MANAGER, WORKPLACE RELATIONS (PERFORMANCE AND CONDUCT)

Transcription

1 MANAGER, WORKPLACE RELATIONS (PERFORMANCE AND CONDUCT) BRANCH/UNIT TEAM LOCATION CLASSIFICATION/GRADE/BAND POSITION NO. People and Safety Workplace Relations Ultimo TM3 TBA ANZSCO CODE PCAT CODE TBA TAFE Website 1. ORGANISATIONAL ENVIRONMENT TAFE NSW s purpose is to skill the workforce of the future. It is Australia's leading provider of vocational education and training with over 500,000 annual enrolments and a proud history for setting the benchmark for quality service. As the NSW public provider, it supports the NSW Government's priority to grow skills for the economy and jobs of tomorrow. Critically, TAFE NSW plays a vital role in providing vocational education in rural and regional NSW, and job training pathways for the most vulnerable in the community. TAFE NSW offers the best of campus-based delivery as well as flexible, online and work-based learning. The TAFE NSW values of Customer First, Collaboration, Integrity and Excellence guide our team in strengthening communities, delivering world-class training for our students and producing job ready graduates for employers. The operating environment for TAFE NSW is dynamic as we leverage our scale, expertise, passion and reputation to meet the rapidly changing VET landscape. TAFE NSW is committed to its students and customers and the role it plays in changing lives and opening up opportunities through learning. 2. POSITION PURPOSE The Manager, Workplace Relations (Performance and Conduct) is responsible for leading a team in the provision of expert advice on performance and conduct issues to ensure compliance with relevant workplace relations policies, and to support TAFE NSW s strategic objectives of driving a high performing workplace culture and engagement. Last Updated: May 2017 Version 1 Page 1 of 6

2 3. KEY ACCOUNTABILITIES 1. Lead, manage and develop a team of performance and conduct professionals to work in collaboration with, and embed capability within, Business Partners to address and influence ongoing culture and a wide range of performance and conduct issues across TAFE NSW. 2. Provide interpretation and clarification of TAFE NSW performance and conduct policies, practices and procedures and associated legislation to management to ensure compliance with regulatory and legislative governance requirements and instil them as a matter of line management responsibility. 3. Advise, support and coach Business Partners and Senior Management to facilitate workplace harmony through early identification, intervention and resolution of potential disputes. 4. Coach, advise and support Business Partners to work in collaboration with stakeholders on the development and implementation of effective performance management programs to address under-performing staff. 5. Collaborate with Business Partners, Workplace Relations Case Managers and other key stakeholders to ensure that allegations of breaches of conduct are thoroughly investigated in compliance with TAFE NSW s procedures to ensure timely and effective outcomes. 6. Develop framework and systems to manage investigations in a timely manner with accurate and concise records and regular reporting and which identifies risks for the organisation. 7. Manage the provision of training and support programs to management and staff to build capability and awareness of TAFE NSW s policies relating to fraud, child protection and other matters covered by the code of Conduct. 8. Build and sustain effective working relationships with key internal and external stakeholders to facilitate effective consultation with unions on performance and conduct issues. 9. Collaborate with Business Partners in providing advice and guidance to managers to address indicators of poor performance such as high levels of short term absenteeism including the utilisation of the Employee Assistance program. 10. By example, lead the development of a safe, healthy and inclusive work environment, including implementation and review of appropriate strategies and measures. 11. Place the customer at the centre of all decision making. 12. Manage and develop a high performance team, aligned to the core values of integrity, collaboration, excellence and a customer first attitude, through effective leadership, support and feedback. 13. Collaborate with staff to ensure the development and regular review of meaningful individual performance management and development plans that are clearly aligned to strategic objectives and focused to develop the individual. 4. KEY CHALLENGES Influencing and persuading stakeholders and staff to adopt and engage with a range of people management initiatives and reforms in an environment of competing demands for resources and tight deadlines. Maintaining and promoting healthy workplace and management practices to enable staff to appropriately respond to high pressure and difficult situations within a significantly changing industrial environment. Ensuring investigations into alleged breaches of the code of conduct and the management of poor performance are handled sensitively and objectively and in compliance with governance requirements. Last Updated: May 2017 Version 1 Page 2 of 6

3 5. KEY RELATIONSHIPS WHO WHY Internal Head of Workplace Relations Receive leadership, support and advice. Workplace Relations Team Provide leadership, support and advice. Manager Performance Culture and Engagement Provide expert strategic and operational guidance and support on systemic performance and conduct matters. People Business Partners Provide support, advice and coaching. Executive Leadership Team Provide expert strategic and operational guidance and support. 6. POSITION DIMENSIONS Reporting Line: Head of Workplace Relations Direct Reports: 4-5 Indirect Reports: Nil Financial Delegation: Budget/Expenditure: Decision Making: Makes decisions on complex and sensitive issues within professional knowledge and expertise and structured by established management systems Manage functional expenditure and resourcing within relevant policy and delegation frameworks. Matters requiring a higher level of approval are referred to the Reporting Line Manager. 7. ESSENTIAL REQUIREMENTS 1. Degree qualifications in employee relations, employment law or equivalent industry experience. 2. Significant experience in investigating and addressing poor performance and misconduct. 3. Highly developed knowledge of employment law and its operation, including child protection. 4. Ability to address and meet focus capabilities as stated in the Position Description. Last Updated: May 2017 Version 1 Page 3 of 6

