SUCCESS PROFILE TELSTRA BAND 2 PEOPLE LEADER

Transcription

1 Business Unit Human Resources Band 2 Work Code People Mgr/Ind Contrib PM Direct Expense 4.4m labour Generic Role Title HR Team Manager CAPEX n/a Market Role Title Strategy & Operations Manager Direct People Accountability 5 Reporting To Director HR CSB & MM Indirect People Accountability n/a Key Projects HR plan, HR Labour and expense budget Employment Instrument CLC Location(s) Melb, Sydney preferred Role Context Mission Strategic Alignment Lead a team of Delivery Partners, to drive the planning and execution of enterprise wide HR initiatives for Telstra CSB & MM and specific CSB & MM BU initiatives aligned to CSB & MM s People strategy. This includes developing the CSB & MM HR People Plan / Strategy, and work in partnership with CSB & MM HR team to ensure initiatives are well planned, BP teams are engaged early to determine BU requirements and regular updates and outputs are completed within agreed timeframes. Overall, support the HR team to execute initiatives that align to the key areas of: Performance, Productivity, Leadership, Talent, Culture and Capability. This role contributes to improving employee experience which has a direct impact on sustainable engagement and customer experience Outcomes Successful design and delivery of an innovative People Plan that takes a multi-year approach to HR through the development and implementation of HR initiatives that address and solve business problems and directly contribute to business objectives. Driving a strong focus on: - Performance - Ensures behaviour and contribution by employees is focused on goals aligned to strategy & priorities, and employees are clear on expectations and role requirements, with in-year feedback - Productivity - Reduce the cost base of LOB and improve productivity to support financial gap closure for FY16 & FY17 forecasts - Leadership - Ensure CSB & MM has a strong leadership bench-strength that is able to lead & transform the CSB & MM Business to meet current & future market requirements. - Talent - Establish a well-grounded and integrated talent operating model to ensure top talent are identified and mobilised for future business needs - Culture - Establish sustainable and ongoing energy and focus in the creation of a customer led mindset and behavioural outcomes across the CSB & MM workforce. - CSB & MM HR Team Operations - Support the planning and operational management of the requirements of the CSB & MM HR team s needs

2 Key Stakeholder Relationships Internal External HR SLT, HR Ops Leads, CSB MM HR team, HR COEs, Telstra CSB & MM business leaders Suppliers, consultants Key Accountabilities - Executive level support to HR Director: provide executive support to the Director, with operational and strategic functions. Accountabilities include assisting the HRD formulate the strategic plan for the group, coordination of the group s programs and monitoring outcomes and success measures of those initiatives - Lead and coach a team of HR Delivery Leads to support the business to deliver its key people priorities - Work with the HR Team to co-create a strongly business relevant overarching People Plan. Support the Delivery Team partner with the business for the delivery of both (business and people plans), to achieve competitive advantage - Bringing strategies to life through the delivery of innovative solutions, due to the design & delivery of creative people practises and challenging current state - Where aligned to People Plan and HR Processes continually challenge current state where opportunities for improvement are identified, constantly striving for an environment of continuous improvement. Where possible act on those opportunities to create an effective HR operating model and environment for Telstra employees as aligned to the HR Calendar. - Build a HR plan and Calendar that contributes but is not limited to: o Annual Review: Contribute to the effective planning and roll out of the CSB & MM annual performance review process (performance & remuneration period). o Underperformance: Enable the BUs to drive a focus on addressing poor performance and behaviours. o Restructure: Support the simplification of the CSB & MM business through supporting the effective and efficient implementation CSB & MM restructure initiatives. o Capability: Integrated capability delivery of strategically imperative skills through leading capability programs as aligned to the Enterprise Learning Framework. Partner with Global Learning on building and delivering learning roadmaps. o Talent review: Support the planning and facilitation of bi-annual talent review sessions & interim actions/ follow up items. o Wellbeing Program: Support the effective build and launch of the remaining Thrive@Retail wellbeing program modules, supporting employees to gain access to tools and information to support their resilience and ability thrive in an agile workplace environment. o EES: As well as assisting to drive uplift in EES results, also contribute to uplift and shifting Telstra CSB & MM HR Results, through creating a positive working environment and simplifying the way we work o Reward and Recognition: Lead and coordinate relevant R&R programs both enterprise and localised BU programs. Ensure effective promotion, nomination collation and execution. Delivered on time, to budget, and with effective gender diversity considerations (50/50 spilt) - HRM & HR BP partnerships: Develop strong and effectively working relationships with the HR Business Partners within CSB & MM. Develop an understanding of the BU needs, relevant leaders, and establish and operating rhythm with BP teams to ensure they are update with requirement information, and supported in the execution of Business Unit HR plans. - CSB & MM HR team communications: Preparing of materials and communication with the CSB & MM

