POSITION DESCRIPTION

Size: px
Start display at page:

Download "POSITION DESCRIPTION"

Transcription

1 POSITION DETAILS: POSITION DESCRIPTION TITLE: OD Practice Leader REPORTS TO: OD Director LOCATION: Greenlane AUTHORISED BY: Fiona Michel, Chief People & Capability DATE: February 2016 PRIMARY FUNCTION: The Organisational Development (OD) Team, part of the People & Culture (P&C) function, exists to create strategy, frameworks, experiences and tools to enable our people to perform successfully in their roles and realise their potential at Auckland District Health Board (ADHB). By doing that, we will sustainably develop the organisational capability to deliver our strategic outcomes and annual KPIs. The OD Team has a common passion and enthusiasm for delivering a high quality experience and outcome for our stakeholders. We are high energy, flexible and work collaboratively to deliver exceptional results. We are strongly focused on living the ADHB values and role modelling the behaviours we inspire our people to develop. There are five portfolios critical to ADHB s longer term success: Culture, Performance, Leadership, Capability & Learning and Talent & Inclusiveness/Belonging. The OD Practice Leader role will have responsibility for one or more of these portfolios, developing and managing standards, guidelines and frameworks and translating the concepts into an operationalised and aligned suite of appropriate initiatives, tools and interventions. Portfolios may rotate over time. The role will: Partner with key stakeholders to ensure solutions are simple, strategically aligned, outcome focused and sustainable. Provide coaching and specialist advice within their portfolio(s). Manage the roll out of tools, frameworks using sound change management and planning. Demonstrate best-fit practice in OD techniques and delivery. Ensure that P&C have the skills and capability to lead and role model effective behaviours and practices. KEY ACCOUNTABILITIES Key Result Area Develop, source and manage standards, guidelines and frameworks Expected Outcomes/Performance Indicators Work with key stakeholders to align and deliver key work streams relating to the portfolio(s) Build and manage change strategy and communications to enable successful adoption of frameworks, experiences and tools; plan for proactive 1

2 communication Leverage delivery methods that work across sites and shifts Provide a standardised learning approach to minimise spend leakage Work with key stakeholders to select and manage providers to deliver learning initiatives or projects as appropriate Upskill P&C team to role model Culture, Performance, Leadership, Capability & Learning and Talent & Inclusiveness/Belonging, and deal with OD enquiries and requests Partner with key stakeholders Consult and advise with regard to culture, leadership, talent and performance capability needs Be the subject matter expert on culture, leadership and performance frameworks, policy, experiences and tools for projects and initiatives requiring guidance Work with supplier partners to explore and embed improved practice Keep a continuous focus on cost improvements, quality & timeliness Provide specialist advice on assessment, development and measurement Demonstrate best practice in learning techniques and delivery Recognise Individual Responsibility for Workplace Health and Safety under the Health and Safety in Employment Act 1992 Provide technical guidance and advice on the design and use of tools Ensure that initiatives are based on robust analysis of trends, research and data Monitor and report on progress, adjusting programmes as required to achieve agreed goals Apply leading edge practice to culture, leadership, talent and performance as best fits the Auckland DHB environment Have a sound understanding of external trends in learning Keep up to date with developments in leadership learning and organisational performance Have strong coaching and facilitation skills Company health and safety policies are read and understood and relevant procedures applied to their own work activities Identify and report on workplace hazards, including self-management of hazards where appropriate Can identify health and safety representative for area MATTERS WHICH MUST BE REFERRED TO OD DIRECTOR Any emerging factors that could prevent achievement of the organisation development and/or leaning and education strategies and business plan at year end Any emerging factors that could prevent budget achievement at year end Any matter that may affect the reputation of the service/s or Auckland District Health Board Any significant human resources/employment relations issues 2

3 Authorities: FTE Direct Reports: 0 Budget Accountability (if applicable): $ Relationships External Internal Committees/Groups Health partners in the region Ministry of Health Health Quality & Safety Commission Northern Regional Alliance DHB Shared Services Health Workforce New Zealand Educational Institutions Unions External suppliers OD Director OD Team HR BPs HR call centre Other ADHB Operating Units Senior Managers & Clinical Leaders Managers Committees and groups relevant to the position Person Specification Education & Essential Desired Qualifications Professional Tertiary level qualification Post Graduate Experience/Knowledge Professional approach to Ideally 7+ years in delivery and consultation Senior stakeholder management experience people-related development or transformation projects Knowledge of the implications Background in of the Treaty of Waitangi with a commitment to Biculturalism assessment tools e.g. SHL Expert knowledge of Developed and Leadership & Performance best practice managed leadership interventions Strong relationship Knowledge of NZ Health management and influencing Sector skills. Knowledge of the Excellent oral and written communication skills and highly service orientated Business partnering capability political, legislative or other external influences affecting the health sector Systems thinker Vendor management experience Microsoft Office 3

4 CRITICAL COMPETENCIES COMPETENCY Drives Vision and Purpose Customer Focus Values Difference Collaborates Learning Agile Strategic Mindset Credibility / Impact Work in Partnership to reduce Inequality in Outcomes Improves Health Prevents Harm DESCRIPTION Articulates the vision in a way everyone can relate to. Creates milestones and symbols to rally support behind the vision. Creates organisation-wide energy and optimism for the future. Shows personal commitment to the vision. Gains insights into customer needs. Identifies opportunities that benefit the customer. Builds and delivers solutions that meet or exceed customer expectations. Establishes and maintains effective customer relationships. Seeks to understand different perspectives and cultures. Promotes an environment where differences are valued and supported. Leverages different experiences, styles, backgrounds and perspectives appropriately. Is sensitive to cultural norms, expectations and ways of communicating. Works collaboratively across the organisation to achieve shared objectives. Facilitates open dialogue with a wide variety of contributors and stakeholders. Partners with others to get work done. Credits others for their contributions and accomplishments. Gains the trust and support of others. Has the capacity for broad and critical thinking. Delivers results through personal drive and by building strong relationships and networks. Is able to get on well with others. Demonstrates the capacity to experiment with new ideas and to personally cope with change. Anticipates future trends and implications accurately. Articulates credible pictures and visions of possibilities that will create sustainable value. Creating a good first impression; commanding attention and respect; showing an air of confidence Works in a way that: Demonstrates awareness of partnership obligations under the Treaty of Waitangi. Shows sensitivity to cultural complexity in the workforce and patient population. Ensures service provision that does not vary because of peoples personal characteristics. Appreciates insights and ideas of all individuals and works effectively with these differences Work practices show a concern for the promotion of health and wellbeing for self and others. Follows policies and guidelines designed to prevent harm. Acts to ensure the safety of themselves and others. 4

5 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 5