General Manager People and Capability

Transcription

1 General Manager Peple and Capability 1. PURPOSE OF POSITION T prvide leadership, strategic directin and verall accuntability fr the Human Resurces (HR) services, plicies, and prgrammes f Taranaki District Health Bard (TDHB). Thrugh high quality service delivery t Taranaki District Health Bard (TDHB), the General Manager Peple and Capability (GM) will lead, build and develp a team f peple specialists wh enable and supprt the rganisatin, management and staff, t pursue and achieve TDHB s directin and visin. The GM will prmte practices and bjectives that will prvide an emplyee-riented, high perfrmance culture that emphasizes empwerment and invlvement, quality, high prductivity and standards, and the recruitment and nging develpment f a superir wrkfrce. 2. ORGANISATIONAL VALUES The Taranaki District Health Bard (TDHB) is cmmitted t the strategic actins and behaviurs f Wrk Tgether : Treating peple with trust, respect and cmpassin Cmmunicating penly, hnestly and acting with integrity Enabling prfessinal and rganisatinal standards t be met Supprt achievement and acknwledging successes Creating healthy and safe envirnments Welcming new ideas 3. DIMENSIONS Reprts t: Chief Executive Number f peple reprting t yu Apprximately 13 Financial limits authrity - Operating Budget TBA 4. WORKING RELATIONSHIPS External Ministry f Health Other DHBs DHB Shared Services Healthshare Unins Other health related rganisatins Service Users, Family / Whanau, Public Internal Chief Executive Executive Management Direct Reprts All Managers Emplyees and their representatives and emplyee frums

2 5. ACCOUNTABILITIES Key area f respnsibility 1. Team Perfrmance As a member f the Executive Management Team (EMT), the General Manager Peple and Capability (GM), is expected t have a deep understanding and be fully aligned with TDHB s visin, aims, rganisatinal values and measurements f success; be capable f leading the rganisatin and the HR team t accmplish TDHB s visin and gals. 2. Organisatinal Develpment The GM will prvide leadership in creating and facilitating rganisatin develpment strategies and interventins fr TDHB Emplyee Relatins Expected utcmes Accuntable fr leading the HR team in actively wrking with the EMT t ensure there is alignment t the strategic directin f TDHB, as well as thse behaviurs and practices that cntravene gd practice, are challenged. Anticipate and develp, in cnjunctin with the EMT, timely HR and rganisatinal develpment initiatives that deliver best practice in TDHB. Lead the HR team in playing a key rle in translating ur visin in TDHB s Annual Plan, int meaningful actin; shaping and driving rganisatinal grwth and change, as well as manage strategic risks. Ensure a service culture which is custmer-fcused and perfrmance driven and establishes a high level f cmmitment t quality. Thrugh the cntinual review and imprvement f its service quality, strategies and prgrammes, ensure that the HR functin delivers value acrss fur areas, and in turn, is highly respected fr its cntributin under: Business Partnering supprting the managers and staff acrss TDHB. Organisatinal Develpment develping and grwing peple capability. Recruitment and Successin attracting, surcing and managing talent. Health, Safety and Wellbeing taking care f peple s that they can take care f patients Manage rganisatin develpment strategies and initiatives that address issues such as successin planning, superir wrkfrce develpment, key emplyee retentin and rganisatin design. Develp and grw peple capability thrugh: A prcess f rganisatinal planning that evaluates TDHB structure, jb design and emplyee frecasting thrughut TDHB; Identifying and mnitring TDHB s culture s that it supprts the attainment f TDHB s gals and prmtes emplyee satisfactin; Prmting actins and behaviurs that enable individuals and the rganisatin t wrk tgether. Leading a prcess f rganisatin develpment that plans, cmmunicates, and integrates, the results f strategic planning thrughut the rganisatin.

3 3. Wrkfrce Planning and Develpment Prvide leadership, directin and verall accuntability fr develping a sustainable wrkfrce in Taranaki Managing and supprting initiatives that achieve rganisatin bjectives, including staff wellness, training, envirnmental health and safety activities, and a psitive wrking envirnment and culture. Ensure that TDHB has the wrkfrce capability fr present and future success, by develping and administering prgrammes, prcedures, and guidelines t help align the wrkfrce with the strategic gals f TDHB. Prmte and maintain high standards in emplyee develpment and wrkfrce planning acrss TDHB, ensuring the delivery f cmpetent advice and apprpriate plicies. 4. Emplyee Relatins The GM will ensure that TDHB has a lng-term emplyee relatins strategy and apprpriate mechanisms t manage and implement this strategy It will als invlve wrking with ther agencies, including allied Mari health rganisatins, as may be necessary, t ensure that TDHB realises the benefits f natinal and reginal wrkfrce develpment strategies and activity. Use experience and knwledge f the New Zealand emplyment legislatin framewrk t develp, guide and supprt, the rganisatin in its emplyment relatins prgrammes and practices. Shape HR plicies and bjectives that are legally cmpliant, where management and staff are made aware f changes t New Zealand legislatin relevant t the rganisatin and that a psitive emplyee relatins envirnment is maintained. Develp and supprt the rganisatin s change management framewrk and strategy; prviding leadership n all matters relating t change management practices which enable service bjectives t be successfully realised. Wrk with management t versee and mitigate, the impact f change initiatives n staff, ensuring buy-in and engagement f emplyees and representatives n TDHB s change prcesses. Ensure that cnstructive and effective partnership framewrks fr engagement with trade unins and emplyees is upheld. Prvide supprt and advice t management, as apprpriate, in disciplinary, grievance and ther matters such as mnitring and implementing perfrmance imprvement prcesses. 5. Recruitment and Retentin Ensure that TDHB has the talent and leadership capabilities t achieve its ptential nw and int the future. Lead in the develpment f recruitment, retentin and successin strategies and assciated implementatin plans. Establish and lead a high standard f recruitment practice, reflecting TDHB s philsphy f being a great place t wrk and rbust prcedures necessary t recruit, hire and retain, a superir wrkfrce

