Business Centre Client Services Manager

Transcription

1 Business Centre Client Services Manager Created: 15 August 2017 Group: People & Corporate Services Job family: Other Position number: TBA Hours worked per week: 35 Manager s title: Head of Business Centre Manager once Removed s title: General Manager People and Corporate Services Status of PD: Final Work location: Parramatta Does the employee need to drive a vehicle as part of the role? Yes Does the employee have to provide a car for work purposes (budgeted in their TRP?) No Number of direct reports: 6 Number of indirect reports: 8-11 Level of Role Manager Manager once Removed Evaluated grade: ICE 2 Section 1: Purpose and context Purpose of the Position To lead the delivery of the client contact centre and service enablement functions for the MFBC, to ensure outstanding client experience to Sydney Water managers and staff particularly through the initial stages of contact, and client self-serve. To ensure the MFBC has all the required enablement services in place including knowledge management, records management, service management processes and tools, In close collaboration with stakeholders to lead process and client service improvement initiatives to continually drive efficiency and service excellence. 1 Business Centre Client Services Manager Page 1 of 8

2 The structural context for the position What are the direct and indirect (dotted line or staff-once-removed) reports to the position? Direct reports Team Leader Document Logistics Team Manager Contact Centre HR Systems and Reporting Specialist Project, Systems and Process Consultant Knowledge Specialist Reports Developer Indirect reports This position has been 8 and 11 indirect reports Business Centre Client Services Manager Page 2 of 8

3 Section 2: Key accountabilities and outcomes/tasks Leadership expectations Be an active and engaged member of the MFBC management team and contribute to the implementation of Sydney Water s vision and strategy, and the delivery of business value to Sydney Water and its stakeholders. Lead client services to ensure MFBC meets client service, financial, contractual, and regulatory requirements and targets. Engage staff to understand the corporate strategy and direction, and role model Sydney Water values and behaviours to create a positive and productive working environment Engage staff by inspiring, collaborating, coaching and developing. Be aware of personal impact, effectiveness and ability to influence others. Drive achievement through the fostering of innovation and seeing things through to a successful conclusion. Work collaboratively with the management team to create career progression for staff, and development opportunities for staff that lead to a multi-skilled, flexible workforce for the MFBC. Champion change and enable staff to deal with major change in their work area and across the business they support Technical accountabilities Client Contact Centre Oversee the provision of reliable, cost-efficient and high quality contact centre services in the MFBC across multiple channels and a variety of functions, to achieve client experience and business outcomes Ensure the achievement against key performance indicators for the Contact Centre. Enable the introduction of new services and changes to existing MFBC services by ensuring that the selfservice and contact centre interface is fit for purpose, that clients are well informed of these changes and receive a seamless service when contacting the MFBC. Drive a communications, training and engagement strategy for MFBC clients, to keep clients up to date on how to access services, changes in policies and procedures and other relevant information. Service Enablement Lead a team of service enablement specialists, to support the MFBC to achieve high levels of service excellence by increasing the ease of interaction for clients, and the resolution of enquiries quickly and effectively. Ensure the delivery of accurate, timely and client-centric knowledge and self-service tools and provide oversight to content management to ensure that it meets clients and business centre requirements. Lead ongoing improvement in the design, development and implementation of standardised reports for MFBC clients to capitalise on opportunities to improve service and increase efficiency. Oversee records management services for Sydney Water and drive digitisation of records for the MFBC across all services and functional areas. Oversee Service Quality reviews and the identification and delivery of MFBC continuous improvement projects. Manage the information technology applications for the MFBC including knowledge management and service management systems. Deliver comprehensive reporting of MFBC performance against service levels and key targets, monitor trends and provide advice on addressing service issues. Service Management Business Centre Client Services Manager Page 3 of 8

4 Manage the relationship with Digital Services (DS) partners to ensure close alignment of MFBC services with business requirements, and to identify service-improvement opportunities to drive down business costs and effectively support business capabilities. Manage the service introduction process, determine the MFBC fit of new Digital services, plan for the integration of new services, implement service integration, service go-live and stabilisation. Manage service delivery for existing services, manage client relationships, monitor and plan for changes in service demand, monitor the performance of services and manage service changes. Manage DS services review and evaluation, monitor performance data (client feedback and performance against service levels, transaction volume and cost, etc.) and provide direction to Team Manager Contact Centre to improve helpdesk performance. Systems accountabilities Interactive Voice Response (IVR) system for the MFBC- overall ownership of the IVR for the MFBC and ensuring that the system meets the centre s requirements Service Management Tool- overall ownership of the SMT for the MFBC and ensuring the tool meets MFBC s evolving requirements. Knowledge Management Tool- overall ownership of the KMT for the MFBC, monitoring the effectiveness of the tool for clients and staff and drive initaitaives to improve the tool and overall knowledge management. Process accountabilities Development, deployment, monitoring and continuous improvement of contact centre and service enablement policies, procedures and processes for MFBC in line with best practice. Internal working relationships MFBC Finance and Payroll Lead, People Services Lead, Supply Chain Lead and Facilities and Fleet Lead: collaborate to improve clients initial contact with the MFBC, and drive development and adoption of client self-service options. MFBC Operations Manager, Finance and Payroll Lead, People Services Lead, Supply Chain Lead and Facilities and Fleet Lead: ensure the efficient and effective movement of enquiries from the contact centre to operations and specialist teams by developing and maintaining clear escalation paths for the full spectrum of MFBC services. Digital Services division: manage the relationship with DS and the introduction of new services, improvement and review of existing services on behalf of the MFBC. Digital Services: collaborate on the design and delivery of MFBC information technology applications to enable effective service management and service delivery. Sydney Water managers and staff as clients. Customers (external) Suppliers of information technology applications for the MFBC Vendors to Sydney (as clients of the contact centre) Business Centre Client Services Manager Page 4 of 8

