Efficient core operational services financial market operations, management of the Crown accounts and ministerial servicing.

Transcription

1 Job Description Job Title: Principal Advisor Organisational Development Portfolio: Strategy and Performance Reports to: HR Manager Location: Wellington Date: December 2010 Treasury s Purpose The Treasury s purpose is to help achieve higher living standards for all New Zealanders. As the Government s lead economic, financial and regulatory advisor, we provide Credible, innovative and practical strategic advice on economic performance, macroeconomic stability and sustainability, and state sector performance (including as a lead advisor in certain areas, second opinion advice, and monitoring the performance of other State agencies). Efficient core operational services financial market operations, management of the Crown accounts and ministerial servicing. Practical leadership of the public sector by helping the broader public sector lift its performance and working with agencies to tackle significant issues for Ministers (a fix-it role). Organisational excellence exemplary management of ourselves as a business. As one of the New Zealand Government s three central agencies (which also includes The State Services Commission and the Department of Prime Minister and Cabinet), The Treasury provides leadership, context and direction to public sector agencies. Role Purpose The Principal Advisor Organisational Development will work with the Executive Leadership team, Results Leaders and Managers across the Treasury to develop and implement strategies, programmes and processes that will support the achievement of Treasury s organisational goals and strategic direction. Key areas of accountability will include the leading of sustainable programmes of activity in talent management, culture, capability and depth in leadership across Treasury. Page 1 of 5

2 Key Accountabilities Key Result Areas: Key accountabilities/expectations: Organisational Design and Delivery Build organisational capability through effective initiatives and outcomes in key people strategies including: o Talent management and career pathways o Culture and staff engagement o Leadership and management o Flexible deployment and skills mapping o Organisational design and change management Support, facilitate, lead and advise executive management in the design and implementation of organisational change initiatives Identify and lead organisational activities that contribute to supporting diversity within the Treasury. Talent Management Lead, develop, implement and support a Treasury-wide talent management framework to understand the capability we have and development of programmes and initiatives that will build and develop our staff capability to deliver Leadership Capability Development Develop and implement systems and processes to identify key talent within the Treasury. Develop targeted talent management programmes to build the capability of identified individuals for future leadership and project roles. Identify a range of development tools and techniques to manage talent effectively. Develop a succession plan for critical specialist roles, identify positions and work on appropriate plans for future sustainability Develop career pathways for positions across Treasury, to build an develop core capability of the Treasury, both within the analytical, operational and corporate parts of the business Clarify a leadership model that clearly articulates behaviours to drive a change in culture to support Treasury performance, including the introduction of tools and mechanisms to measure behavioural change Implement an integrated leadership framework to define successful leadership outcomes within Treasury. This will integrate all tools in current use at the Treasury (Leaders Charter, 3 behaviours, Gallup, Human Synergistics and Lominger) Develop and implement initiatives to support the outcomes of the Leadership Impact and Life Styles Inventory survey and other survey tools results to effect improvement in constructive culture Develop an integrated approach to the development of leaders, managers and emerging leaders. Work with the Senior Learning and Development Advisor develop appropriate and effective management and leadership development programmes from emerging leaders through to the Executive team, ensuring relevant core management Page 2 of 5

3 Key Result Areas: Key accountabilities/expectations: development programmes are developed and implemented maximising transfer of learning to the workplace to build management and leadership capability. Identify and implement strategies and programmes that will build strong leadership capability, including initiating and supporting opportunities to build and grow capability outside of the Treasury to extend and support wider State Sector capability Ensure that development of the desired organisational culture is integrated through the development of leadership and management development programmes and strategies Culture and Staff Engagement Lead and review processes, systems and tools that support the development of organisational culture and build staff engagement Support managers and the HR team in the develop of staff engagement initiatives including supporting the Treasury in staff engagement survey roll out and development External Engagement Initiate, develop and maintain effective strategic relationships across the state sector to lift Treasury s organisational performance Actively network with organisational development contacts to build capability and to leverage learning and support value for money outcomes Maintain active involvement in relevant professional associations, remaining up to date in current and emerging thinking organisational development and people management Relationship Management and Team Development Build effective relationships with all parts of the Treasury, in particular facilitate the Executive Leadership Team and Results Leaders to support team development Support the development of capability within the HR team in organisational development skills Role Scope Key Dimensions of Resources Controlled: Expenditure: Delegated Authority up to $5000 Capital Assets: Direct reports: Nil Nil but will lead Project Teams as required Key Relationships Secretary of the Treasury Deputy Chief Executive Result Leaders e.g. Deputy Secretaries, Executive Director, General Manager Managers Principal Advisor Strategy Chief Economist Page 3 of 5

4 External stakeholders, e.g. State Services Commission, Leadership Development Centre, Qualifications/Experience Relevant tertiary qualification e.g. Business, Psychology or related field In-depth experience of organisational issues (people, resources, systems and processes) Experience in developing business solutions to build capability in times of change Successful development and leadership of strategic organisational development initiatives Experience with a range of tools to build capability and culture, eg; Lominger competency frameworks, Human Synergistics, Gallup or other models of organisational development Understanding of the government environment (desired but not essential) Proven ability to build and maintain relationship with a range of stakeholders, including understand different stakeholder s motivations and the ability to influence and persuade Demonstrated high levels of integrity Excellent communication skills, both written and verbal, including informing others Highly effective planning and organisational skills, including time management and prioritising work in a complex work environment Ability to meet the criteria required to hold a relevant security clearance. Page 4 of 5

5 Treasury Behaviours The three Treasury behaviours explain the way we do things at Treasury Accountability One Treasury Influence Page 5 of 5