POSITION DESCRIPTION Manager, HR Systems and Reporting. Position Title Manager, HR Systems and Reporting

Transcription

1 POSITION DESCRIPTION Manager, HR Systems and Reprting Psitin Title Manager, HR Systems and Reprting Reprts T Divisinal Manager, Organisatinal Capabilities Grup Human Resurces Grup Date Created/Updated August 2018 Abut the Ministry The Ministry f Freign Affairs and Trade (the Ministry) acts in the wrld t make New Zealand safer and mre prsperus. It des this by wrking t understand geplitical changes acrss the wrld, advancing the Gvernment s internatinal pririties, and prviding advice t the Gvernment n its implicatins. By building cnnectins and influence in ther cuntries we act t prmte and prtect New Zealand s interests. We seek t deliver value t New Zealand and New Zealanders, thrugh: imprved prsperity fr New Zealand and ur regin the stability, security and resilience f ur cuntry, ur peple and ur regin leadership by amplifying New Zealand s influence and standing in the wrld kaitiakitanga r stewardship, by delivering slutins t glbal challenges fr the benefit f present and future generatins. Our values are: Impact We achieve fr New Zealand, everyday, everywhere Ktahitanga We draw strength frm ur diversity Curage We d the right thing Manaakitanga We hnur and respect thers Diversity and Inclusin We aspire t be a wrkplace that values and utilises diverse and inclusive thinking, peple and behaviurs. This means that ur staff reflect the diversity f New Zealand and the cuntries we wrk in, and that the cntributins f staff with diverse backgrunds, experiences, skills and perspectives are valued and respected.

2 Abut the Grup The rle f Human Resurces (HR) is t ensure that the Ministry has the peple and culture t deliver n the Gvernment s pririties. HR prvides high-level strategic and peratinal advice and supprt t the Chief Executive Officer, the Senir Leadership Team, and Level 3 and 4 managers t ensure that effective HR strategies are develped and integrated int all business strategies and plans. This will help t build a high perfrming Ministry. HR is als respnsible fr the design and delivery f a range f Ministry-wide HR plicies, peratinal HR prcesses, and systems aimed at ensuring that managers have access t the best pssible advice, supprt, and systems t mtivate, develp and manage their peple. The HR functin recently transitined t an Operating Mdel t ensure that HR services within the Ministry are delivered efficiently and within a cst effective framewrk that meets the current and future needs f the Ministry. Abut the Psitin The Ministry supprts a range f flexible wrk ptins as the default setting fr all psitins. This psitin is in the Organisatinal Capabilities Divisin f the HR Grup and is respnsible fr leading the Human Resurces Infrmatin Systems (HRIS) team and functin fr the Ministry. The Team is accuntable fr the prvisin f HR infrmatin services and tls t supprt the Ministry s managers t be effective leaders f peple and the Senir Leadership team t functin at the strategic level. This includes leading and innvating technlgical changes in the Human Resurces area in supprt f cntinuus imprvement in efficiency and effectiveness Ministry-wide. The team s fcus als includes the strategic use f infrmatin and respnsibility fr highlighting key infrmatin that can be derived frm the Ministry s peple data. This is a strategic and custmer service fcused functin which requires an excellent understanding f Human Resurces issues and an ability t apply this in a business partnership mdel t deliver excellent tls, service and infrmatin t a range f custmers with different infrmatin needs. The manager is accuntable fr ensuring that the HRIS team wrk effectively as a team t meet the Ministry s expectatins and t deliver utcmes that bth drive and supprt prductivity gains. Key Accuntabilities The fllwing key accuntabilities f this rle assist in delivering the Ministry s purpse. Leadership and Management Frmulate the directin f the functin t ensure that it supprts the Ministry with mdern and fit fr purpse technlgical slutins. This includes ensuring that HR leaders (and the brader Ministry) are aware f pprtunities. It als includes innvating change with a cntinuus imprvement fcus. Develp the HRIS strategy and frmulate plans t deliver n the strategy. This includes develping recmmendatins fr SLT and/r TKM t btain prject apprval and funding, and prject management f new initiatives. Manage the team. This includes translating the wrk prgramme and prjects int individual bjectives fr team members, ensuring team members are clear abut their accuntabilities, managing perfrmance, managing the delivery f the wrk prgramme, eliciting team ideas fr cntinuus imprvement, innvating new functinality and tls.

