POSITION DESCRIPTION. To help realise the People Strategy and execute relevant parts of its Work Programme.

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1 POSITION DETAILS: POSITION DESCRIPTION TITLE: HR Service Centre Manager REPORTS TO: HR Director - Services LOCATION: Auckland DHB AUTHORISED BY: Fiona Michel, CHRO DATE: September 2016 PRIMARY FUNCTION: To lead the HR Service Centre (HRSC). The HRSC provides HR information and support, specifically, Tier O (intranet) and Tier 2 (employee or manager calls). 1 It also provides HR administration support to HRMs and HRCs, especially around recruitment, on-boarding, employment contracts, police checks, gratuities, etc. To ensure that processes and procedures work effectively and efficiently, and to take proactive steps to ensure they are understood, reviewed, and continuously improved. To help realise the People Strategy and execute relevant parts of its Work Programme. KEY ACCOUNTABILITIES Key Result Area Leadership Provision of HR Service Expected Outcomes/Performance Indicators Provide direction, empower, motivate and develop team members to provide excellent HR administration services. Communicate vision, objectives, and performance to team members. Ensure team members have the necessary tools and resources to achieve their objectives and perform their roles. Improve Auckland DHB employee, manager, and HRM satisfaction with HR administrative services. Coach and manage HR Service Centre team members. Contribute to and influence the development of the Auckland DHB People Strategy. Ensure HR Service Centre is working collaboratively with all other parts of the HR department to provide a positive experience for employees. Ensure that HR self-service operates extremely well, 1 Note that Tier 1 is the step when an employee asks their manager the specific HR related question. This assumes the employee will already have tried to resolve at Tier 0, but been unsuccessful. Their manager may also endeavour to resolve it at Tier 0 and/or call the HRSC (Tier 2). Page 1 of 6

2 Centre Operational Management so that employees can resolve basic inquiries themselves and thus minimise the number of unnecessary 2 calls to HR Service Centre. Provide basic phone and case inquiry services to ADHB employees. Apply principles of excellent customer service for all calls coming through to the HR Service Centre (HRSC). Provide HR administration in support of recruitment and related HR activities. Ensure that employee enquires are responded to quickly, positively and helpfully. Work tirelessly towards creating a reputation of helpfulness and efficiency (i.e. customer service and speed) for the HR Service Centre team. Ensure that the provision of HR Service Centre and related administration significantly reduces HRM and HRC involvement in HR administrative and low level enquiry work. Create a compelling way to track and measure this reduction in their relevant workload. When case inquiries become more complicated hand-over to HRMs and HRCs constructively and positively, ensuring the overall experience is as seamless as possible for employees and managers receiving service from HR. Improve employee and manager satisfaction with HR transactional and administrative services (e.g. Net promoter (or equivalent) scores improving). Develop and review standard workflows across all aspects of the HRSC work, sharing knowledge, creating supporting documents, and ensuring the team is multi-functional and cross-trained on all processes within the HRSC. Clear and robust operating plans for the HR Service Centre teams. Ensure knowledge is managed and disseminated appropriately through the HR Shared Service teams and the broader HR department. Provide administrative support to the HR Managers and HR Consultants on particular HR activities, e.g. preparation of employment contracts, offer letters, and job advertisements. Partner with HR Analytics team to develop and provide regular reporting for senior HR leadership. Operational risks are identified and the appropriate mitigations implemented Promote a productive and engaged workforce by building and maintaining positive working relationships with HR Services and other employees. Establishes clear expectations, accountabilities and responsibilities in relation to safety management and risk minimisation. 2 Unnecessary in this context means where the employee could have resolved their inquiry through self-service, but for some reason didn t do so. The HR Shared Services Manager has the responsibility to ensure that self-service works so smoothly and easily that Auckland DHB employees don t have a need to call HR Shared Services. Page 2 of 6

3 Foster a safe, healthy and productive workplace for staff Financial Operational Excellence Manage financial resources within budget parameters Manage FTE within budget Provide timely and accurate reporting on financial performance against budget Continuously identify and implement efficiencies Have effective systems and controls in place to ensure adherence to delegations, budget limits and all Auckland DHB policies Regularly review and improve processes, systems, ways of working and interfaces within the broader HR Services team and with HR Managers and Consultants. Continuous improvement or similar Lean/Six Sigma tools implemented to ensure ongoing improvement of services. Drive improvements and consistency to deliver one HR service across a diverse business, identifying opportunities to simplify processes, systems, ways of working to provide a more effective and efficient service. MATTERS WHICH MUST BE REFERRED TO The HRSC is one of several teams within HR Services. The others include Payroll, Workforce Central (proposed), and HR Analytics. The Auckland DHB People Strategy was approved in June A Three-year Work Programme, which is designed to deliver the People Strategy, is currently taking shape. HR Services, including operating an HR Service Centre, is a new model for Auckland DHB. AUTHORITIES FTE Direct Reports: 9 made up of 6 HR Coordinators and 3 Payroll Customer roles Budget Accountability (if applicable): TBC RELATIONSHIPS External Internal Committees/Groups NRA Employees Recruiters Managers Kiwi Health Jobs HRLT Other HR Services teams: Recruitment, Payroll, Workforce Central, and HR Analytics. HRMs and HRCs Page 3 of 6