3 HR Team of regular newsletter updates, to ensure the team are update with products and changes coming from the corporate HR COE teams, and the CSB & MM HR team operating calendar - CSB & MM HR Budget & Reporting: Complete regular organisational health checks / dashboard reporting. Plus ad hoc reporting for HR BP teams as requested (including but not limited to productivity, performance, leadership, leave, success plans, scorecards and other requests). Support the CSB & MM HR team budget and cost accruals review of baseline team data, month on month changes to Headcount and FTE, and quarterly forecast projections - CSB & MM Team meetings/offsite: Support the planning and logistical arrangements for CSB & MM HR team meetings and offsite planning - Coaches, mentors and challenges business executives, managers and BU team members ensuring that optimal decision-making is made. Core Capabilities / Technical Skills Technical Descriptors Develop HR Talent & Capability Understands what drives the team Provides feedback on people's strengths and areas for development and coaches to build capability and confidence Provides encouragement and support to build people's confidence and capability Shares own knowledge and expertise with others to help build confidence and capability Draws on the diversity of the team effectively Demonstrated ability to work with others to define a strategy, set priorities and implement with a focus on human capital. Strategic Thinking & Planning Strong strategic thinking ability, including the ability of developing, reinforcing and communicating a clear vision which is forward looking with a holistic approach. Strong inclination for planning strategy and tactics. Strong business acumen and understanding of organisational issues and challenges. Experienced in the application of information on the internal and external drivers for the change when scoping, planning and providing solutions knowledge of the tools, concepts, methodologies, processes, and techniques of strategic planning Strong analytical skills and the ability to draw inferences from data sets Strong understanding and application of principles, concepts, market strategy practices, and standards Business Acumen Demonstrates ability to comprehend the financial implications of business and people decisions. Acts prudently with an understanding of the wider business and the operations of their client areas and the wider enterprise. Commercial Acumen Future-oriented and innovative to deal with unprecedented global/ business unit challenges and rapid technology, market and economic shifts. Business Partnering and Influencing Skills Highly proficient in the effective exploration of alternatives and positions to be able to reach outcomes that gains support and acceptance by all relevant stakeholders. Excels in partnerships, communications, persuasion, with a strong ability to collaborate and negotiate organisational change outcomes Convincingly displays a credible presence and positive image Forms networks and relationships of benefit to the team and organisation Highly proficient in adopting appropriate interpersonal styles and techniques to gain acceptance of ideas or plans. Experienced in the building and maintaining of open, collaborative and reciprocal

4 relationships with others. Resilient and tenacious with a propensity to persevere. Influencer and direction setter at Executive and Senior levels with demonstrated ability to act, partner and influence Customer Focus Dedicated to meeting the expectation and requirements of customers Gets first-hand customer information and uses it for improvements in products and services Acts with customers in mind Qualifications/Experiences Significant experience in an HR and/or related role. Tertiary qualified in HR, Psychology or equivalent. Experience in more complex HR functional service models resulting in strong business outcomes. Other relevant business and industry experience Significant experience working with senior stakeholders Strategic business consulting/partnering Large scale transformation or change programs Contribution to developing strategy Ability to multitask and navigate competing priorities Experienced in large scale transformation or change programs Potential barriers to success Lack of financial knowledge Blocked Personal Learner Insensitive to Others Defensiveness Political Missteps Feeder Roles HR Business Partner COE Lead HR Direct Team Manager Potential Career Pathway (Potential progression roles within Telstra) Suggested Development Experiences COE HR Manager Contribution to strategic initiatives

5 HR Manager HR Direct Manager Strategy Consultant Manager roles in Business Units Change Principal Specialist Personal Leadership Results Leadership Strategic Leadership Customer Focus Leadership Capabilities Customer Focus Drive Strategy & Innovation Build Engagement & Understanding Collaborate & Connect Translate Strategy into Action Develop Self Awareness & Leadership Authenticity Develop Talent & Capability Descriptors Puts self in customer shoes and acts with customer in mind Invests time in building trusted relationships with the customer Collaborates within and outside own area to benefit the customer Encourages the broader team to place the customer first Takes concrete step to add value to the customer Thinks through the impact of industry and environmental trends on the customers Identifies where gaps in the market represent opportunities Demonstrates insight into external industry and technology developments Knows main competitors, Telstra's position and key points of differentiation Encourages people to pursue creative ideas and take calculated risks Encourages people to simplify unnecessary complexity Demonstrates awareness of current market trends Carefully plans and implements varied tactics to gain others support and buy-in Engages people around the future direction in clear and simple terms Helps people see how their work connects to the broader vision Role models resilience through change Acknowledges that change is challenging and supports people to be resilient Inspires individuals and the team to take ownership for delivering against business goals; ensures the team wins. Role models a supportive and empathetic approach to working together Draws on trusted relationships and networks across the business Seeks to understand others' contrasting perspectives in order to overcome resistance and find common ground Works through formal and informal channels to achieve outcomes Motivates people to deliver outstanding and sustainable results that support the strategic priorities Solves complex problems Anticipates roadblocks and removes them in advance Is able to change direction quickly when required Is comfortable with ambiguity; can quickly decide the pathway forward for self and others Identifies and evaluates opportunities within own business area by focusing on the bottom line; makes appropriate recommendations in connection with delivery of long-term, sustained performance Demonstrates authenticity and sincerity when interacting with others Comfortable discussing own strengths and development areas Proactively seeks positive and constructive feedback and makes changes based on feedback Flexes behaviour to work effectively with different people and situations Demonstrates resilience and communicates confidence in achieving a positive outcome during challenging situations Knows people's motivators and aspirations Empowers people to continually develop their capability and confidence Provides encouragement and support to build people's confidence and capability Actively builds organisational capability by educating others around own knowledge and expertise Champions the benefits of diverse teams Makes objective and accurate assessments of individuals strengths and weaknesses for developmental purposes Is sensitive to underlying problems and issues and why people act or behave the way they do

6 Advocacy And Values Advocacy Values Take Ownership, Action Commitments, Get it Right First Time I Always Listen, I Simplify, I Anticipate What You Want, I Adapt To Your Needs Better Together, Find Your Courage, Make the Complex Simple, Show You Care, Trust Each other to Deliver