Strategic HR Business Partner. Career progression level: 7. Key Responsibility Areas. Location: Reports to: Purpose:

Transcription

1 Position: Location: Reports to: Strategic HR Business Partner Wellington General Manager People Career progression level: 7 Purpose: Partner with a key Opus business unit and develop and drive a strategic HR agenda tailored to that Business Unit (BU). Operate as a key advisor and coach to senior BU management and provide strategic HR management advice. Key Responsibility Areas NB: These describe the main types of outcomes expected of the position, i.e: the key areas of work activity in which the job is expected to achieve results. Key responsibility area Strategic HR Planning and Management Develop a comprehensive HR plan for the BU(s) which integrates the key drivers of the Opus Global Strategic People Strategy, with the key tactical BU strategies resulting in a clearly outlined tailored people plan. Purpose of which is to drive the HR Strategic Imperatives of building capability, leadership and high performance while tactically addressing the shorter term people needs of the BU(s). Identify, develop and implement HR solutions to complex HR problems.

2 Deliver on the BU HR plan and report progress and achievement of milestones on a monthly basis with both BU management and HR management. Integration of core HR programmes. Key responsibility area Deliver Core HR Programmes Roll out strategic HR programmes such as talent management review, annual remuneration review, leadership development and strategic change programmes. Customise HR solutions using established HR practices to meet business needs. Deliver on the strategic initiatives outlined in the People Strategy, Annual people plan, and country BU HR plan. Key responsibility area Business Unit Partnership Participate in the BU(s) management teams and drive a strategic BU people and business agenda, while simultaneously participating as a member of the Group HR team, in developing HR practices and processes. Work across one or a number of BU(s) to coach managers on high quality humanistic people and business management practices and drive building people capability in the business. Work as a strategic business partner understanding the business drivers and ensuring HR plays a key strategic role with the business. Communicate and ensure HR direction is understood within business areas. Report on people performance metrics. Use metrics to measure core programmes and to inform the development of new programmes. Key responsibility area Strategic HR Expert Provide expert strategic HR advice to BU(s) on resourcing, retention change management, leadership. learning and development, remuneration, succession planning, and talent review. Collaborate with the centre of expertise specialist (remuneration and metrics, learning and development, talent and organisation development) to design and build customised HR programmes to address complex BU problems. Facilitate organisation talent review for BU/team. Provide specialist HR knowledge and experience as a value proposition to the BU and the greater senior HR management team in at least one core area of HR (Remuneration, ER, OD). Key responsibility area Project Management Establish project management plans and deliver planned projects in line with best practice project management principles and practice. Projects will either be specific to BU people initiatives or Opus Global Strategic HR initiatives. Report against project milestones and deliverables. PAGE 2 OF 6

3 Key responsibility area Trusted Advisor Establish credibility as a trusted advisor/ coach and influencer to GM to ensure strategic people and business decisions are made, legal exposure is minimised, and tactical management of people issues is achieved. Key responsibility area Leadership As a member of the people team, Strategic HR Business Partners are expected to champion the business back through HR, leverage the specialist functions within the people team to support BU business initiatives and participate in HR development interventions. Keep up to date with the latest HR best practice and weave learning into conversation with managers and adapts approach and coaching styles to fit best practices. Share learning and inputs new thinking into the wider HR team. Champion leadership behaviours in the business and within the people team. Provide coaching and development to other members of the people team to enhance the overall capability of the people function. Key Tasks Business Partnership, Strategic Leadership and Advice Works with the business to develop a deep understanding of the business unit/function and business strategy BU plan and drivers to better understand their business operating context and strategic workforce and resourcing challenges. Develops and fosters strong relationships with BU senior leadership and management teams. Develops strong working relationships with other shared services business partners and wider HR team to ensure coherent and joined up strategic advice. Actively contributes to the strategic direction of the BU and the implementation of its goals by providing strategic input into BU planning processes and strategic human resource advice to management and leadership teams. Works with BU to develop and implement BU specific workforce strategies and planning that will enable the business to develop the capability to achieve its strategic objectives and plans. Provides strategic organisational development and change management advice and oversees or leads change management and other organisation development initiatives. Provides leadership to the wider HR team through knowledge sharing and coaching HR team members on strategic matters relating to the BU portfolio. HR Service Delivery Works with the Head of HR Service Delivery and Senior HR Advisors to understand operational HR Performance Indicators The business unit receives, insight, critical intelligence and advice on BU engagement, culture, leadership, capability and change readiness relevant to their business context. HR is valued as a trusted business partner and adviser and delivers cohesive advice together with service delivery. Clear people and organisational capability development initiatives are outlined in BU strategic business plans, including action plans and measures of success. Business units adopt a strategic approach to organisational capability development and people leadership, recognising the value strategic people and capability plays in achieving business objectives. HR is able to better plan to support change initiatives. The HR service delivery team has a better understanding of the business and is able to deliver operational services that are aligned to and support the strategic direction of the BU. The HR group has a culture of actively seeking our opportunities for continuous improvement. PAGE 3 OF 6