5 Impact of position Contribution Spectrum 2 Operational Tactical Contribute to the performance and financial sustainability of Sydney Water through the delivery of effective and efficient MFBC client services. Provide a medium to long term view of on the management of MFBC client services and advise on key decisions in the context of Sydney Water s long term direction and strategy. Anticipate future needs and support the organisation in responding quickly to emerging opportunities and threats. Financial Financial delegations for this role are compliant with Sydney Water policies. Innovation and Complexity Innovation Develop improved day to day processes Make major improvements or changes to ways of working Identify ways to increase self-service for MFBC clients that save them time and provide a better client experience. Lead initiatives that significantly impact the ease with which clients interact with the MFBC, especially at the early stages of contact. Safety Champion safety and wellness and ensure team members understand their safety accountabilities and wellness support programs. Section 3: Knowledge/skills/experience Formal qualifications Degree in Business or a related discipline and/or experience deemed equivalent. Skills Strong expertise in shared services across multiple functions including information technology, finance, payroll, human resources, procurement and administration, especially in contact centre and knowledge management functions. Well-developed strategic stakeholder engagement, negotiation and influencing skills. Demonstrated ability to lead transformation and change and drive business improvement with measurable results Excellent leadership and management skills in multi-functional, adaptive and flexible working environments 3 2 Delivery deliver own output by following set procedures, or according to operational targets Operational Set and achieve objectives which has an impact on others Tactical Provide input into or develop new products or processes Strategic Establish and implement business strategies with a longer-term focus Business Centre Client Services Manager Page 5 of 8

6 Demonstrated experience in successfully resolving complex issues arising from conflicting priorities and agendas involving diverse stakeholder groups. Experience A minimum of 7 years experience in shared services of which 3+ years experience was in a management role. Additional notes: Click here to enter text. Sydney Water expects all staff to do other projects and perform additional duties as required. Business Centre Client Services Manager Page 6 of 8

7 Appendix Appendix People management accountabilities Manager once Removed accountabilities Ensure consistency across the business unit and integrate the work of teams Provide subordinates once removed with someone to talk to if they feel they are not being treated fairly by their manager or if they want to appeal a decision made by their manager Ensure the quality of management for subordinates once removed Answer the question about future of the subordinates once removed by making a clear judgment of potential and providing feedback Build capability for future roles Plus manager and planning accountabilities below Manager accountabilities Provide leadership to direct reports Ensure direct reports fully understand my role (as a manager), accountabilities and authorities Build and maintain a strong, two way, trusting working relationship with my staff based on achieving the business goals and enabling subordinates to work to their fullest potential Ensure my direct reports can answer key questions of: o o o Where are we going? What is their work? How their performance will be assessed? Set clear tasks by explaining the background to the work (context), the purpose, how much is required and to what quality, the resources available and the time Make accountabilities and authorities clear and ensure subordinates have the financial, people, and physical authorities needed to be able to achieve their work Set effective baseline conditions for productive work by completing important people management processes of selection, induction, contribution assessment and provide development for the position so staff can complete tasks effectively Ensure the team works in a way that each team member actively contributes to the decisions made and moves in a set direction with commitment Communicate with direct reports, in person about, change wherever possible Quickly address discomfort or tension so problems are resolved before they develop into conflict Lead culture change within your team Role model corporate behaviours and ethics Guide and support direct reports, so they are focused and connected to the Safe and Well Together vision and strategy Positively encourage and coach direct reports with respect to their Safe and Well Together visible Leadership behaviours Ensure accountability for Health, Safety and Wellbeing leadership is demonstrated through personal safety action plans Demonstrate commitment to being Safe & Well Together in meetings such as sharing lessons learned and Safety moments Participate in health, safety and wellbeing activities such as wellbeing support activities, Incident investigations, safety meetings, safety inductions and safety training. Plus planning accountabilities below Business Centre Client Services Manager Page 7 of 8

8 Planning accountabilities Appendix Ensure systems of work and processes are effective, that the structure of the team supports the work to be done and that work is aligned across members of my team Develop team business plans and ensuring effective execution of those plans Ensure work occurs at the right level and outcomes are delivered to the agreed requirements. Integrate work across team/s Apply Sydney Water policies and procedures consistently and fairly Communicate what is required for the business and why. Signature behaviours All staff are accountable for demonstrating Sydney Water s signature behaviours of: Focus on solutions (Positive attitude, change ready, improvement and insight) Stand up and contribute (Participation, collaboration, courage and respect) Do what you say (Honesty, integrity, transparency and trust) Support and Encourage (Encouragement, communication, empathy and cooperation) Own the outcome (Ownership, accountability, results and accomplishment) Business Centre Client Services Manager Page 8 of 8