Within each specialist area ensure all relevant statutory duties and legislative obligations are met.

Transcription

1 HAY JOB DESCRIPTION POSITION TITLE LOCATION REPORTING TO Head of Human Resources County Hall, Exeter Chief Executive POSITION NUMBER(S) EVALUATED GRADE DIRECTORATE/SECTION/SCHOOL Corporate Services DATE OF EVALUATION EFFECTIVE DATE OF JD JOB NUMBER H. JOB PURPOSE: Describe in one or two sentences the basic reason why the job exists Reporting directly to the Chief Executive, act as the lead for HR strategies across the authority. To develop, implement, manage and maintain corporate strategies for Human Resource activities in the Council in partnership with employees, managers and elected members. This role witll be in in influencing the single organisation strategy and that as the Head of Human Resources be responsible for that outcome. To ensure that the most cost effective HR services, including Payroll and Employee services, are delivered to the Council and other external organisations contracted for services. To monitor and review human resource management standards and information. To ensure suitable motivation and reward of the workforce to enable the Council to achieve it s single organisation strategy and outcomes. In partnership with others to assess, implement and review improvements in HR practices to ensure the service improvement and cost containments are achieved. Ensure the relevant support is provided to encourage a motivated, developed and fairly rewarded workforce. To be the Named Responsible Person for the purposes of Health, Safety and Wellbeing. Within each specialist area ensure all relevant statutory duties and legislative obligations are met.

2 CONTEXT: Please explain how the job fits into the organisation and how it relates to other functions, both internal and external, for example national initiatives. The Corporate Leadership Team and Heads of Service will work together as one entity, valuing and demonstrating strong leadership and developing a collaborative approach towards continuous improvement. Each Head of Service will hold individual accountability for the results and performance improvement of their own area, alongside joint ownership of all service areas in order to meet the needs of the citizens of Devon. There will be a shared understanding of the single council approach ensuring that public money is used in the most business-like way. The Heads of Service will provide strategic direction, clear evidence for decision making, robust performance management and enhanced relationships with elected Members. Elements of the workforce strategy for DCC impact on all of DCC s 27,000 employees whom are, in turn, responsible for delivering services to the people of Devon either on a strategic or operational level. It therefore follows that the Business Unit will be impacted by the policies and practices within all directorates. It is essential that employees are appropriately equipped with the knowledge, skills and behaviours required to do their jobs effectively. The environment, pressures, policies and practices in which they operate have a clear impact on the work of HR. Corporate drivers for change all impact upon the work of the Unit. Specifically, there are direct links to: DCC s Strategic Plan Service strategic, development & operational plans Budget settlements for the Authority DCC Policies Strategies & policies in response to employment legislation both European and National legislation. RESOURCES Annual budgetary amounts for which the job is either directly or indirectly concerned or has shared responsibility. Please specify whether direct/indirect/shared. Finance 12.6 m direct staffing and training costs 305m contributory control of payroll budget, tax and national insurance, pension contributions etc. Number, job titles and grading of subordinate staff. Indicate which of these if any, the role will line manage. Overall responsibility for 182 FTE posts, D3 A grade Staff Other 6 x Direct Reports 1x D3 HR Manager Strategy 1x D4 HR Manager HRES 1x D4 HR Manager Performance 3x D4 HR Manager Operations Any other statistics directly relevant relating to the job. Explain how and why these statistics impact on the job. The post-holder is involved on a regular basis in meetings with senior managers

3 on corporate, cross cutting and service specific issues. Regular liaison is required with the Chief Executive and Strategic Directors on a range of strategic HR issues. There is a need to work directly with elected members to gain support and funding for HR strategies.

4 ORGANISATIONAL STRUCTURE Draw an organisational chart here or attach as a separate sheet. Please show clearly the job, the immediate supervisor, his/her supervisor, colleagues who also report to the supervisor and the job subordinates, giving full titles and current grades where known. Head of HR Human Resources Employee Services HR Strategy HR Performance HR Operations x3 Operational Role: Delivery of high volume, fast turnaround, standardised operational services. Payroll WD Management Information System HR Admin Training Admin RDS Redundancy & Efficiency Strategic Role: Development of organisational workforce and employment strategies and corporate workforce plan. Maintain healthy industrial relations, develop HR policies, and provide organisational design and reward expertise. Operational Role: Delivery of the managing and improving performance aspects of the corporate workforce plan. Providing a cocoordinated approach to building the capacity and capability of the workforce. Operational Role: Delivery of a comprehensive HR Service for the organisation (inc schools) that assists the delivery of day to day business as usual activity. Including advice and support on personnel issues. Supporting and enabling organisational change. Supporting workforce changes required as part of service transformation including HR advice on restructuring TUPE. (Intention to evolve into a Social Enterprise) Services offered to internal and external organisations that deliver the Authority s services and services provided for the external supply chain. Social Enterprise Adult Social Care Workforce Development Team