4 issues within their portfolio in order to identify, understand and resolve any systemic issues or capability gaps. Gives feedback on HR service delivery performance and identifies gaps and opportunities for continuous improvements and proactively works with the Head of HR Service Delivery to ensure they are effectively addressed. People Strategy Development Leverages relationships, business acumen and knowledge of the business and BU to provide business context and intelligence into the development of the Opus people strategy and related capability initiatives, frameworks, and systems. Support the digitalisation of HR and change programme. Actively monitors organisational development initiatives and provides input and feedback from a branch perspective so that they are fit for purpose and deliver on customer expectations and requirements. One HR Team To work closely with the wider People team, being seen as the advocate for the People function in influencing and challenging key stakeholders. To act as champion of the HR service delivery shared service, instilling a customer centricity and service excellence approach. The HR team works collaboratively and collegially with wider HR team managers and other shared services managers and teams to deliver consistently high levels of service delivery. HR is a leader and conduit for the delivery of joined up shared services. Opus people strategy and plans incorporate and are based on a deep understanding of the business context, business drivers and key people and capability challenges. Capability initiatives, frameworks, systems deliver to strategic business requirements now and future. People, workforce resourcing, organisation development initiatives support Opus to deliver on strategic objectives. Opus people plan has been designed to meet the changing needs of the business. The people strategy, BU people plans are in alignment with the business strategy. Steps have been taken to mitigate risk areas within the People group. A collaborative and aligned People team. Key responsibility area Health, Safety and Wellbeing Ensure that all projects and activities have an approved safety plan and that health and safety issues are managed through the project plan. All aspects of the site and work will be completed and consistent with the agreed Project Safety Plan. Identify appropriate training requirements for your role and participate in appropriate training. Ensure that hazards arising from, or associated with project or activities undertaken are identified, reported and managed including self-management where appropriate. Read and adhere to all relevant policies and procedures for Health and Safety including the H&S Policy, H&S Manual, and Local Procedures Manual. Ensure Emergency procedures are understood and followed. Contribute on an on-going basis toward maintaining a safe working environment both for yourself and for those working with you or in your close vicinity. PAGE 4 OF 6

5 Key responsibility area Knowledge and Capability Development Keep professional registrations/licences current. Through the formal Performance Review process, establish personal development needs/goals. Keep up-to-date with developments in the relevant professionals area. Develop and maintain a network of technical/professional support. Regularly reflect on your successes and disappointments and ensure that your service delivery is improved through ongoing innovation and adopting new practices. Share these findings with your team members. Maintain self-awareness, reading one s own emotions and recognising their impact. Have a sound sense of your self-worth and be aware of your capabilities and strengths and know your weaknesses. Assist in maintaining high moral in the team. Contribute to the team by participating in office and community activities. Position Dimensions 1. Direct Reports N/A 2. Functional Relationships: Internal 3. Functional Relationships: External Director People, Technical and Strategy General Manager People Head of HR Australia and New Zealand Head of HR Service Delivery Head of OD and Culture Employee Relations Manager HR Senior Management Team Wider HR Team Executive Leadership Team Opus Staff IPENZ HRINZ EMA IMNZ MBIE SHRM 4. Financial Delegation As per OurWay 5. Travel Required As required Person Specification 6. Qualifications 7. Experience Relevant Tertiary Qualification commerce or similar HR or management experience Psychology degree or post graduate qualification or MBA. At least 12 years strategic HR business partnering and management experience in medium to large enterprises involving complex business processes and multiple business units PAGE 5 OF 6

6 Proven ability to deal with complex employee relations matters if required. Overall strategic HR experience in employee value chain HR skills: Assessment and Selection Remuneration Performance Management Learning and Development Change Management Employment Relations Organisational Development Strategic workforce planning Succession and Talent Management And specialist experience in at least one core area of HR Remuneration, Employment Relations or OD Project management experience Proven experience in developing and implementing HR plans (across the employee value chain) Experience in operating as a Trusted Advisor and business coach to senior management and leadership Previous experience of managing a business or BU outside of HR Broad business coaching experience 8. Skills 9. Behaviours Solid judgement skills Excellent project management, execution and delivery skills Strategic thinking Advanced relationship building Advanced commercial acumen Advanced influencing and communication skills Leadership capabilities High level of coaching capabilities Challenging of the status quo Not policy police focused, more focused on achieving through influence and reason on principles - coaching Generates a sense of trust Action oriented Flexible and non-judgmental Ability to deal with a variety of audiences and levels of management capability Seen as an influencer and someone who can action change Persistent with a high level of work ethic and professionalism Commercial and a level of maturity needed to understand business needs and drivers A passion for infrastructure new innovations that enhance communities. Employee: Name Signature Date Manager: Name Signature Date PAGE 6 OF 6