Role Description Director, Human Resources

Transcription

1 Role Description Director, Human Resources Cluster Separate Agency Agency NSW Education Standards Authority Division/Branch/Unit Strategy and Delivery Location Sydney CBD Classification/Grade/Band PSSE Band 1 Senior Executive Work Level Standards Work Contribution Stream: Professional/Technical/Specialist Role Number XXXX ANZSCO Code PCAT Code Date of Approval 10 July 2017 Agency Website Agency overview The NSW Education Standards Authority ( NESA ) was formally established on 1 January 2017 to improve quality teaching and student learning across all schools and school sectors. It is responsible for the curriculum, assessment, teacher accreditation and regulatory standards in NSW schools, and accreditation of early childhood teachers. Primary purpose of the role Develop and lead the implementation of a strategic workforce plan to support NESA s business objectives through workforce capability and engagement Act as a key business partner to the Chief Executive Officer (CEO), Executive Directors and their direct reports to enable their delivery of business outcomes through people Shape and lead a team to deliver client focused Human Resources services aligned with NESA s strategic workforce plan. Key accountabilities Work in partnership with the CEO, Executive Directors and Directors to develop a tailored, effective workforce strategy that will enable the business to deliver against NESA objectives Participate in the development of organisational change initiatives, including culture change, contributing expert advice on the workforce systems, structures, communications and processes that will best support desired changes Support and coach executives in relation to change management, performance management, engagement and workforce planning issues within their own teams Work with executives to develop policies and workforce planning for the sizable HSC casual/marking workforce 1

2 Lead, facilitate and/or manage a range of complex projects including implementation of performance management, diversity and inclusion, talent management and workforce planning initiatives to develop a high performing culture and to build employee and organisational capability Advise line managers on the management of disciplinary and grievance matters. Provide advice and guidance on complex individual employee relations cases, ensuring that these are well managed and meet the requirements of NESA s policies, best practice and employment legislation. Key challenges Transforming the NESA HR unit into a strategic business partner aligned with and supporting the NESA workforce strategy Working with senior leaders to develop a management and organisational culture that recognises the major impact of workforce management practice on business outcomes Working to develop and implement long term workforce strategies whilst concurrently developing and implementing efficient systems and processes to meet NESA s operational HR needs Key relationships Who Why Internal CEO and Executive Directors Provide advice to in the development of appropriate workforce solutions to business issues in line with NESA objectives Executive Director, Strategy and Delivery Develop a relationship of trust and respect Escalate issues, keep informed, advise, discuss and receive guidance on priorities Directors & Managers Provide strategic advice, support and coaching on leading others Develop and manage effective collaborative working relationships Team members Lead the team, providing direction, feedback and opportunities for development. External Public Service Commission Pro-actively seek participation in sector working groups and information sharing events. Consultants Liaise with various external consultants as and when required Role dimensions Decision making Decisions are made in accordance with NESA and/or Directorate documented policies and procedures including the Code of Ethics and Conduct. The role acts independently in performing its core work and applies specialised knowledge, skills and professional judgement to achieve outcomes and consults with the Executive Director, Corporate Governance and School Standards on matters that are sensitive and/or contentious to agree on a suitable way forward. Role Description Director, Human Resources 2

3 Reporting line The Director, Human Resources reports to the Executive Director, Strategy and Delivery. Direct reports There are 3 roles (1 direct and 2 indirect) reporting to the Director, Human Resources. Capabilities for the role The NSW Public Sector Capability Framework applies to all NSW public sector employees. The Capability Framework is available at This role also utilises an occupation specific capability set which contains information from the Skills Framework for Information Age (SFIA). The capability set is available at Capability summary Below is the full list of capabilities and the level required for this role. The capabilities in bold are the focus capabilities for this role. Refer to the next section for further information about the focus capabilities. Role Description Director, Human Resources 3

4 NSW Public Sector Capability Framework Capability Group Capability Name Level Display Resilience and 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 Focus capabilities The focus capabilities for the role 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 role s key accountabilities. NSW Public Sector Capability Framework Personal Attributes Display Resilience and Courage 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 Role Description Director, Human Resources 4

5 NSW Public Sector Capability Framework Relationships Influence and Negotiate Results Think and Solve Problems Business Enablers Project Management People Management Inspire Direction and Purpose Develop effective strategies and show decisiveness in dealing with emotionally charged situations, difficult and controversial issues 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 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 Promote a sense of purpose and enable others to understand the links between government policy and organisational goals Build a shared sense of direction, clarify priorities and goals and inspire others to achieve them Work with others to translate strategic direction into operational goals and build a shared understanding of the link to core business outcomes Create opportunities for recognising and celebrating high performance at the individual and team level Role Description Director, Human Resources 5

6 NSW Public Sector Capability Framework Work to remove barriers to achievement of goals Role Description Director, Human Resources 6