5 Chief Executive Strategic Director Place Strategic Director People Head of Economy & Enterprise Head of Highways & Traffic Management Director of Public Health (pending decision on the transfer of Public Health responsibilities to the County Council) Head of Child & Adult Protection Head of Education & Learning County Solicitor (Director of Legal Services & Communications) County Treasurer (Director of Finance) Head of Planning, Transportation & Environment Head of Social Care Assessment, Care Planning & Children s Health (2 Year Transitional Role Head of Social Care Commissioning Head of Human Resources Head of Capital Development & Waste Management Head of Social Care Provision DCC (3 Year Transitional Role) Head of Business Strategy & Support (ICT & Assets) Head of Services For Communities

6 KEY ACCOUNTABILITIES: list the principal accountabilities, and indicate the approximate % time spent on each. NOTE: There should typically be no more than 6-8 principal accountabilities for any job, and each accountability, no more than 2 or 3 sentences long. % 1 Working with and supporting the Chief Executive, and the Strategic Directors in identifying and managing changes (including organisational strategies and structures) necessary to achieve the Council s strategic aims and the modernisation agenda. Also working with partners, internal and external, to ensure that the Council has HR strategies, practices and processes which deliver the Council s Employment Strategy. 2 Leading the HR function and in partnership with others, developing, implementing, monitoring and reviewing corporate policies, standards and strategies for the engagement, deployment, reward, development, motivation and retention of the Council s human resource in order to better enable the Council to achieve its strategic and service plans. 3 Leading awareness raising of recent developments in best HR practice and that there are robust and integrated processes to ensure that managers, directors and elected members are informed of all aspects of Human Resource performance and are able to respond accordingly. Also championing diversity in employment throughout the County Council. 4 Leading open and effective methods and processes of negotiation, communication and consultation with its staff including the operation and maintenance of effective corporate industrial relations. 5 Specifying and ensuring the delivery of a comprehensive high quality HR service, including Payroll which sustains best practice. 6 Motivating, appraising and developing staff in the HR function so that they are fulfilled in achieving their objectives. 7 Managing the function within budget. 8 Managing the Employment strategy and develop the Vacancy Management strategies to ensure all resources are utilised; staff costs are reduced with the aim of minimising the use of redundancies. 9 To achieve and monitor efficiencies and better service delivery in order to give direction to cross-working with other Public Sector organisations and governmental departments. 10 To manage and promote a continuous improvement ethos, from defining service delivery, reviewing of performance, implementing the strategic direction into the daily operations of the specialist functions

7 It should be noted that the duties or tasks associated with of the post may change from time to time without altering their general character or the level of responsibility entailed and without affecting the grading of the post. For all roles the job holder must: Be aware of the Council s aims, organisational values and behaviours and their impact on this post. Participate in the Council s performance management process Carry out the duties of the post in accordance with the Council s Rules, Regulations and Policies Carry out all duties and responsibilities with reasonable care for the health and safety of you and any other person who may be affected by your acts or omissions at work and to co-operate fully with the County Council in health and safety matters. To comply with the Data Protection Act 1998 (all employees of the Council will not disclose or make use of, for their private advantage, any information held on manual or computer records, which are not available to the public, however acquired. The above mentioned duties and activities associated with this job are neither exclusive nor exhaustive and the job holder may be called upon to carry out such other appropriate duties as may be required within the grading level of the job and the competence of the job holder.