3 Ensure teamwrk is effective and all HRIS team members cntribute t the achievement f HR s gals and that cver is prvided by the manager and team members as required. Build the team, define its purpse, mtivate and inspire team members, ensuring that team members wrk tgether effectively and in supprt f ne anther. Fster supprt fr the directin the team is taking and gain buy-in and cmmitment t change/new initiatives. Build rganisatinal buy-in and cmmitment t the strategy/directin f the HRIS functin. This will entail cmmunicating with the business n change/new initiatives and talking t the business abut their needs. Ensure that HRIS and Payrll requirements in the Partnership mdel are effectively represented and factred int plicy and prcedures. This is a matter f giving vice t these requirements. It will be imprtant t ensure that the apprach is a facilitative ne nt a gatekeeping ne. Help team members and the wider HR Grup t understand hw t get things dne in this envirnment. Ensure that effective relatinships are maintained between HRG and IMD and HRG and ther areas we interact with. This means ensuring that the rles and respnsibilities f the respective areas are clear, well understd and agreed. This may require escalatin n ccasin. Just as we may require actin frm ther areas, we must als ensure that ur bligatins t thse areas are met (ur mutual bligatins are met). Strategy Develpment Develp a very gd understanding f the cntext in which the functin perates. This includes understanding the business needs and where the pprtunities are fr technlgy t imprve efficiency and effectiveness/rganisatinal perfrmance. It als includes understanding the wider sectr needs (e.g. key stakehlders) and understanding the rganisatinal and HR strategies ur technlgy/peple infrmatin strategy must align t. Develp ur HRIS strategy fcusing n technlgy, tls and an increasingly strategic use f peple infrmatin. Lead the develpment and n-ging revisin f the HR technlgy/peple infrmatin strategy: Enhance the strategic use f peple infrmatin Fcus n multiple systems Link t business need, defined team purpse, pprtunity fr imprvements in efficiency and effectiveness Supprt fr wrkfrce planning (capability and capacity) and the design f an input int the Fur Year planning prcess Maintain knwledge f emerging prducts, technlgy prducts/ptins and trends and relate this t ur business needs. Understand the links between systems within HRG and acrss Grups. Ensure these linkages are maintained r enhanced when planning new develpments. Manage the HR brand. The quality f ur infrmatin, services and tls is fundamental t the credibility f HRG. It is essential that this functin prvides highly accurate, up t date and timely infrmatin and a custmer fcused service. The HRIS must be seen as the ne surce f truth n the all psitin and peple infrmatin. Our systems and infrmatin shuld be apprpriately branded. The presentatin f data, plicies and prcedures shuld be seamless. Champin the use f HR infrmatin acrss the Ministry and within the Enterprise infrmatin architecture framewrk t ensure HRG and business requirements fr HR infrmatin are incrprated int strategy develpment.

4 Gvernance Ensure that there is a clear plicy in wh shuld make decisins n system changes and that this is dcumented. Ensure that there is a clear prcess t btain decisins n systems changes and that this prcess is supprted and decisins are apprpriately dcumented. Ensure there is dcumentatin t supprt the systems managed by the HRIS team. Ensure that the principles that underpin ur data design are dcumented and that alignment f this t the Ministry s needs is maintained. Reprting Prvide verall quality assurance f ur reprting and drive imprvements t this. Ensure reprting is accurate and cnsistent. This includes thinking strategically abut what infrmatin culd be sught and practively cllecting r rganising infrmatin that HR may be asked t prvide. Manage the strategic/practive presentatin f infrmatin including advice and analysis n what this infrmatin is telling us. (A practive alert t emerging issues). Stakehlder and relatinship management Manage the relatinships with internal stakehlders e.g. IMD, IT Architecture, Finance and ther systems linking t HR. Manage the relatinships with suppliers/prviders f technlgy slutins/services e.g. NGA, Data In View, DTSL Engage with Audit and input int the right things t be auditing at psts (t supprt system imprvement). Oversee the changes t interfaces with ther systems e.g. Navisin, Chamelen etc. Supprt external audit. Manage HR s cntributin t stakehlder infrmatin requirements. Prject Management Ensure that prject wrk is apprpriately identified, initiated, planned, resurced and managed. Determine what is BAU and what needs t frmally established as a prject and what Gvernance is required fr the initiative/develpment. Ensure that develpment wrk cmplies with Ministry prcesses (TKM prcesses, IMD prject rules, prcurement etc.). Ensure prject management activity is incrprated int business planning and tracking. Ensure prjects are managed using apprpriate prject management methdlgies and tls. LES Payrll and Leave Management Manage the transitin f supprt t Psts with LES Payrll t BAU ensure recrds are cmplete and accurate with rbust spreadsheets, versin cntrl and dcumentatin.

5 Prvide assistance t Psts if utsurcing Payrll at Pst Establish apprach fr setting up new Payrll functins (new Psts) and prvide advice and guidance t the business. Oversee BAU supprt t Psts with LES Payrll. Strategic Analysis Ensure that the apprach t HRIS and the management f data supprts the strategic analysis needs f the rganisatin. Ensure that the team delivers n the high level strategic infrmatin needs f the rganisatin. Ensure that high level strategic analysis is prvided t the Senir Leadership Team n a practive basis. Drive Innvatin Encurage new ideas and innvatin frm team members n a cntinuus imprvement basis. Apply creative thinking t develpments and pprtunities t imprve prductivity within the HR Grup and acrss the Ministry. Transitin the HRIS Imprvement Prgramme and ther Prject Wrk int the HRIS team Ensure that new develpments including the recent HRIS imprvement prgramme and future wrk managed thrugh additinal prject resurce is handed ver t BAU in a way that maintains the prgress made and builds n it. Leadership Cntribute t the divisin s delivery f its planned and agreed activity stream t realise its strategic pririties and high level utcmes Demnstrate the rganisatin s values, gals, plicies and prcedures in all aspects f wrk Buddy new members f the team supprting a culture f learning and sharing f experiences Relatinship Management Develp and maintain key relatinships bth internally and externally in rder t advance the divisin s bjectives Organisatinal Respnsibilities Understand the Ministry s strategic pririties and high-level utcmes framewrk and hw this rle cntributes t the framewrk Understand and apply the strategic cntext in which the Ministry perates, including pririties and perspectives f the Ministers, partner agencies and external stakehlders Cntribute t the preparatin and reprting requirements f the Ministry s accuntability dcuments Understand tikanga and Treaty f Waitangi principles and have sufficient appreciatin f Te Re Māri t be able t apply the Ministry Māri dimensin, underpinned by Ministry values, in a way that is relevant t the cntext f ur business

