Job Ref No: HQ Head of Organisational Development and Learning. Candidate Information Pack

Transcription

1 Job Ref No: HQ18034 Head of Organisational Development and Learning Candidate Information Pack 1

2 Contents Page Section 1 Background and Context 3 Section 2 The HR Directorate 5 Section 3 Job Description 7 Section 4 Person Specification 14 Section 5 Terms and Conditions of Appointment 17 Section 6 Recruitment and Selection Process 19 Section 7 Equal Opportunities 22 2

3 1. Background and Context The Education Authority (EA) wants every child to have an outstanding education. The EA was established under the Education Act (Northern Ireland) 2014 and became operational on 1 April It is a non-departmental public body sponsored by the Department of Education and the Department for the Economy. The EA is responsible for ensuring that high quality primary and secondary education services are available to meet the needs of children and young people, and for support for the provision of efficient and effective youth services. These services were previously delivered by five Education and Library Boards (ELBs). The organisation employs over 39,000 people across Northern Ireland in a wide variety of roles including teachers in controlled schools, school-based support staff and staff in administrative headquarters. The organisation is responsible for a budget of approximately 1.5 billion recurrent, 300 million capital, 100 million annually managed expenditure and for services to over 1000 schools. The EA will also have responsibility for the funding of the Voluntary Grammar School / Grant-Maintained Integrated sector and is expected to takeover operations responsibility for this from April This would add around a further 300million to the funding, which the EA manages, and just under 100 schools. The work we do impacts the lives of tens of thousands of children, young people and their families every day. The services we provide are essential in supporting, encouraging and facilitating learning within our communities to develop generations of young people who are equipped to succeed in life and work in the modern world. As a public sector organisation, we must continue to deliver these vital services in a challenging environment of increasing financial pressure and under intense public scrutiny. Future Challenges and Opportunities Recent focus has been on transition from the former ELBs to a single authority. Looking forward, this focus moves from transition to transformation. Emerging from the five ELBs our aim is to build a new organisation which is focused on meeting the needs of all our young people equally, removing barriers to learning and ensuring equality of access to excellent education services so that every child can develop to his or her full potential. The EA recently published its first strategic plan for the period , and this will provide a framework for its activities and guide the organisation through its transformation journey. The next number of years will be challenging as the education resource budget has been reduced by 72.1m in cash terms with other pressures such as pay and price having to be funded from EA resources. In addition expectations are that recurrent budgets will continue to decline over the incoming spending review period. This financial situation creates substantial challenges for the EA as demand for our services continues to grow and as it undertakes its major transformation we 3

4 can no longer continue to provide all of the same services in the same ways. As a result, difficult decisions will have to be made about which services are provided and how these are delivered but our focus, as always, will be on the young people whose lives are directly or indirectly affected by the services we provide. The EA in all its activities will endeavour to support the Programme for Government to improve educational outcomes; reduce educational inequality; improve the quality of education and the skills profile of the population. The EA also recognises the fundamental role it has in other NI Executive priorities such as the economy and the wider success of Northern Ireland. These are exciting and challenging times for EA as we continue the process of transformation and seek fundamentally to transform education administration for the benefit of future generations of children and young people. Appointment of Head of Organisational Development and Learning Since its establishment, the EA has delivered change at an incredible pace. As part of this change process a new senior management team has been appointed comprising five newly appointed Directors. The appointment of Assistant Directors is nearing completion, and the appointment of a substantive Chief Executive is ongoing. A number of Head of Service appointments will be made across a range of professional and technical disciplines. These are challenging and exciting new posts requiring exceptional leadership and operational management capability reflecting the EA s position as the largest local authority body and employer in Northern Ireland. It is within this context that the EA now seeks to appoint a Head of Organisational Development and Learning (OD&L), reporting directly to the Director of HR. The requirement for and creation and development of a Corporate Organisational Development and Learning function to support EA as it embarks on a journey of significant Service Review, Education system and Financial transformation, has been identified as critical to the success of this ambitious but necessary Programme of Transformation Change. The OD function will provide a planned, systematic approach to improving organisational effectiveness by aligning strategy, people and processes. The establishment of the OD&L function and development of an OD&L strategy will be paramount in supporting the EA to deliver the mission and aspire to the vision over the next 10 years. This role comes with significant responsibility, autonomy and decision-making authority, and a critical role in transformation. 4