7 Human Resources Professionals Capability Set NSW Human Resources Professionals Capability Set Workforce strategy Contribute to defining business objectives, create evidence based workforce strategies to achieve outcomes and guide the organisation through the required change. Talent Management Develop approaches to proactively manage the supply of diverse leaders, talent and capabilities across the organisation Level 3 Collaborate with managers and leaders to analyse workforce and business data to understand the workforce factors contributing to business opportunities and the potential solutions. Provide managers and leaders with informed advice on workforce options for securing capabilities required in the short and long term, based on knowledge of service delivery models, diverse customer needs and internal and external labour market trends. Provide evidence-based advice on best fit, capability-based workforce strategies to managers and leaders to facilitate effective implementation and regular review of business strategies. Liaise with specialist human resources functions to ensure advice and support is provided to business units as an integrated suite of strategies and tools, calibrated to overarching and/or local business goals. Encourage managers and leaders to understand the link between good workforce management and positive business outcomes and to take ownership of these strategies. Coach managers and leaders on identifying, engaging and managing stakeholders to facilitate development and implementation of new business priorities or models. Level 3 Provide expert advice to managers and leaders on fit-forpurpose talent management strategies to close capability gaps, support informed selection choices, and align with the organisation s employee value proposition. Encourage the capability growth of teams and of current and potential leaders, through the design and delivery of tailored development, mobility and career management programs. Collaborate with peers across the sector to build talent pipelines for common roles and key professional streams, enhancing the sector s appeal as an employer. Encourage use of mobility provisions to support employees to acquire a broad base of experience through their careers and optimise flexible resource deployment. 7

8 NSW Human Resources Professionals Capability Set Organisational Culture Identify, assess and encourage workplace values and behaviours to foster an engaged, inclusive and high performing workforce Collaborate with leaders to develop strategies to enhance managers skills and confidence in having clear, candid and regular performance conversations and provide individuals with effective coaching. Manage the delivery of ongoing performance and recognition programs and evaluate these on a regular basis to ensure they deliver on intended outcomes. Manage the design of methods to assess the effectiveness of talent management programs in building capability and influence the development of future programs, ensuring integration across other workforce management practices. Provide expert advice to leaders and managers on the evaluation of assessments, performance management and talent management strategies, and collaborate on modifications as needed to build organisational capability and talent Level 3 Influence managers and leaders to promote understanding of the significance of workforce management and positive organisational culture in achieving organisational goals as well as personal career goals. Provide expert advice to managers and leaders on integration and operationalisation of the organisational values, behaviour standards and Employee Value Proposition into all stages of the employment lifecycle in their areas of responsibility. Collaborate with managers and leaders on action plans to support organisation-wide integration of culture and engagement strategies, based on unique business priorities and context. Collaborate with managers and leaders to create and implement workforce programs and frameworks that motivate, recognize and reward employees and make the organisation a diverse, inclusive, innovative and meaningful place to work. Provide expert advice to managers and leaders as they implement individual and organisation-wide changes to turn organisational values and behavioural standards into daily practice and eliminate unacceptable manager or employee behaviours. Collaborate with managers and leaders to create and implement organisation-wide fit-for-purpose employee wellbeing strategies, addressing areas of staff resistance or ambivalence. Coach managers and leaders in understanding the key drivers of employee engagement together with the importance of monitoring patterns and taking early action. Develop benchmarks for key indicators of organisational Role Description Director, Human Resources 8

9 NSW Human Resources Professionals Capability Set culture and evaluate the effectiveness of workforce strategies in shaping organisational culture. Workforce Insights Establish and maintain workforce management systems, data and analysis to support evidence-based decision making Employee Services Deliver customer focused human resources services to optimise the employment lifecycle experience at an individual and organisational level Level 3 Manage the evaluation of workforce data and reporting in order to analyse trends, identify capability gaps and leverage insights to inform workforce planning. Propose solutions to business problems through interpretation of workforce analytics outputs in combination with other organisational data and determine correlations with service delivery outcomes and business results. Design and deliver climate surveys or other methods to measure business activity and employee engagement; prepare advice to managers and leaders on key themes and proposed solutions. Collaborate with managers and leaders to tailor existing workforce management technology to support changes to human resource processes and organisational design. Conduct benchmarking exercises and set metrics to measure and optimise performance of workforce management systems. Collaborate with managers and leaders to identify areas of improvement in the existing workforce management systems and initiate efficient developments in the systems, to ensure data integrity and quality assurance. Collaborate with sector peers to ensure alignment of data definitions and calculation methods to ensure comparability and integrity of data provided for cross-sector analysis purposes. Level 3 Tailor service-level agreements to meet requirements and develop appropriate metrics. Regularly manage the review and evaluation of the full life cycle of employee services, and identify and recommend possible HR process and service improvements. Manage the delivery of high quality advice to managers and leaders on all employment matters. Foster a culture of customer service excellence, continuous improvement, and value for money. Identify and act on any legislative or sector/ organisation policy changes that may impact service delivery. Develop business cases and implementation plans in support of service model changes. Collaborate with managers and leaders to coordinate the implementation of new or changed employee service offerings. Manage third party suppliers against service level agreements, KPIs and contracts. Role Description Director, Human Resources 9