute to systems, process and business improvements. Implement systems and processes that underpin high quality research and analysis. Demonstrate a sound understanding of technology relevant to the work unit, and identify and select the most appropriate technology for assigned tasks. Identify opportunities to use a broad range of communications technologies to deliver effective messages. Understand, act on and monitor compliance with information and communications security and use policies. Identify ways to leverage the value of technology to achieve team/unit outcomes, using the existing technology of the business. Support compliance with the records, information and knowledge management requirements of the organisation. Prepare clear project proposals and define scope and goals in measurable terms. Establish performance outcomes and measures for key project goals, and define monitoring, reporting and communication requirements. Prepare accurate estimates of costs and resources required for more complex projects. Communicate the project strategy and its expected benefits to others. Monitor the completion of project milestones against goals and initiate amendments where necessary. Evaluate progress and identify improvements to inform future projects. Promote a sense of purpose and enable others to understand the links between government policy and organisational goals. Build a shared sense of direction, clarify priorities and goals and inspire others to achieve them. Work with others to translate strategic direction into operational goals and build a shared understanding of the link to core business outcomes. Create opportunities for recognising and celebrating high performance at the individual and team level. Work to remove barriers to achievement of goals. Develop workforce plans that effectively distribute organisational resources to achieve business goals. Plan for strategic use of human resources that links to wider organisational aims and goals. Encourage others to strive for ongoing performance improvement. Align systems and processes to encourage improved performance and outcomes. Last Updated: March 2017 Version 1 Page 6 of 7

7 Last Updated: March 2017 Version 1 Page 7 of 7