Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit

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1 JOB TITLE NAME UNIT REPORTS TO JOB FAMILY Organizational Development Specialist Vacant Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit Primary Purpose: The Organizational Development Specialist is responsible for the development and implementation of initiatives which support transformative organizational change. Acting as change master and internal consultant the incumbent will provide organizational development expertise and lead initiatives to advance individual, team, and organizational performance. The Organizational Development Specialist will be responsible for the planning, development and implementation of a variety of professional training and development programs for Facilities Management Division (FMD) employees. The work involves designing and coordinating training to cover both current and future needs and must be developed in alignment with FMD, university and employee needs in a cost-effective manner to ensure maximum benefit to employees and the university. The incumbent will play a lead role in helping change initiatives meet FMD s needs and objectives by focusing on the people side of change including changes to business processes, systems and technology, job roles and organization structures. Nature of Work: This position reports to the Director, Human Relations and while the Organizational Development Specialist does not have direct managerial or supervisory responsibility, they will work closely with the Communications and Divisional Services Manager, Human Resources analyst, Enterprise Asset Management Project Manager, FMD s leadership team, managers, supervisors, and employees at all levels. The incumbent will support project teams to integrate change management activities into their plans and provide direct support and coaching to front-line managers and supervisors as they help their direct reports through transitions. Discretion, diplomacy, and independent judgment as well as very strong communication (written and verbal) and facilitation skills are essential. The work is complex and unstructured and requires a proactive approach in a complex, unionized, academic/service environment. Effective professional relationships that support collaboration and problem solving and a solid understanding of how people go through change and the change process are essential for success in this position.

2 Qualifications: Education: A post-secondary degree in human resources, organizational development, or other related disciplines. A masters degree would be an asset. Certification in change management principles and methodologies, CHRP and other related certifications are preferred. Experience: 3-5 years of human resources experience in change management and organizational development including experience designing and delivering workshops/training. Experience in a unionized environment is preferred. Skills and Abilities: Sound knowledge of theories, practices, and strategies pertaining to development and management of change management processes, leadership development, employee engagement, and organizational culture Strong leadership, coaching and relationship management skills Strong facilitation and public speaking/presentation skills Exceptional oral and written communication and interpersonal skills Familiarity with project management approaches, tools and phases of the project lifecycle Solutions oriented with strong problem solving and root identification skills Effective organizational, time and stress management skills Excellent time management skills Must be a team player with the ability to work with and through others Ability to influence others and move toward a common vision or goal Ability to maintain confidentiality and handle sensitive matters diplomatically and discreetly Ability to establish a high level of rapport with managers and employees, utilize judgment and sensitivity in presenting issues and provide leadership/direction in determining appropriate courses of action Ability to challenge status-quo and implement positive change Demonstrated commitment to diversity principles and ability to weave diversity into all training curriculum Accountabilities: Strategic or Unit Level Planning Analyze staff skill requirements in line with FMD and university objectives and make recommendations for a staff development strategy which builds current and future skill needs. Identify potential risks and anticipated points of resistance during change initiatives and develop specific plans to mitigate or address the concerns. As needed, collaborate on the development of a set of actionable division wide change management plans including communication plan, sponsor roadmap, coaching plan, training plan and resistance management plan. Lead the development, evaluation, design and delivery of FMD training and staff development programs to improve divisional leadership, individual performance, and professional growth of FMD staff.