5 2. The Human Resource Directorate As an employer of circa 33,500 staff across Northern Ireland, from a wide variety of professional and support roles in the education sector, EA recognises its significant responsibility and desire to create a place where people want to work. The role of HR will be to develop and deliver a people strategy for the organisation, which aligns to EA s vision, values and strategic objectives. The Directorate has responsibility for balancing the delivery of core HR services that meet our obligations as an employer, whilst continuously reviewing and improving our specialist HR services, and developing the organisation s capability for delivering strategically impactful people interventions that will add value across the organisation as it develops and matures as a single regional authority. The role, function and capability of an agile and strategically focused HR department, which has sound foundations, is integral to EA s performance, transformation and change. Through a team of skilled HR administrators, advisors, specialists and HR business partners the HR Directorate will deliver core HR transactional services and ensure that the employment basics and operational HR best practices that are required of a large employer are in place. In its simplest form this will be the delivery of services critical to the smooth day to day management and employment of people. The Directorate team will also be responsible for providing strategic advice and leadership on more specialist aspects of people management and change such as recruitment, resourcing and workforce planning, employee engagement, organisational culture, industrial and employee relations and pay and reward frameworks. A significant change programme is required to develop and implement a regional HR strategy and service delivery model for all functional services and specialities. This will need to be balanced with ensuring the continued operation of HR services during a period of major change. The HR Directorate works closely and with all functional, professional and operational areas of the organisation to support service delivery and most importantly to support schools, principals and boards of governors in their leadership and management of their school workforce. Given the legislative context and wider NI education system, the HR Directorate has a pivotal role in shaping and developing wider sectoral employment policies, procedures and practices and working with other sectoral and external partners to do so. HR works closely with EA Legal Services, which also sit within the HR Directorate. The development of an organisational development and learning function within HR is a priority in order for it to support EA s vision and strategic direction in the coming years. 5

6 HR Leadership Team Director of HR Assistant Director HR Services Assistant Director Corporate HR and Business Partnering Head of Equality and Human Rights Head of Legal Services Head of Organisational Development and Learning 6

7 3. Job Description Post: Service area: Responsible to: Responsible for: Head of Organisational Development and Learning Organisational Development and Learning Director of HR The Head of Organisational Development and Learning (OD&L) will be responsible for developing and leading all aspects of the OD&L service; including the provision of vital services to over 1,000 schools. The Head of OD&L will be responsible for managing and leading all employees within the service regionally. They will have: Direct line management responsibility for two managers (Employee Engagement, Training & Development Manager and HR Manager for OD & Leadership and Management Development). Overall responsibility for all staff within the Organisational Development and Learning teams. Responsibility for managing and delivering Organisational Development and Learning services as part of a wider annual HR budget of circa 4.6m Job Purpose: The overall purpose of the role is to develop an appropriate model for Organisational Development and Learning (OD&L) for EA that will utilise and engage leaders across Directorates to develop a cross functional, multidisciplinary approach and delivery model that takes account of the reach and diversity of the organisational and against a backdrop of limited resources. The post holder will lead a team to develop and implement an OD&L strategy for EA which will focus on targeted groups, or professions of staff, in line with the strategic priorities and business transformation requirements. As part of the Director of HR s leadership team, the post holder is accountable for ensuring that OD&L are designed and delivered to create a place where people want to work, and which enables employees to do what they do best, in focusing on meeting the needs and shaping the outcomes for children and young people. The Head of OD&L will provide leadership and management in the context of the need for continuous improvement, transformational change and service reform. They will be required 7

8 to lead the ongoing management of change, especially in the areas of organisation and leadership development, employee engagement and performance management in the context of wider regional harmonisation and change, and strategic direction. The post holder will be responsible for promoting the corporate vision, values and culture of EA as a single regional organisation through the development and implementation of OD&L policies, procedures and good practice in line with statutory requirements, EA s strategic direction, service delivery objectives, industry best practice and respecting Department of Education policy and direction. The post-holder s priority responsibilities are: 1. Development of the business case for investment in an OD&L function and associated models for EA, and with regard to resources in the short, medium and long term. 2. Design and delivery of a leadership development programme for top leaders, in line with the vision, mission and values. 3. Development of line managers to define, develop and embed their role as managers of people (both individuals and teams), and to build the capabilities and skills to achieve this. 4. Development and delivery of an EA employee engagement strategy, linked to 2 and 3 above, to drive performance improvement and optimisation, and ultimately support the delivery of educational outcomes for Children and young people. Additional responsibilities include: OD&L Strategy: Develop and implement an OD&L strategy for EA that aligns to strategic vision, mission and values and facilitates the delivery of the EA s Strategic Plan. Ensure that the strategy and supporting plan are fit for purpose, facilitate cultural change, and enable the achievement of the EA s objectives including: Creating a place where people want to work Creating a learning environment for EA employees not just children Developing the education of the workforce Transforming the governance and management of education through great leadership and management and a people centred model for transformation Change Management Lead the ongoing management of change especially in the areas of organisation and leadership development, employee engagement and performance management. 8

