Business Centre People Services Manager

Transcription

1 Business Centre People Services Manager Created: 15 August 2017 Group: People & Corporate Services Job family: People 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: 9 Number of indirect reports: 1 Level of Role Manager Evaluated grade: ICE 2 Section 1: Purpose and context Purpose of the Position To manage relationships with People and Culture business partners and provide functional leadership to People transactional and operational services delivered by the MFBC. To manage the introduction of new services, manage service delivery for existing services, drive service evaluation and improvement, and provide functional oversight of People Services operations. The structural context for the position 1 Business Centre People Services Manager Page 1 of 7

2 What are the direct and indirect (dotted line or staff-once-removed) reports to the position? Direct reports: Program Specialist Remuneration and Benefits Specialist Employee Relations Specialist (2 roles) Learning and Development Consultant Injury Management and Rehabilitation Specialist Injury Management Coordinator (2 roles) Injury Management Advisor No indirect reports 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 service introduction, service delivery, service evaluation and improvement, and provide oversight of service operations 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 Service Management Manage the relationship with People and Culture 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 People 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. Oversee People Services operations and provide direction to Team Manager People Services to ensure efficient and effective delivery of services. Provide direction for the continuous improvement of knowledge management to enable client self-service, and to support more efficient service operations. Business Centre People Services Manager Page 2 of 7

3 Manage People 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 People Services to improve performance. People Services Provide leadership to MFBC People Services specialists, and provide guidance to specialists with regards to technical HR matters. Manage the delivery of recruitment, remuneration and benefits, employee relations, learning & development and injury management and rehabilitation services. Provide advisory and case management expertise to escalated employee relations and injury management matters. Provide advisory expertise to escalated recruitment matters, and manage executive recruitment processes for Sydney Water. Provide dashboard reporting on team performance and manage continuous improvement. Manage the utilisation of resources within the People Services specialist team. Manage cyclical events in People and Culture e.g. remuneration and contribution development plans. Systems accountabilities All systems related to specialist services, such as Compass, Aurion, Employee Relations record systems, Injury Management systems. Service Management Tool- to monitor the resolution of tier 2 enquiries. Knowledge Management Tool- drive improvements to content and the tool to improve client self-service. Process accountabilities Development, deployment, monitoring and continuous improvement of People Services policies, procedures and processes across Sydney Water in line with best practice. Ensure that People Services systems, frameworks, methodologies and processes are operationalised in full. Internal working relationships MFBC Partners including the Head of People and Culture. Sydney Water managers and staff as clients. Team Manager People Services: provide direction on the management and improvement of services, and partner to introduce new services. Customers (external) Sydney Water suppliers Impact of position Contribution Spectrum 2 Operational Tactical 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 Business Centre People Services Manager Page 3 of 7

4 Contribute to the management of Sydney Water s workforce through the effective and efficient delivery of People Services. Provide a medium to long term view on People 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 In partnership with People and Culture division, identify and implement initiatives to drive transformational and BAU improvements to People Services policies, procedures, processes and tools across Sydney Water. 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 Finance, Business or a related discipline and/or experience deemed equivalent. Skills Strong expertise in the full range of human resources shared services, including associates systems and processes 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 Demonstrated experience in successfully resolving complex issues arising from conflicting priorities and agendas involving diverse stakeholder groups. Ability to manage outsourced vendor relationships to deliver against agreed outcomes Experience A minimum of 7 years experience in human resources shared services of which 3+ years experience was in a 3 Tactical Provide input into or develop new products or processes Strategic Establish and implement business strategies with a longer-term focus Business Centre People Services Manager Page 4 of 7

5 management role in a shared services environment. Additional notes: Click here to enter text. Sydney Water expects all staff to do other projects and perform additional duties as required. Business Centre People Services Manager Page 5 of 7

6 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 People Services Manager Page 6 of 7

7 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 People Services Manager Page 7 of 7