3 People Leadership Provide effective advice and coaching to FMD managers, supervisors and staff in the areas of change management, conflict resolution, problem solving, organizational structure, corporate culture and values, team effectiveness, and leadership development and practices to advance FMD s strategic priorities Collaborate with supervisors, managers and other leaders to provide development plans that support the effectiveness and retention of new hires. Lead and/or direct training as needed to effect organizational change or further the developmental goals of the division. Apply a structured change management approach and methodology for the people side of change caused by projects and change efforts. Identify staff performance gaps, and work with managers to develop and implement corrective actions Work with project teams to integrate change management activities into the overall project plans. Develop and maintain effective and cooperative relationships with all staff within FMD and support healthy interactions among employees of FMD. Provide development opportunities to managers and staff through training and development opportunities, coaching, mentoring, and support for on-the-job training. Assist in the creation of development plans for employees to direct their career paths. Ensure knowledge, skills and abilities are identified for key positions within FMD and collaborate with the HR Analyst to coordinate and facilitate the succession planning process in alignment with the Staff Development strategy. Best Practices Use knowledge gained through follow-up activities and evaluations to continually improve program design and delivery. Ensure performance management, communication skills, conflict resolution and leadership capability is built into the training curriculum. Determines professional development effectiveness of trainings provided using standard assessment tools to measure learning, changes in behavior and results. Plan, develop, and provide training and staff development programs, using knowledge of the effectiveness of methods such as classroom training, demonstrations, on-the-job training, meetings, conferences, and workshops while ensuring training and development programs are based on both the FMD and the individual needs Ensure statutory training requirements are met Design and develop or recommend training and development opportunities at the level appropriate for their specific target audiences. Identify and recommend strategies for process improvements. Financial and Resource Management As needed, research the need to collaborate with outside vendors to purchase training design and/or delivery services and makes recommendation to management regarding buy versus build options. Responsible for monitoring and forecasting training budget requirements and expenditures.

4 External Relationships and Partnerships Collaborate with staff within FMD, the Human Resources Division and the wider University to create and facilitate staff development activities while building and maintaining a positive reputation for FMD. COMPETENCIES Leadership / Vision The demonstrated ability to build a shared, compelling and credible vision of the future influencing people to ensure outcomes that support achieving the vision; applicable to all jobs of all levels; culture of leadership Influences others to share and commit to a common vision Fosters positive work and learning environments Values and considers differing points of view before making a decision Makes timely decisions even when unpopular or difficult Anticipates how decisions affect people Delegates authority and responsibility Holds others accountable for making and meeting commitments Provides continuous, honest and supportive feedback Supports development and continuous improvement Communication The ability to convey information and ideas to individuals in a manner that engages the audience and helps them understand, retain and respond to the message Communicates clearly and ensures understanding Listens actively to understand others points of view Provides useful and valuable information to others Demonstrates an awareness of the effects of communications on others Understands and demonstrates the need for confidentiality and discretion Support for Progress Demonstrates the ability to motivate and to gather, integrate and analyze data, making sound recommendations Challenges the status quo Advocates innovation and creativity, even when risk is involved Adapts and maintains productivity in an atmosphere of changing practices Demonstrates an optimistic attitude towards change Demonstrates emotional maturity and resiliency in difficult circumstances Engages and supports others in the change process Works with, rather than resists, forces of change

5 Relationship Building The demonstrated ability to develop the rapport necessary to build, maintain and/or strengthen partnerships and relationships inside and outside the University Seeks out and promotes positive relations Builds opportunities through collaboration and partnerships Maximizes opportunities to achieve outcomes through or with others Demonstrates understanding, respect and concern for others Participates willingly and openly supports team decisions Proactively deals with conflict by openly addressing problems Results Orientation Focuses on results and completing objectives within the framework defined by the University s plans and policies Readily accepts and responds to challenges Directs confronts problems and persists in finding solutions Remains optimistic and persists in the face of adversity Demonstrates courage rather than avoidance to resolve difficult issues Identifies shared interests to develop positive outcomes Focuses on facts and root causes rather than reacting to symptoms Celebrates successes and learns from mistakes Personal Effectiveness Demonstrates self-awareness in managing stress and the impact on others; demonstrates ongoing commitment to personal growth that includes soliciting feedback and development. Demonstrates integrity and ethical conduct in words and deeds Keeps promises and commitments, even when unpopular or difficult Seeks out and appreciates feedback, demonstrating a commitment to learning Accepts ownership and responsibility for outcomes Learns and recovers from setbacks / mistakes Shares expertise willingly and is sought out as a resource for others Forgoes personal recognition in support of the success of others Takes responsibility for balancing work and personal commitments

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