9 Provide support and specialist expertise to the Director of HR and Senior Management Team in the transformation of organisational culture and all aspects of organisational change and development. Continuously look for new solutions and innovative ways to improve working methods and practices whilst identifying opportunities to improve workforce productivity and efficiency. Employee Engagement Support and facilitate engagement with staff regarding the EA vision, mission, values and Strategic Plan. Develop and implement a strategy which will create a culture of highly engaged employees. Design an EA employee engagement model that focuses on the role of line management as key to developing, engaging and empowering employees. Actively engage with a range of internal and external stakeholders to improve engagement and satisfaction. Talent Management & Development Lead the creation of an organisational learning and development plan. Develop a co-ordinated model for learning and development provision and create a culture of self-driven learning, continuous improvement and reflective practice. Support leadership teams to assess the required skills, developmental competencies and business requirements in line with business strategies. Conduct learning needs analysis and support the development of skills and capability. Identify new learning and development requirements based on service delivery reform and programmes of work new, changed or improved services and the development of a people change strategy to support this. Work across directorates to create and implement a pioneering model for employee, management and leadership development, balancing skills development as well as attitudes, behaviours and competencies. Lead and manage the corporate induction process and provide a co-ordinated approach to statutory and mandatory training requirements across the EA. Design and implement leadership, management development and talent management strategies to ensure effective succession planning. Performance Management Develop and implement a contemporary model for performance management (including appraisal) to promote high performance, and continuous improvement. 9

10 Identify opportunities for performance improvement through, for example, internal diagnosis, process/systems reviews, and external benchmarking, to understand barriers, best practice and developments, and to identify possible solutions. Lead the development of integrated systems to support learning, objective setting and development planning. Other Manage the implementation of OD and L&D programmes against agreed corporate timeframes, budget and reporting against agreed performance measures. Line management, development and leadership of a team of OD managers, and in line with the leadership responsibilities outlined below. Leadership responsibilities: The Head of Organisational Development and Learning has the following leadership responsibilities for this portfolio of services: Setting Vision and Strategy Work with the Director to establish, maintain and communicate a clear and compelling strategic direction for the service. Contribute to the development of a strategic plan for the Directorate and lead on the development of the service-specific business plan. Translate the Corporate vision into service-specific direction. Lead the regionalisation and transformation of the service, and all related processes and procedures. Contribute to the development and implementation of new policies in line with strategic direction. Contribute to the management of the Directorate, attending Executive Team and Board meetings as required by the Director. Challenge conventional approaches, harness new approaches and technology and maximise efficiencies. Managing the Organisation to Deliver Manage service delivery effectively to ensure that the service achieves the highest possible standards of performance and focuses on the needs of internal and external customers. 10

11 Agree service performance targets with the Director and provide regular progress reports. Develop, agree and implement a robust annual operational plan for the service. Delegate responsibilities and deploy staff according to their skills and abilities to meet the needs of the service. Regularly monitor and review plans and make adjustments as required. Manage and continuously improve the service to ensure delivery against performance targets, and to ensure that best value for money is achieved. Ensure that the service contributes to overall Directorate and Corporate performance as appropriate, and provide update reports as required. Ensure that the Director receives high quality service-specific advice. Apply resources effectively across the service to maximise the delivery of front-line services. Consider the financial implications relating to effective models of service delivery, and contribute to the successful achievement of the Savings Delivery Plan. Ensure compliance with relevant legal, regulatory and statutory performance requirements. Manage the service budget in accordance with all relevant financial policy and procedures. Monitor the financial position of the service and report regularly to the Director. Follow agreed measures to deliver the service within budget, and take immediate corrective action as required. Contribute effectively to quality and performance management systems and ensure that the service is being managed as per the requirements of these systems. Ensure that employees within the service team are provided with clear structure, roles and responsibilities and are supported to work in an integrated way. Focus on addressing key workforce issues including recruitment, employee engagement, retention and training and development. Investigate all complaints and adverse incidents where outcomes are below expected standards. Establish effective and rigorous quality assurance systems to maintain high standards. Leadership Work closely with the Director to provide the service with leadership and direction ensuring that corporate, directorate and service performance standards are achieved. Promote the ethos and values of the authority and ensure that the service is focused on customer needs. 11