6 Using the Ministry s Capability and Leadership Framewrks, identify and participate in pprtunities fr learning and develpment, including thrugh regular caching and mentring Identify and pursue pprtunities t build specialised skills, knwledge and experience aligned with the Ministry s Strategic Framewrk Cntribute t Ministry-wide prjects and emergency respnse situatins Be aware f and adhere t the Ministry s Health and Safety plicies and prcedures All ther duties as requested by the emplyer Knwledge Management Cntribute t the cntinuus develpment f the Ministry s knwledge base by using the Ministry s internal systems, sharing infrmatin and data with relevant internal stakehlders Health and Safety The Ministry is cmmitted t prviding a safe and healthy wrking envirnment fr all staff, including cntractrs and ther wrkers, bth n and ffshre. Yu are respnsible fr: taking reasnable care f yur wn and ther s health and safety and being mindful f the effect f yur actins (r lack f actin) n the health and safety f thers cmplying with reasnable Ministry instructins t ensure the Ministry is able t cmply with the Health and Safety at Wrk Act 2015 cperating with health and safety plicies and prcedures identifying and reprting hazards, injuries, illness and incidents (including near misses) that arise frm yur wrk r in the wrkplace identifying and eliminating r mitigating health and safety risks s far as reasnably practicable and cnsulting with thers in ding s raising health and safety matters with yur manager r health and safety representative (r cntact as apprpriate) ensuring that all health and safety incidents, injuries, near misses are immediately reprted thrugh the HR Kisk ensuring that significant hazards and risks r critical incidents are drawn t the immediate attentin f yur Manager. Qualificatins, Skills, knwledge & experience The fllwing are required: Prven well-develped leadership skills, with the ability t set the directin, and influence thers t be part f the jurney. The ability t lead change. Experience in and the ability t mtivate, inspire, and encurage innvatin and high perfrmance and t achieve results thrugh thers. The ability t build a chesive team. Demnstrated excellent strategic thinking capability including the ability t think and act at a big picture level in supprt f imprvements in rganisatinal capability, perfrmance and prductivity.

7 The ability t translate big picture plans int an achievable technlgy strategy and int the develpment f technlgical slutins and appraches that are fit fr purpse. Experience with prject management methdlgies and the ability t deliver prjects n budget and n time. The ability t wrk with diverse rganisatinal interests and a demnstrated recrd f influencing change. A strng results rientatin. A cmprehensive understanding f HR and the strategic use f HR infrmatin in a variety f cntexts. Technical capability with HR Infrmatin Systems experience with a variety f systems in a range f different envirnments. Experience with different HRIS tls als. Demnstrated practivity can evidence a cntinuus imprvement fcus and experience building a high perfrmance team. Experience analysing infrmatin and trends n a practive as well as respnsive basis. Includes the ability t take detailed data and present it at a macr level. Well-develped relatinship management skills. Well-develped prblem slving skills. A high degree f resilience and perseverance t vercme barriers and achieve utcmes. A track recrd f superir custmer service. The ability t understand what the custmer might need but lacks the knwledge t articulate this well. The ability t apply knwledge f the infrmatin t help the custmer clarify their thinking and refine the infrmatin. Sund understanding f Tikanga and Treaty f Waitangi principles. A strng custmer and business partnership fcus, with the ability t cmmunicate effectively with a range f peple. Advanced Excel and SQL skills. Rbust understanding f relatinal databases. Relatinships The psitin is required t build and maintain the fllwing relatinships: Internal Divisinal and/r unit manager Senir advisrs/advisers within divisin/unit Divisin staff Other MFAT staff, bth nshre and ffshre External State Services Cmmissin Prviders f HR systems Cnsulting cmpanies as apprpriate Other suppliers Organisatins that the Ministry must prvide infrmatin t r receive infrmatin frm Delegatins As set ut in the Ministry s Instrument f Delegatin This psitin has the fllwing management respnsibilities: HR Staffing Direct reprts 2.

8 Human Resurces This psitin has LOA5 Human Resurces delegatins. Financial The psitin has authrity t apprve expenditure as a budget manager within the annually apprved budgets. Mandatry Rle Requirements Yu must be able t btain and maintain an apprpriate New Zealand Gvernment Security clearance