4 6. Financial Perfrmance The GM will maintain effective financial cntrl f the HR service and cntinually seek pprtunities t increase revenue and reduce csts Manage agreed budgets and achieve agreed targets, including leading and cntributing t rganisatin-wide financial initiatives, as necessary. Ensure that apprpriate remuneratin and benefits plicies are develped and maintained, t ensure effective and fair cmpensatin f staff thrughut TDHB. Mnitr pay practices and systems fr effectiveness and cst cntainment, balanced against the imprtance f recruiting and retaining superir staff. Organisatinal Accuntabilities Health Equity Expected Outcme fr all Executive Managers The TDHB strives t eliminate health inequalities and achieve health equity fr the Taranaki ppulatin. Executive Managers are expected t prvide rganisatinal leadership in: Understanding and implementing the Pae Ora Framewrk including: Demnstrating the principles f Partnership, Participatin and Prtectin under the Treaty f Waitangi; Understanding the determinants f ethnic inequalities in health, in particular the Drivers f ethnic inequalities in health and the Pathways t Inequalities bth f which are referenced in the TDHB Pae Ora Framewrk, Appendix 1; Enabling Māri participatin in design and delivery f services; Ensuring Health Equity assessment is undertaken with apprpriate input where services, plicies r prgrammes are expected t imprve utcmes fr Māri; Ensuring apprpriate health literacy respnses are develped and implemented t supprt effective engagement with and delivery fr Māri, as utlined in A framewrk fr health literacy, published by the Ministry f Health; Setting and mnitring equity (n differential) and ther quality imprvement targets; Strengthening perfrmance imprvement, mnitring and accuntability mechanisms t ensure that the rganisatin is n track t achieve equity f health utcmes fr Māri; Setting targets fr and actively recruiting a Māri health wrkfrce; Building and maintaining the capacity/capability f the Taranaki health and disability wrkfrce t deliver health care that is respnsive t the needs f Māri; Requiring all Managers and Team Leaders t have expertise in health equity as a cre cmpetency; Acknwledging the imprtance f te re Māri as an fficial language f New Zealand; Actively partner with prviders and agencies beynd the health sectr t allw fr better service integratin,

5 Organisatinal Accuntabilities Expected Outcme fr all Executive Managers planning and supprt fr Māri; Otherwise implement Equity f Health Care fr Mari: A Framewrk published in supprt f He Krwai Oranga Refresh 2014, natinal Mari Health Strategy. Health and Safety The Taranaki DHB is cmmitted t ensuring that a safe and healthy wrk envirnment is achieved and maintained. All Team Leaders and Managers will supprt the DHB s health and safety culture by: Planning, rganising and managing health and safety activities directed at preventing harm and prmting health and wellbeing in the wrkplace. Fllwing, implementing and ensuring cmpliance f all Health and Safety plicies, prcedures and prcesses. Wrking clsely with and supprting the Health and Safety Representatives rles. Ensuring a safe wrking envirnment and wrk practices thrugh risk and hazard identificatin and management. Ensuring health and safety is a standard agenda item in all meetings Ensuring health and safety reprted events are fllwed up and clsed ff within required timeframes. Ensuring health and safety audit activity ccur; results reviewed and imprvement actins implemented. Ensuring health and safety management accuntability fr all direct reprts is mnitred and reviewed as part f the perfrmance review prcess. Actively supprts staff rehabilitatin and prvides return t wrk ptins. Ensuring health and safety related Key Perfrmance Indicatrs are measured, reprted and perfrmance mnitred. Persnal Develpment Fully cntributes t the individual s team perfrmance and is cmmitted t identify and pursue pprtunities fr develping new knwledge and skills. Participates in the perfrmance appraisal prcess where persnal perfrmance and develpment is reviewed. Willing t accept new respnsibilities, acquire and demnstrate relevant new knwledge. 6. VARIATION TO DUTIES Duties and respnsibilities described abve shuld nt be cnstrued as a cmplete and exhaustive list as it is nt the intentin t limit in any way the scpe r functins f the psitin. Duties and respnsibilities can be amended frm time t time either by additinal, deletin r straight amendment t meet any changing cnditins. Hwever, this will nly be dne in cnsultatin with the emplyee.