4 PERSON SPECIFICATION Education & Essential Qualifications Professional Appropriate Tertiary qualification in HR or related field Experience/Knowledge Demonstrated and proven experience and success at a senior HR management level Demonstrated success at providing HR and related services to large employee groups Experience and strong evidence of an ability to develop a culture of performance and continuous improvement. Financial and budget management experience Proven capacity/operational service delivery and planning experience Ability to manage many stakeholders Ability to manage conflict Knowledge of the implications of the Treaty of Waitangi with a commitment to Biculturalism Desired Post graduate qualification Process flow experience Deep HRIS understanding Direct experience as in Remuneration and/or Payroll PERSONAL CHARACTERISTICS CRITICAL COMPETENCIES COMPETENCY Communication/Interpersonal Skills Organisational Awareness/Influencing Judgement/Decisiveness DESCRIPTION Actively listens, drawing out information and checking understanding. Expresses information effectively, both orally and in writing, adjusts language and style to the recipients and considers their frame of reference. Empathises with others and considers their needs and feelings. Understands the key decision making processes within the organisation, lobbies to advance goals for the good of the organisation and seeks to influence outcomes. Considers options, develops options, identifies the pros and cons and makes effective decisions within Page 4 of 6

5 appropriate timeframes and levels of responsibility. Recognises critical factors and weighs up risks appropriately. Knows when to ask for help. Learning Constantly strives to build knowledge and skills, acknowledges and learns from mistakes and improves outcomes. Quality Orientation Flexibility Leadership People Management Planning and Monitoring Organising Patient/Customer Orientation Self Management Innovation Pays attention to detail and initiates self checking procedures; ensures high levels of accuracy and consistent quality. Monitors quality and devises systems to support continuous improvement. Ability to adapt and work effectively within a variety of situation, and with various individuals or groups. Develops and communicates a vision for the future, inspiring commitment to the goals of the organisation/team. Operationalises the mission and facilitates change. Is able to manage diversity and draw together a range of perspectives. Leads the team, communicates expectations and agrees goals, provides on-going feedback and coaching and objectively evaluates performance. Actively recognises achievements of others. Develops action plans to accomplish goals, establishes timeframes and allocates resources. Identifies and removes barriers. Monitors progress and addresses problems to achieve outcomes. Establishes a plan of action and achieves priority goals. Manages workload/flow, recognises and addresses barriers, and takes account of changing priorities. Develops positive working relationships with patients/ customers, identifies and seeks to meet their needs. Treats them as first priority and improves service. Sets high standards and strives to achieve stretching goals. Displays drive and energy and persists in overcoming obstacles. Copes with stress, is resilient to change and understands personal limitations. Is proactive and displays initiative. Actively questions old ways of doing things, thinks outside the square and develops creative, effective solutions to improve outcomes. Page 5 of 6

6 WORKING FOR ADHB EXPECTATIONS OF EMPLOYEES CITIZENSHIP All employees are expected to contribute to the innovation and improvement of Auckland District Health Board as an organisation. This means: Using resources responsibly Models ADHB values in all interactions Maintaining standards of ethical behaviour and practice Meeting ADHB s performance standards Participating in organisation development and performance improvement initiatives Helping to develop and maintain Maori capability in ADHB, including developing our understanding of the Treaty of Waitangi and ways in which it applies in our work Raising and addressing issues of concern promptly THE EMPLOYER AND EMPLOYEE RELATIONSHIP We have a shared responsibility for maintaining good employer/employee relationships. This means: Acting to ensure a safe and healthy working environment at all times Focusing our best efforts on achieving ADHB s objectives A performance agreement will be reached between the employee and their direct manager and/or professional leader containing specific expectations. CONSUMER/CUSTOMER/STAKEHOLDER COMMITMENT All employees are responsible for striving to continuously improve service quality and performance. This means: Taking the initiative to meet the needs of the consumer/customer/stakeholder Addressing our obligations under the Treaty of Waitangi Involving the consumer/customer/stakeholder in defining expectations around the nature of the services to be delivered and the timeframe Keeping the consumer/stakeholder informed of progress Following through on actions and queries Following up with the consumer/customer/stakeholder on their satisfaction with the services PROFESSIONAL DEVELOPMENT As the business of ADHB develops, the responsibilities and functions of positions may change. All staff are expected to contribute and adapt to change by: Undertaking professional development Applying skills to a number of long and short term projects across different parts of the organisation Undertaking such development opportunities as ADHB may reasonably require Page 6 of 6