12 Foster a culture that supports achievement of the authority s Strategic Plan by role modelling core values and leadership behaviours to staff in the service. Lead/manage and communicate change and improvement initiatives within the service. Lead, manage and develop staff within the service. Encourage staff involvement and engagement in the strategic development and operational delivery of the service. Actively encourage teamwork and self-development, and create opportunities to maximise individuals potential, stimulate innovation and connection at all levels with front line services. Promote a positive culture of performance management within the service through individual and small-team accountability. Foster a culture of constructive feedback and learning, and a genuine commitment to regular and effective appraisals. Prepare and deliver reports on behalf of the Authority as required. Building Relationships and Working with Others Build and maintain effective, professional and respectful stakeholder relationships. Ensure efficient and effective internal communication with staff in the service. Work closely with partner organisations, the Director/Assistant Director and colleagues to benchmark services and lead/manage and monitor change. Build and maintain effective working relationships and clear lines of communication with other Heads of Service within the Directorate and in other Directorates. Develop and maintain clear lines of communication and effective working partnerships with relevant external stakeholders and service user groups. Lead on/manage engagement with staff, schools and the public on major changes in the service that may affect them. Work with external agencies; for example, education sector partner organisations, to identify opportunities for joint working that might bring greater consistency across the sector, and/or improve efficiency and effectiveness of service delivery. Other role specific responsibilities as Head of Organisational Development and Learning Provide clear and strategic leadership in the development and implementation of policies, procedures and practices to ensure EA has an appropriately skilled, flexible and engaged workforce to provide high quality education for children and young people and meet its legal and statutory obligations as an employer. Develop OD&L services that are customer focused and make it easier for line managers, principals and boards of governors to fulfil their requirements as employers when handling employee issues. 12

13 Design and develop a strategic plan for EA s OD&L provision. Build and maintain momentum for change especially in the areas of organisational and leadership development, employee engagement and performance management. Lead on the development of a culture of positive employee engagement, continuous improvement and the development of highly capable leaders and managers. Achieve high levels of performance and excellence against key performance indicators, and other workforce measures. Promote collaboration and learning between OD&L staff and other disciplines to ensure a planned, co-ordinated and multi-disciplinary approach to the delivery of OD&L services and Education services which in turn enables the continual improvement of services to children and young people. Work closely with all relevant stakeholders to secure their commitment and involvement in the implementation of strategic workforce initiatives and targets. Provide strategic leadership which ensures EA operates an excellent system of governance in respect of its workforce. Develop and implement a talent management and succession strategy for EA to enable the development, deployment and retention of a highly skilled, flexible and motivated workforce to provide high quality educational services to children and young people. To prepare updates and reports to Board committee including Finance and General Purposes and Membership and Teaching Appointment Committees by way of good governance, performance accountability and strategic leadership of their area of responsibility. Advise members of the senior management team on OD&L practice, policy and application which support EA s strategic vision, a culture of effective and cross functional team working and in the spirit of continuous improvement. This job description is intended to provide a broad outline of responsibilities, and reflects an initial assessment of the needs of the Directorate. As such, it is not intended to be exhaustive, and may be subject to on-going review and refinement to ensure the Directorate s ability to meet the evolving needs of the business. Other reasonable duties may be assigned by the Director in consultation with the post-holder. In accordance with Section 75 of the Northern Ireland Act (1998), the Head of Organisational Development and Learning is expected to promote good relations, equality of opportunity and pay due regard for equality legislation at all times. 13

14 4. Person Specification Applicants must, by the closing date for applications, meet the following criteria: Professional and Technical Knowledge and Experience 1. A bachelor s degree (UK Qualification and Credit Framework Level 6) or an equivalent or higher qualification. 2. Experience of successfully leading Organisational Development and/or Learning and Development in a complex and large service delivery organisation. 3. Experience of working with a senior leadership team to create and lead a significant organisational change programme to support the delivery of organisational objectives. 4. Experience of developing and implementing a people strategy to drive performance improvement, in one or more of the following areas: a) Performance management; b) Talent management and succession planning; c) Employee engagement. 5. Experience of designing and implementing a leadership and management development programme to strengthen leadership capability and performance. 6. Demonstrable commitment to continuous personal and professional development. Other 7. Access to a form of transport to meet the requirements of the post. Desirable 1. Current professional membership of the Chartered Institute of Personnel and Development at Chartered member level or above. 14

