HOUSE OF COMMONS JOB DESCRIPTION. Title of supervisor: Manager, Learning and Organizational Development

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1 HOUSE OF COMMONS JOB DESCRIPTION I. JOB IDENTIFICATION Position title: Organizational Development Advisor Position number: Job code: 3021 Language Profile: CBC Group and Level: ADG-D Directorate: Talent Management and Organizational Effectiveness Branch: Human Resources Effective date: December 1, 2014 Title of supervisor: Manager, Learning and Organizational Development II. POSITION SUMMARY The Organizational Development Advisor designs, implements and contributes to the ongoing improvement of programs and tools that facilitate talent management and organizational development. He/she focuses on human resources development, leadership development, succession management, skills development and performance management. III. ORGANIZATIONAL STRUCTURE This is one of the eight positions that report to the Manager of Learning and Organizational Development. The positions are the following: two senior advisors, one learning advisor, one advisor, one co-ordinator of organizational training, one officer and one administrative assistant. The position incumbent manages House of Commons project teams that are working on issues related to talent management and organizational development. IV. PRINCIPAL RESPONSIBILITIES 1. Designs talent management and organizational development programs related to skills development, performance management, succession planning and leadership development, implements them within House of Commons and improves them on an ongoing basis. 2. Consults, on a regular basis, managers and senior officers in various sectors of the House of Commons in order to identify needs and understand issues, and analyzes data collected for the purpose of designing programs that meet the organization s needs. 3. Develops performance indicators, applies them and improves them on an ongoing basis, in order to evaluate their effectiveness and measure improvements to organizational performance. Drafts and submits analytical reports that include recommendations for Human Resources senior management and clients. 1

2 4. Provides advice and specialized information related to talent management and organizational development, on such topics as performance management, skills development, succession planning, leadership development, continuous learning and training for House managers and senior officers. 5. Facilitates sessions for House of Commons managers and senior officers, their management teams and/or their working groups in the area of strategic management (eg, development of a team s vision and mission, clarification of roles and responsibilities, identification of organizational issues, etc) and team building activities. 6. Develops content, prepares and gives training on various programs and services developed by the Learning and Organizational Development Unit for clients. 7. Plans, develops, carries out and directs research on talent management and organizational development so that programs developed internally are based on best practices and factual information, conducts comparative analyses of public organizations and analyzes trends and new facts concerning methods, design and organizational theory in the private and public sectors, collects and analyzes demographic data on internal and external labour markets and drafts analytical reports and makes recommendations for the manager, the director and clients. 8. Takes part as an expert in committees of members of the Human Resources Services or client representatives. V. KNOWLEDGE, SKILLS AND EXPERIENCE Education Knowledge Experience Skills Has a degree from recognized university in human resources management or a related field (Bachelor s or Master s). Being a member of the ORHRI or the HRPA or having other relevant certification (eg, MBTI) is an asset. Knows and masters human resources management concepts, theories and practices in order to design, develop and implement programs and solutions for talent management and organizational development tailored to the needs of units or the organization as a whole and to provide services and specialized advice to House managers and senior officers. Knows the facilitation and continuous learning methods, approaches and practices (andragogy) to be able to contribute to the development of training strategies and tools and take part in the development and facilitation of training programs on developed programs and draft related documents, manuals and guides. Knows House of Commons policies, regulations, directives, procedures and methods, as well as the Unit s mission, mandate, vision, culture, objectives and priorities. Has a minimum of four years of experience as a Human Resources Management Advisor (eg, generalist, training advisor or organizational development advisor). Has experience in providing senior management with advice on human resources. Has experience in developing project plans in order to design and implement talent management and skill development programs. Demonstrates great analytical ability. Has organizational skills: is capable of planning, monitoring work and producing expected results. Demonstrates an understanding of the organization, its operations and its issues. Is client-focused and has consultation skills. 2

