Team Leader Application Services

Transcription

1 Principles Vision Purpose Statement Team Leader Application Services healthalliance Purpose, Vision and Principles To be right behind better healthcare. Our role as provider of non-clinical services to the Northern Region DHBs includes Information Services, Staff Services (Payroll and HR Administration), Regional Internal Audit and to the National DHB Sector Finance, Procurement, and Supply Chain (FPSC). To be the recognised experts in making the health dollar go further. We will assist the health sector to spend wisely, enabling DHBs to direct money to frontline clinical services, by providing savings, automating processes, enabling efficiencies and standardisation. Partnership Developing lasting partnerships through collaboration, working to a common goal, facilitating joint solutions within our means, recognising and celebrating success, open communication to share knowledge and information. Respect for people We respect others by; developing trust by being open and honest, listening to and understanding others views, valuing everyone s contribution, celebrating diversity and have fun and enjoy what we do as a team. Integrity We show integrity by; leading by example, open, fair, honest and transparent in everything we do, courage to speak up and challenge when things don t seem right, act ethically and professionally at all times, can do, will deliver our promises, obligations and commitments. Delivering Results We deliver results by; delivering exceptional results through high performance teams, enhance the customer experience, continually improve and add value, being action orientated, responsible and accountable, providing consistent and reliable services. Energised by Innovation We are energised by innovation when we; encourage forward thinking ideas and challenge status quo, measure our performance and see it as an opportunity to learn and grow, creating positive change by developing smarter ways to work, empowering people to maximise potential. Our principles define the expected behaviour of all staff and guide us on the behaviours that are important to us as an organisation. They underpin the way we do things at healthalliance, defining how we strive to move towards our vision

2 This position description provides an indicative outline of the purpose and key responsibilities and tasks of the role. Title and Reporting Relationships Position title: Team Leader Application Services Reporting to: Regional and Clinical Applications Manager / Data Services Manager / Business Applications and Service Optimisation Manager / Technical Solutions Architects Manager Location: Penrose / Greenlane / Whangarei Purpose of the Role The purpose of this role is to provide support for the portfolio of services for the allocated applications team across the healthalliance customer base. The role will assist the Manager in the delivery of the workload of the team and will contribute towards strategic planning and the service improvement plan of the portfolio. The position will work closely with the Manager, direct reports and the wider IT team, in the management of workload volumes, KPI targets, and adherence to the ITIL/SDLC processes defined and in use by healthalliance, in order to deliver quality service, create business value, and maintain/deliver systems for the healthalliance customer base. The position will also lead, coach and mentor team members through effective delegation, performance development and appraisals, and learning and development planning. Personnel Dimensions (Employees reporting to this position directly and indirectly) Number of Staff: Direct: 8 14 Through subordinates: N/A Total: 8 14 Key Relationships People and organisations both inside and outside of the company that this position would be required to manage relationships with. Internal Stakeholders healthalliance management External Stakeholders Service Users and Customer User Groups healthalliance staff DHB stakeholder representatives including Clinical Directors/Advisors of IS, Health/Patient Information Managers, IM Portfolio Managers, Service Managers, Project Steering Groups etc

3 Stakeholder representatives DHB embedded Functional Support, IS and Information Management Staff Other Health Providers and Agencies such as Primary Care Providers and MoH Suppliers & Contracted Personnel Service Users and Customer User Groups Position in Organisation CIO Manager, Solution Delivery Head of IT Operations Director of Projects Manager IT Service Delivery Technical Solutions Architects Manager Applications Service Manager ICT Operations Manager Desktop Services Manager Data Services Manager Clinical and Regional Applications Manager Business Applications and Service Optimisation Manager - 3 -

4 Key Responsibilities and Tasks Expected Outcomes Operational Excellence Co-ordination of the team s core functions. Provide support to the team, and be a point of escalation. Co-ordination of functions from within the resource pool to support services Ensure that incidents, requests and tasks are logged, prioritised, allocated, followed-up, escalated and closed Manage escalations and manage Major Incidents as per the SLA and/or agreed processes. Perform administrative tasks that support team management. Ensure KPI targets are proactively managed. Ensure maintenance and/or administrative tasks are understood and undertaken as required. Customer Service Deliver high quality customer service. To deliver consistently excellent customer service. Knowledge Management Develop and maintain key relationships with our healthalliance customers. Become knowledgeable in our customer s business and influence their decision-making. Process Improvement. Ensure documentation of standards, solutions and procedures is correct and current. Team effectiveness Ensure integrity of data entered into the ITSM/PM tool, whether new or reusable knowledge. Actively encourage knowledge sharing within the team. Develop the team to ensure they have a sound working knowledge of ha core IT environment to support delivery. Participate in team dynamics. Actively participate and engage the team in ITIL/SDLC processes. Solutions Delivery Ensure collaboration and cross-skilling is encouraged in the team. Develop and maintain a team plan to drive service improvement. Participate effectively in the project lifecycle with Deliver small or large pieces of work from the approved work lists (e.g Capital Plan)