15 Leadership and Management Behaviours Setting Vision and Strategy Supports the Development and delivery of a clear vision and strategic direction. Thinks strategically with a broad/regional perspective. Effectively communicates the vision and business objectives, making them meaningful and achievable. Focuses on the future. Demonstrates capacity to challenge, innovate and drive change. Anticipates future issues and consequences. Spots potential to take forward initiatives. Makes effective decisions based upon analysis, experience and judgement. Considers and understands different perspectives and delivers appropriate solutions. Easily makes connections between previously unrelated issues. Managing the Organisation to Deliver Acts with customers in mind, dedicated to meeting customer requirements. Continuously reviews, improves and innovates service delivery. Manages complexity and ambiguity positively. Effectively analyses complex information. Focuses on the delivery of results on time, within budget and to a very high standard. Clearly and comfortably delegates both routine and important tasks and decisions whilst ensuring that goals are met. Plans and manages work maintaining a clear focus on the achievement of results. Manages people equitably, promotes good relations and human rights for all. Manages resources effectively and within budget, understanding the requirement for value for money. Demonstrates a positive and resilient approach to solving difficult problems. Leadership and Management Communicates a compelling and inspired vision for change. Manages performance positively setting clear targets, holding others to account and creating a climate of support and accountability. Motivates, engages and works positively to get the best out of people. Helps to shape the culture and positively demonstrates the organisations values. Acts as a role model and inspires and motivates others. Demonstrates integrity and respect. Empowers and develops others, and demonstrates commitment to continuous improvement. Builds capacity and resilience within teams. Works collaboratively and manages with resilience to deliver results through challenging change processes and addressing financial pressures. Building Relationships and Working with Others Develops effective, respectful and honest working relationships. Proves able to negotiate with internal and external stakeholders to secure agreement without damaging relationships. Successfully influences others. Proves confident, visible and approachable, and demonstrates highly developed communication skills. Promotes collaborative working and demonstrates sensitivity and understanding of diverse viewpoints. Demonstrates a politically astute understanding of what can and cannot be done in the environment. 15

16 Commitment to our Ethos and Values Through the selection process we will also seek evidence that the personal values of candidates align with those of the EA. This will include evidence of commitment to equality and excellence in service delivery. These reflect our aim which is to meet the needs of all our children and young people equally, removing barriers to learning and ensuring equality of access to excellent education services so that every child can develop to his or her full potential. 16

17 5. Key Terms and Conditions of Appointment Length of Contract This is a permanent appointment. The first 26 weeks of appointment are probationary, at the end of which, subject to a satisfactory performance report the appointment will be confirmed. Where the successful candidate is a serving EA employee, a 26 week probationary period will also apply, following which EA will confirm the appointment where performance has been satisfactory, or consider alternative options with the employee as appropriate. Salary Range NJC SCP ,321-60,106 per annum Hours The normal hours of work are 36 per week. A range of flexible working arrangements may be considered. The post-holder will be required to work flexibly in order to successfully carry out the duties of the role. Annual Leave The annual leave entitlement for the post is 27 days per annum increasing to 33 days after 5 years service. In addition, there are normally 12 public and extra statutory holidays in any leave year. Pension Scheme Membership of the Local Government Pension Scheme for Northern Ireland is available. The Education Authority has a statutory obligation to automatically enrol you in the Scheme provided you meet the eligibility criteria at any time during your employment. Information and assistance on automatic enrolment is available from the Education Authority Human Resources Section. Further information is available on the NILGOSC website at Location A base location may be discussed and agreed with the Director. 17

18 As the role carries regional responsibility, travel across Northern Ireland (and on occasion further afield) will be required in order to attend meetings and fulfil the full range of duties and responsibilities. Pre-Appointment Checks Appointment is subject to the completion of satisfactory pre-appointment checks which include: Confirmation of eligibility to work in the UK. Access NI screening (if required for the post). Completion of satisfactory pre-employment health screening. Receipt of two satisfactory references references will only be taken up for the preferred candidate following final interview. Provision of documentary evidence of qualifications/membership of professional bodies as listed in the person specification. Confirmation of current salary (for any candidate offered above the minimum of the pay range). Contract A contract of employment containing full terms and conditions will be issued to the appointed candidate. 18

