HEAD OF TALENT AND RESOURCING JOB DESCRIPTION

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1 HEAD OF TALENT AND RESOURCING JOB DESCRIPTION Reporting to Location Staff reporting to this post Salary: - Head of SPOD in Organisational Effectiveness team under Deputy CEO - Oxford - 1 HR Executive and 1 HR Administrator - up to 60,000 & Benefits Shaping a stronger Oxfam for people living in poverty. Oxfam, one of the leading global development organizations, mobilizes the power of people against poverty. We are a diverse confederation of 17 strongly interconnected national affiliates working in over 90 countries, either directly, or with partners to enable transformational change, using a unique combination of long-term development, campaigning and humanitarian programs. Job Purpose To lead Oxfam GB in taking a strategic approach to talent management and resourcing over the longer term To develop and communicate a strong vision and global strategy for talent management across OGB that supports the Oxfam Strategic Plan and 2020 vision at a time of change To develop a network that enables us to have a talent pipeline in critical business areas for the next 5-10 years (within Oxfam GB and Oxfam International context) To build the capacity of both line managers and HR Business Partners to realise talent management as a business critical task To work with other HR colleagues within Oxfam GB and the Oxfam confederation to ensure coherent communication and understanding of talent management and leadership development. To enable and support the development and transition to a global Talent and Resourcing Shared service for the Oxfam confederation over the next 12/18 months Context Within the context of Oxfam 2020, Oxfam has re-configured the Human Resources function to ensure it can deliver the support required to enable significant strategic change across Oxfam. A new global HR Director has recently been appointed, and a new OI post of Head of Talent Management and Resourcing is envisaged at some stage over the coming 2 years. As OGB we recognise that we have a significant gap in our capabilities in an organisation wide, strategic approach to talent management. At a time of great change we are in danger of losing a lot of our talent, so it s critical to act now and appoint a senior lead on talent management to ensure business continuity and people growth and development over the next decade within Oxfam s largest affiliate. You will work closely with both the OI global HR Director and the OGB Head of OD and Deputy Chief Executive to enable business growth and mitigate vacancy risk by ensuring that the organization is building a robust talent pipeline and managing succession for key positions.

2 Key Responsibilities Strategic Talent Strategy: Lead the development of a Talent strategy for the next decade and the business systems and processes needed to enable business leaders and HR business partners to define strategic talent needs for Oxfam and identify high potential talent from within and beyond Oxfam and the sector. Provide thought leadership, program development and delivery execution for a new talent development strategy to improve depth, quality and engagement in talent management across Oxfam Strategic Talent Planning: Lead a process to help Oxfam identify needs and gaps for leadership roles, diversity, and other strategic talent segments. Define and identify strategic capabilities required by the Oxfam and track individuals who possess them Succession Management: Develop the process by which line managers ensure we have a strong, diverse group of candidates ready for key roles. To work with OI colleagues, OGB Senior Management Team, Leadership Team and other business critical leaders to create a coherent, co-ordinated and owned approach to talent management. To operate as a strong team player who brings proactive thinking, global experience, long term vision, wide networks, creative approaches and pragmatic tools to the talent management process of acquiring, assimilating, developing, engaging, retaining, and supporting Oxfam talent. This role will also function as an internal consultant, partner with the business leaders and HR Business Partners (HRBPs) to diagnose and implement pragmatic management, leadership and team effectiveness programs which measurably increase the performance of our global talent and advise on areas linked to attracting talented staff e.g. global employment branding To build on the current talent management approaches in different parts of Oxfam to create integration between functional and regional leaders, and between talent identification and talent development. To develop solutions that are sustainable and able to blend and integrate into the future HR shared services model for the confederation. To influence senior managers globally to operationalise the strategy using Key Performance Indicators to monitoring and adjust the approach accordingly. To systematise the approach to recruitment and talent management, integrating and aligning with other business and people management processes. To build and implement a compelling and integrated recruitment brand that informs and aligns with Oxfam s approach to people management and our values. Technical Skills, Experience & Knowledge Expertise and experience in developing and implementing global talent management strategies within complex multinational organizations including Top Talent and senior leaders. Track record of planning and leading the development of long term business critical talent pipelines Knowledge and understanding of talent management practices and processes to ensure linkage of development programs with succession planning processes. Strong leadership skills and ability to engage global teams in establishing long term goals, objectives and priorities that deliver Oxfam s vision. Ability to work with and influence senior management and leaders addressing issues across functions, and provide thought leadership in diverse business settings. Bring and develop a wide external network with key business leaders

3 Proven track record of creative approaches and solutions with a simple, practical approach to delivery. Excellent verbal and written communications skills to motivate, influence, present, facilitate and negotiate with senior leaders Excellent relationship building, collaboration and negotiating skills Experience in developing, managing, and executing complex projects and initiatives. Awareness of social media and its role in developing talent and brands. Values Travel Committed to a rights based approach including an active commitment to putting women s rights at the heart of all we do as well as the rights of other marginalized people in all aspects of an organization s work. Ability to travel away from home, for occasional programme visits and periodic travel abroad for global meetings. Languages Fluent written and spoken English. French/ Spanish also desirable 3

4 Behavioural competencies (based on Oxfam s Leadership Model) Head of Talent and Resourcing Job Competencies Decisiveness Influencing Humility Relationship Building Listening Mutual Accountability Agility, Complexity, and Ambiguity Systems Thinking Strategic Thinking and Judgment Vision Setting Self-Awareness We are comfortable to make transparent decisions and to adapt decision making modes to the context and needs. We have the ability to engage with diverse stakeholders in a way that leads to increased impact for the organisation. We spot opportunities to influence effectively and where there are no opportunities we have the ability to create them in a respectful and impactful manner. We put we before me and place an emphasis on the power of the collective, nurture the team and play to the strengths of each individual. We are not concerned with hierarchical power, and we engage with, trust and value the knowledge and expertise of others across all levels of the organization. We understand the importance of building relationship, within and outside the organization. We have the ability to engage with traditional and non-traditional stakeholders in ways that lead to increased impact for the organisation. We are good listeners who can see where deeper levels of thoughts and tacit assumptions differ. Our messages to others are clear, and consider different preferences. We can explain our decisions and how we have taken them based on our organizational values. We are ready to be held to account for what we do and how we behave, as we are also holding others to account in a consistent manner. We scan the environment, anticipate changes, are comfortable with lack of clarity and deal with a large number of elements interacting in diverse and unpredictable ways. We view problems as parts of an overall system and in their relation to the whole system, rather than reacting to a specific part, outcome or event in isolation. We focus on cyclical rather than linear cause and effect. By consistently practicing systems thinking we are aware of and manage well unintended consequences of organisational decisions and actions. We use judgment, weighing risk against the imperative to act. We make decisions consistent with organizational strategies and values. We have the ability to identify and lead visionary initiatives that are beneficial for our organization and we set high-level direction through a visioning process that engages the organization and diverse external stakeholders. We are able to develop a high degree of self-awareness around our own strengths and weaknesses and our impact on others. Our self-awareness enables us to moderate and self-regulate our behaviors to control and channel our impulses for good purposes. Enabling We all work to effectively empower and enable others to deliver the organizations goals through creating conditions of success. We passionately

5 invest in others by developing their careers, not only their skills for the job. We provide freedom; demonstrate belief and trust provide appropriate support. We give more freedom and demonstrate belief and trust, underpinned with appropriate support. 5

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