4 8. CAPABILITIES NSW Public Sector Capability Framework Below is the full list of capabilities and the level required for this role as per the NSW Public Sector Capability Framework. The capabilities in bold are the focus capabilities for this role. Refer to the next section for further information about the focus capabilities. Capability levels are as follows and reflect a progressive increase in complexity and skill: Foundational > Intermediate > > > Highly CAPABILITY GROUP NAME LEVEL Display Resilience & Courage Act with Integrity Manage Self Value Diversity Communicate Effectively Commit to Customer Service Work Collaboratively Influence and Negotiate Deliver Results Plan And Prioritise Think and Solve Problems Demonstrate Accountability Finance Technology Procurement and Contract Management Project Management Manage and Develop People Inspire Direction and Purpose Optimise Business Outcomes Manage Reform and Change Intermediate Intermediate OCCUPATION/PROFESSION SPECIFIC CAPABILITIES FOR THE POSITION CAPABILITY DEFINITION LEVEL Workforce Strategy Organisational Culture Contribute to defining business objectives, create evidence based workforce strategies to achieve outcomes and guide the organisation through the required change. Identify, assess and encourage workplace values and behaviours to foster an engaged, inclusive and high performing workforce. Level 4 Level 3 Last Updated: May 2017 Version 1 Page 4 of 6

5 Workforce Relations Develop and deliver effective workplace practices aligned with organisational objectives and regulatory and legislative requirements. Level 3 FOCUS CAPABILITIES The focus capabilities for the Manager, Workplace Relations (Performance and Conduct) are the capabilities in which occupants must demonstrate immediate competence. The behavioural indicators provide examples of the types of behaviours that would be expected at that level and should be reviewed in conjunction with the position s key accountabilities. NSW Public Sector Focus Capabilities NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Personal Attributes Display Resilience and Courage Personal Attributes Value Diversity Relationships Influence and Negotiate Results Deliver Results Stay calm and act constructively in highly pressured and unpredictable environments. Give frank, honest advice in the face of strong, contrary views. Accept criticism of own ideas and respond in a thoughtful and considered way. Welcome new challenges and persist in raising and working through novel and difficult issues. Develop effective strategies and show decisiveness in dealing with emotionally charged situations, difficult and controversial issues. Encourage and include diverse perspectives in the development of policies and strategies. Leverage diverse views and perspectives to develop new approaches to delivery of outcomes. Build and monitor a workplace culture that values fair and inclusive practices and diversity principles. Implement methods and systems to ensure that individuals can participate to their fullest ability. Recognise the value of individual differences to support broader organisational strategies. Influence others with a fair and considered approach and present persuasive counter-arguments. Work towards mutually beneficial win/win outcomes. Show sensitivity and understanding in resolving acute and complex conflicts. Identify key stakeholders and gain their support in advance. Establish a clear negotiation position based on research, a firm grasp of key issues, likely arguments, points of difference and areas for compromise. Pre-empt and minimise conflict within the organisation and with external stakeholders. Drive a culture of achievement and acknowledge input of others Investigate and create opportunities to enhance the achievement of organisational objectives. Last Updated: May 2017 Version 1 Page 5 of 6

6 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Results Think and Solve Problems Business Enablers Project Management People Management Manage and Develop People Make sure others understand that on-time and on-budget results are required and how overall success is defined. Control output of business unit to ensure government outcomes are achieved within budget. Progress organisational priorities and ensure effective acquisition and use of resources. Seek and apply the expertise of key individuals to achieve organisational outcomes. Undertake objective, critical analysis to draw accurate conclusions that recognise and manage contextual issues. Work through issues, weigh up alternatives and identify the most effective solutions. Take account of the wider business context when considering options to resolve issues. Explore a range of possibilities and creative alternatives to contribute to systems, process and business improvements. Implement systems and processes that underpin high quality research and analysis. Prepare clear project proposals and define scope and goals in measurable terms. Establish performance outcomes and measures for key project goals, and define monitoring, reporting and communication requirements. Prepare accurate estimates of costs and resources required for more complex projects. Communicate the project strategy and its expected benefits to others. Monitor the completion of project milestones against goals and initiate amendments where necessary. Evaluate progress and identify improvements to inform future projects. Refine roles and responsibilities over time to achieve better business outcomes. Recognise talent, develop team capability and undertake succession planning. Coach and mentor staff and encourage professional development and continuous learning. Provide timely, constructive and objective feedback to staff. Address and resolve team and individual performance issues, including serious unsatisfactory performance, in a timely and effective way. Implement performance development frameworks to align workforce capability with the organisation's current and future priorities and objectives. Last Updated: May 2017 Version 1 Page 6 of 6