19 6. Recruitment and Selection Process Enquiries Please or call: Mrs Elaine Killen Assistant Recruitment and Resourcing Manager address - elaine.killen@eani.org.uk Telephone Number Submission of Completed Applications Completed application forms must be submitted by Thursday 25 January 2.00 pm. Completed applications can be ed to earecruitment@eani.org.uk If you are returning your completed application by , you MUST ensure that the subject line is completed with the job reference number i.e. HQ18034 Applications can also be submitted by post or hand delivery to Equal Opportunities Unit, Education Authority, Dundonald Office, Grahamsbridge Road, Dundonald, BT16 2HS. It is the applicant s responsibility to ensure that the form is received by the closing date. Late applications will not be accepted unless there are extenuating circumstances. Applications must bear the correct amount of postage as any shortfall may lead to a delay in delivery and the closing date may be missed. Candidates are reminded that the application form must be fully completed. Incomplete application forms will not be considered. Faxed applications will not be accepted. CVs, letters or any other supplementary material will not be accepted in place of, or in addition to, completed application forms. Additional information received after the closing date will not be considered. It is therefore essential that applicants indicate on their application form how and to what extent their qualifications, skills and experience are relevant to the selection criteria outlined in the person specification. Any candidate experiencing difficulties completing their application form because of a disability should contact the recruitment team via earecruitment@eani.org.uk or by telephone on Applications will normally be acknowledged by . If you do not receive an acknowledgement within three working days of submission please contact the recruitment team on

20 Provision of Organisation Chart In addition to providing the information requested in Section B of the application form, applicants must also provide an organisation chart setting out their position/reporting line in their organisation structure. This will be provided to the selection panel as part of the evidence for essential criterion 2 and should be submitted as a separate attachment when returning your completed application form. Please do not include your name on the chart as shortlisting will be completed anonymously. Guidance for Applicants It is imperative that applicants demonstrate on their application form how and to what extent they meet the selection criteria outlined in the person specification. If you do not provide sufficient satisfactory evidence, including any appropriate dates needed to meet the requirements, your application will not be shortlisted. Only those whose responses meet the high standard expected for this role will be shortlisted. Do not use acronyms or complex technical detail. Write for the reader who may not know your job, service or function. Write down clearly your personal involvement in any experience you quote. Write I statements e.g. I planned meetings, I managed a budget, I prepared a presentation. It is how you actually carried out a piece of work that the panel are interested in. Identify examples which showcase your achievements, for example where you have responded to challenging circumstances or delivered business impact. Provide tangible evidence where possible. The examples you provide should be concise and relevant to the criteria. It is your unique role the panel are interested in, not that of your team or division. Only Section B of the application form and the organisation chart will be made available to the selection panel. In preparing your application form you may wish to think about having a clear structure for each of your examples, such as STAR : Situation briefly outline the situation; Task what was your objective, what were you trying to achieve; Action what did you actually do, what was your unique contribution; and Result what happened, what was the outcome, what did you learn. Remember that the panel will be most interested in what you actually did and what happened. The selection panel reserves the right to shortlist for interview only those candidates that it believes best meet the selection criteria. 20

21 Selection Process 1. Initial Screening All applications received by the closing date will initially be screened by the Recruitment Unit to check they have been properly completed. Any applications which have not been properly completed will be deemed invalid. 2. Shortlisting The selection panel will meet to review the completed application forms in relation to the Professional and Technical Knowledge and Experience criteria. The information you provide in relation to these criteria will be assessed to determine to what extent you meet these requirements. Only those applicants whose responses meet the high standards expected for this role will be invited to the next stage. 3. Interview and Presentation Shortlisted candidates will be invited to attend a panel interview. This will include an unseen presentation designed to assess the essential criteria for the role, and further details will be provided with the invitation to attend interview. Anticipated dates for the section process are as follows: Closing date: Thursday 25 January 2018 Shortlisting: Monday 5 February 2018 Interview and Presentation: Tuesday 20 February 2018 You will be given as much advance notice as possible of any changes. Please note that it may not be possible to reorganise any stage of the selection process because of unavailability of applicants. 21

22 7. Equal Opportunities The Education Authority as an employer is fully committed to the promotion of equality of opportunity in employment to all, irrespective of sex, marital status, pregnancy or maternity leave, civil partnership status, sexual orientation, gender reassignment, religious belief, political opinion, race, disability, age and trade union membership or non-membership. 22