5 Key Responsibilities and Tasks Expected Outcomes the Solutions Delivery team. Ensure relevant Handover to Support procedures are complied with, so the receiving team can be operationally effective with regards to changes and releases. Leadership and Human Resources Demonstrate leadership by example, taking ownership and responsibility and, in consultation with your Manager, make decisions while contributing to the wider leadership of the department. Effectively manage performance of staff to ensure customer requirements are met. Support team through coaching and mentoring Develop and maintain development plans for all positions that promote employee growth and maintain skill sets relevant to the current job requirements. Work closely with your Manager and HR in relation to training and development, induction, performance management and other people related initiatives. Risk Management Assist your Line Manager and General Manager to identify, manage and report all significant risks and internal control weaknesses in a timely, accurate and consistent manner. Manage all business risks and mitigation plans assigned to you and maintain accurate and up to date risk registers. Assist to create and embed a culture of strong ethical behaviour, quality and continuous improvement. Pro-actively seek opportunities to align strategy, risk and controls to optimise business performance Work is effectively managed in accordance with priorities and required outcomes achieved In consultation with your manager ensure a Performance Management system is in place, and performance reviews occur with all staff Team skills are progressed as a result of mentoring, coaching and training Poor performance and behavioural issues are addressed Organisational Human Resource policies and practices are followed Be able to demonstrate a healthy relationship with your team members which reflects mutual respect Ensure new staff experience an induction and orientation process Team looks for new smarter ways of working (continuous improvement) High level of customer service for all customers (internal and external) Standardisation of work practices and behaviours Staff leave balances are within agreed parameters and leave management plans are in place where needed. Early warning systems in place (no surprises ) which protect company from unforeseen events and which notifies risks promptly Operational risks are identified and the control environment is optimised to: improve effectiveness, reduce costs and enhance business performance Risk discussions are embedded in operational planning, resource allocation etc. Activities related to compliance matters are efficient and effective - 5 -

6 Key Responsibilities and Tasks Expected Outcomes Adhere to the company s risk appetite and business risk management policies. Professional Development Accept responsibility for own professional development. Annually agree professional development plan with your Manager. Successfully complete formal training and share knowledge to upskill other team members. Liaise with all customers (internal and external) as required in a helpful and polite manner. Development and training plans are in place Knowledge sharing among team members Spirit of co-operation with other work areas/departments is maintained Health, Safety and Wellbeing Support healthalliance health, safety and wellbeing culture and to recognize individual responsibility for Workplace Health and Safety under the Health and Safety Employment in Act Support healthalliance health, safety and wellbeing culture by: Ensuring a safe working environment and safe working practices Reading and understanding healthalliance Health and Safety policies and relevant procedures and applying to own work activities Identifying, reporting and managing hazards where appropriate Displays commitment through actively supporting all health, safety and wellbeing initiatives General Consistently displays the principles of the organisation Adheres to and observes all organisational policies, methodologies and practices Other duties as required by the Manager in addition to or as a result of changing circumstances, that contributes to achieving the purpose of the role - 6 -

7 Qualification, Experience and Training Requirements What is the typical background required to competently perform the responsibilities of the job? Essential is the minimum acceptable level for entry. Preferred indicates the desirable level, but may also expand on the nature, eg: industry related, level of previous supervisory experience. Essential Preferred At least 5 years experience supporting/delivering solutions in a large complex IT environment. Tertiary qualification in Health Information Management. Proven customer service skills within a large complex IT environment. Healthcare environment experience. Experience with helpdesk/call centre management tools e.g. Cherwell/Altiris/HEAT/Infra/Remedy or similar, and/or; Experience with Project Management tools e.g MS Project, i-lign etc An understanding of key business drivers. Tertiary qualification in an IT related field. ITIL V3 Foundation certification with at least 5 years experience working in environments that adopt the ITIL methodology for Service Management, or; PRINCE2 Foundation certification ITIL Masters certification with 6+ year s experience working in environments that adopt the ITIL methodology for Service Management, or; PRINCE2 Practitioner certification At least 5 years experience leading a large, multi-skilled team with a technical focus. Competencies for the Role - 7 -

8 Customer Focus Interpersonal Savvy Drive for Results Timely Decision Making Is dedicated to meeting the expectations and requirements of internal and external customers; get first-hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gain their trust and respect. Relates well to all kinds of people-up, down, and sideways, inside and outside the organization; builds appropriate rapport; build constructive and effective relationships; uses diplomacy and tact; can diffuse even high-tension situations comfortably. Can be counted on to exceed goals successfully; is constantly and consistently one of the top performers; very bottom-line oriented; steadfastly pushes self and others for results. Making decisions in a timely manner, sometimes with incomplete information and under tight deadlines and pressure; able to make quick decision. Developing Direct Reports and Others Provides challenging and stretching tasks and assignments; holds frequent development discussions; is aware of each person s frequent development discussions; is aware of each person s career goals; constructs compelling development plans and executes them; pushes people to accept development moves; will take on those who need help and further development; cooperates with the development systems in the organization; is a people builder. Managing and Measuring Work Cleary assigns responsibility for tasks and decisions; set objectives and measures; monitors process, progress, and results; and designs feedback loops with work. Motivating Others Creates a climate in which people want to do their best; can motivate many kinds of direct reports and team or project members; can assess each person s hot button and use it to get the best out of him/her; pushes tasks and decisions down; empowers others; invites inputs from each person and shares ownership and visibility; makes each individual feel his/her work is important; is someone people like working for and with. Building Effective Teams Blends people into team when needed; creates strong morale and spirit in his/her team; shares wins and successes; fosters open dialogue; let people finish and be responsible for their work; defines success in terms of the whole team; creates a feeling of belonging in the team Note: The position needs to be reviewed by both parties annually

9 Signed as current and agreed: Manager Employee - 9 -