3 Keeps his/her specialized skills up to date in order to apply them to the context of the House of Commons. Co-operates and is a team player. Communicates effectively, orally and in writing. Demonstrates the ability to adapt. VI. WORKING RELATIONSHIPS Contact House of Commons managers and senior officers Groups and committees consisting of Administration employees or managers Internal partners Partners and other external organizations Purpose / Result of Contact To consult with House of Commons managers and senior officers on a regular basis in order to understand needs, identify talent management and organizational development problems and issues and develop solutions that will help them meet their goals/objectives. To provide client-managers with advice and general information on private sector consultants and make recommendations on the choice of the most competent experts. To facilitate discussion groups in order to, for example, identify needs, reach consensuses, clarify situations, find solutions, validate proposed programs, etc. To facilitate training sessions in order to transfer human resources management knowledge and skills, such as performance management, the art of providing feedback, etc. To work closely with other advisors on the Learning and Organizational Development team to ensure that all the Unit s programs are consistent. To co-operate with other advisors in the Human Resources Services, such as the strategic advisors, in order to make sure that clients needs are met. To consult the Public Service Commission (PSC), Statistics Canada, the Conference Board of Canada and any other relevant organization in the public and private sectors in order to gather data on the labour market and human resources practices implemented in organizations. To liaise with Human Resources Management professional associations, including the HRPA or the Ordre des conseillers en ressources humaines agréés du Québec, private and academic sector experts to keep abreast of new theories, leading-edge technologies and new principles in organizational development and talent management, facilitation, performance management, workplace/workforce development, continuous learning and skills management. To attend lectures and workshops on organizational performance, continuous learning and other programs that fall under talent management and organizational development. To represent the House of Commons at regular meetings of those responsible for learning within the federal Administration and at other meetings. VII. PROBLEM-SOLVING Challenge / Situation and Response 1. Challenge/situation: To design programs that promote organizational excellence, workforce productivity and stability, a workplace that fosters learning and development, and performance management. Assistance/Reference/ Support Manager, senior advisors, experience and acquired 3

4 Response: The advisor must identify the obstacles, shortcomings and current capacities of the House of Commons administrative processes, management styles and workforce/workplace, and carry out research studies and analyses within the House of Commons and in other relevant organizations. He/she must then find solutions and develop programs that meet the needs of the House of Commons and take into consideration its protocols and traditions. 2. Challenge/situation: To adapt tools, programs and methodologies to clients specific needs. Response: The advisor must be able to understand clients specific needs and issues and determine how he/she can adapt organizational programs to specific situations while maintaining a common overall approach for the organization as a whole. 3. Challenge/situation: To achieve the best value for money in the short and long term regarding service delivery from external suppliers. Response: The advisor must carry out research studies, meet with partners and suppliers and be able to understand their mandates and evaluate the services provided in order to determine whether or not they meet the needs of the House of Commons. They must also identify areas and opportunities within the House of Commons where qualified individuals are able to provide services, and work in concert with them. knowledge Manager, senior advisors, strategic advisors, knowledge of the organization, experience and judgment, House policies Manager and strategic advisors, experience and acquired knowledge, judgment VIII. ACCOUNTABILITY Decisions Makes decisions about the identification of the best approaches and methodologies that must be developed and implemented. Impact Development objectives are established. Development approaches are identified. House managers and senior officers have the necessary programs and tools to manage and develop an efficient and competent workforce. Employees or groups of employees develop the skills that are essential to their performance and required to meet the objectives of the House of Commons. Recommends the suppliers that will provide specific services to clients, negotiates and specifies contractual agreements and evaluates suppliers performance, carries out research to identify and evaluate external resources. Recommends consultation methods to be used to identify and understand clients needs and issues. Promotes talent management programs and best practices, as well as a culture based on continuous learning and manager and employee development, and makes sure that these services are delivered Various suppliers who can offer the necessary services are identified and provide services Services provided by suppliers are consistent with established expectations and objectives and meet clients needs. Data collected are valid and representative of clients needs. Programs developed meet clients needs and take the organizational reality into consideration. Developed services and programs are ongoing and used by clients. Better integration of services provided by the Human Resources Services. 4

5 Decisions consistently and in sync with the other services provided by the Human Resources Services. Determines how facilitation services, training sessions and any other service related to talent management or organizational development will be delivered. Clarifies content and makes sure that clients needs are met. Recommendations Advises and supports clients regarding all talent management and organizational development programs. Provides advice on and recommends the approaches that should be given preference in specific situations. Proposes action plans, methodologies and work tools that facilitate the implementation of talent management and organizational development programs. Impact Services provided by the Learning and Organizational Development team are consistent with established expectations and objectives and meet clients needs. Recipient Manager and senior officers Administration employees Managers and senior officers Managers and senior officers IX. WORKING CONDITIONS A Physical effort The advisor works sitting down when using the computer and must remain sitting for long periods of time when attending meetings. He/she must also remain standing for hours when facilitating groups or providing training. B Physical environment Most of the time, the incumbent works in a closed office, or attends meetings and works in classrooms or conference rooms. C Sensory attention The work requires long periods of concentration when working at the computer and studying documents and research reports, and when conducting analyses. Sustained visual attention and listening are needed when facilitating groups, since it is important to take participants reactions into consideration to properly manage a work group. D Mental stress Short deadlines and changing priorities can create tension and make it difficult to control the pace of work. It is not unusual that meetings take place under tense situations where participants must find ways to agree in spite of their divergences of opinion. X. ADDITIONAL CONTEXT Name of Incumbent Signature of Incumbent Date Name of Supervisor Signature of Supervisor Date 5