6 7. CAPABILITY REQUIREMENTS Capabilities are the behaviurs demnstrated by a persn perfrming the jb. Capabilities identify what makes a persn mst effective in a rle. Thse listed belw are expected fr the Executive Management team in the rganisatin. The required capabilities can change as the rganisatin develps and the rles change. Capability Be a Values Leader Understand wn leadership style; develp self; display trust and integrity; be resilient and adaptable. Engage Others Develp thers; mtivate and empwer; demnstrate care and respect; cmmunicate effectively; fster a psitive culture. Develp calitins Builde cnstructive relatinships; create prtunities fr thinking and wrking acrss bundaries; prmte and demnstrate diversity f thinking, ideas and appraches; display team wrk and lead cllabratively. Leading care Demnstrate an understanding f the purpse f care and the needs f thse prviding and receiving care; cnnect DHBs purpse and values t unit s wrk; mdel respnsibility and accuntability; identify & implement strategy and tactics fr achieving the purpse; demnstrate a cmmitment t the principles f Te Tiriti Waitangi; maximise the cntributin f all staff t identify and remve barriers t addressing inequalities; achieve results related t the prvisin f great care. Mbilise system imprvement Establish evidence based decisins; enable a culture f cntinuus imprvements; establish the change imperative; demnstrate rganisatinal and plitical agility; identify innvatins and supprt their adptin; nurture rganisatinal learning. Managing Visin and Purpse Cmmunicates a cmpelling and inspired visin r sense f cre purpse; talks beynd tday and abut pssibilities; makes the visin shareable by everyne; can inspire and mtivate entire units. Managerial Curage Desn t hld back anything that needs t be said; prvides current, direct, cmplete, and actinable psitive and crrective feedback t thers; lets peple knw where they stand; faces up t peple prblems n any persn r situatin quickly and directly; is nt afraid t take negative actin when necessary. Business Acumen Knws hw businesses wrk; knwledgeable in current and pssible future plicies, practices, trends, technlgy and infrmatin affecting their business and rganisatin. Drive fr Results Can be cunted n t exceed gals successfully; is cnstantly and cnsistently ne f the tp perfrmers; very bttm-line riented; steadfastly pushes self and thers fr results. Intellectual Hrsepwer Is bright and intelligent; deals with cncepts and cmplexity cmfrtably; described as intellectually sharp, capable and agile. Standing Alne Will stand up and be cunted; desn t shirk persnal respnsibility; can be cunted n when times are tugh; willing t be the nly champin fr an idea r psitin. Plitically Savvy Can maneuvre thrugh cmplex plitical situatin effectively and quietly; anticipates issues and plans their apprach accrdingly; views plitics as part f rganisatinal life and adjusts t that reality. Strategic Agility Sees ahead clearly; can anticipate future cnsequences and trends accurately; has brad knwledge and perspective; is future-riented; can create breakthrugh strategies and plans.

7 Capability Organisatinal Agility Knwledgeable abut hw rganisatins wrk; knws hw t get things dne bth thrugh frmal channels and the infrmal netwrks; understands the rigin and reasning behind key plicies, practices, and prcedures; understands the culture f rganisatins. 8. EDUCATION Brad knwledge f and experience in, New Zealand emplyment and health and safety legislatin, remuneratin, rganisatinal planning, rganisatin develpment, emplyee relatins, safety, training and develpment. A tertiary qualificatin in HR, management r related areas, with significant experience in human resurce/peple capability management. An in-depth understanding f the assigned prtfli areas, an understanding f the natinal, reginal and district strategic directins and envirnments 9. SKILLS Strategic planning skills and experience, including demnstrated ability t develp prject strategies and implementatin plans, prpsals, including writing well-reasned and analysed papers Advanced interpersnal and prblem slving skills and demnstrated negtiatin skills Excellent cmputer skills, particularly Micrsft Wrd fr Windws, Pwerpint and Excel Ability t manage multiple prjects and t wrk t strict deadlines; including the ability t set up and develp a systems apprach t the rle. Exceptinal cmmunicatin, negtiatin and cnflict reslutin skills. Demnstrated cmpetence in general management including: Strategic and annual business planning Budget planning, frecasting and cntrl Staff management Prject management Cntinuus Quality Imprvement Flexibility and adaptability in building knwledge and respnding t signals and prcesses regarding natinal health plicy directins that will lead t reginal implementatin 10. EXPERIENCE A successful and prven leadership/management track recrd at a senir level. Ideally, this will include recent experience wrking in a large and cmplex rganisatin. Demnstrated experience f managing human resurce and rganisatinal develpment strategies that align with, and address the business needs f a large rganisatin. A successful track recrd f leading and implementing majr rganisatinal develpment and change management prcesses in a large rganisatin Prven ability t successfully cntribute t a psitive team envirnment Cnfidence t accept respnsibility and t act with authrity and independence within delegated respnsibilities; ability t delegate apprpriately Demnstrated ability t develp and maintain netwrks with key stakehlders