8 KNOWLEDGE AND EXPERIENCE: Identify education, qualifications, training and experience necessary to enable the job to be carried out fully and effectively. Note this information should relate to the qualifications etc, required for the job and not be specific to an individual. Be careful not to include any requirement which maybe regarded as discriminatory, e.g. X number of years experience. Education and Qualification: Higher education to degree level or equivalent Corporate membership of CIPD or other appropriate professional qualifications desirable. Knowledge and Experience: Proven experience of senior HR strategies and management in a large, diverse and complex organisation Experience of leading to a successful conclusion major corporate projects contributing to the attainment of the organisation s priorities and objectives A successful record of leading and managing change A successful record of managing people and teams across organisational boundaries and securing support for HR at all levels A successful record of delivering high quality professional and customer oriented services Experienced in working beyond your own professional boundaries A sound knowledge of local government Skills and abilities Ability to work closely with Members, Corporate Leadership Team and Officers to develop and articulate the strategic direction for the organisation Ability to translate strategic objectives into tangible practical actions and plans Commercial awareness Ability to understand and influence national policy direction and development into local plans and actions to meet Devon s requirements Political awareness Ability to work collaboratively with and obtain the trust of a wide range of individuals and organisations Focused on helping to define, drive through and achieve outcomes Being able to clearly communicate visions for improvement Excellent leadership, influencing and inter-personal skills.

9 DEVON COUNTY COUNCIL LEADERSHIP BEHAVIOURS - Heads of Service A. Customer Service: A person who uses this competency puts the people of Devon first by delivering outstanding customer service in all that they do. This includes internal and external customers Specific requirements for Heads of Service: In order to ensure that services deliver the best possible customer outcomes and are focussed at those areas of highest need and in line with community preferences in the context of scarce resources senior leaders must: Always champions the needs of customer, constantly challenging self and others to think from the customer perspective. Systematically engages and keeps abreast of community/customer needs and views enabling them to input into decisions regarding how/which services are delivered B. Setting Direction: A person who uses these competencies thinks broadly to consider strategic alternatives, before clearly setting direction, planning and prioritising and helping others to understand what needs to be done to achieve change and organisational outcomes. Specific requirements for Heads of Service: In order to set direction effectively in a complex, environment of multiple stakeholders and rapid change senior leaders must be able to do 3 things: Think strategically, recognizing the complexity of the big picture, but able to boil it down to the issues that count: Take a broad view of issues considering multiple perspectives and scenarios e.g. considering how their service/issue inter-relates with other services/issues across the broader system Simplify complexity, creating clarity and direction in ambiguous, multifaceted situations for self and others. Be confident in dealing with challenging and ambiguous situations Able to deal with ambiguity and the pace of change in Local Government, confidently making and standing by decisions in challenging situations and persisting with flexibility in the face of setbacks Have the confidence to speak out for what is best for Devon, even when it is not easy to do so. Provide clear direction and energise those they lead to deliver in line with it Create the conditions that enable the team to deliver its best e.g. setting clear direction, asking for team input to build engagement, building team spirit, and setting team norms Generate excitement and enthusiasm for the Devon vision, helping people internally and externally to understand and engage with the Council s goals. C. Working Together: A person who uses these competencies creates and maintains trusting, respectful working relationships with others with a clear focus on outcomes for their customers, rather than organisational boundaries. Be politically astute: Understand the climate and the big and little p politics within the Council Understand the local stakeholder context across the county and the culture and the big and little p politics for stakeholder organisations and key individuals. Develop effective partnership relationships: Build effective ongoing partnerships facilitating others to collaborate effectively e.g. ensuring all are able to give their views, helping to resolve conflicts/find the win win, communicating openly and honestly Develop and facilitate strategic partnership relationships (internally and externally), building a collective understanding of the benefits of working together across the County.

10 Think one Council Are comitted to serving Devon s community, above and beyond their area Are non territorial, supporting corporate decisions, even when this may impact on their area, in the interest of the greater good of the organisation and its communities. D. Communication: A person who uses this competency influences others through effective communication, managing information to keep self and others informed Specific requirements for Strategic Directors: In order to ensure that they take people with them both in the Council and across the stakeholder environment. They will need to: Use their understanding of what will appeal to others to tailor their approach to engaging others choosing the most impactful approach Take a strategic approach to influencing using a range of tailored steps and strategies to build support over the long term. E. Developing People: A person who uses this competency focuses on the development of themselves and their colleagues to enhance performance, motivation and ability to change Specific requirements for Strategic Directors: In order to ensure that individuals and teams are enabled to deliver and that the service has the talent, skills and culture that will support success both now and for the future senior leaders need to: Focus on long term potential providing systematic coaching, mentoring and development to enable others to deliver for the long term and reach their full potential Create a learning culture by modelling appropriate behaviours and putting in place systems to ensure that service/organisational development needs are met F. Using Resource: Driving Results A person who uses these competencies focuses on continual improvement and the most efficient use of the organisation s resources i.e. Finance, IT, Property and Data in ways that are sustainable for the future Set and deliver challenging goals They understand the key drivers of value in their area and make plans or decisions on the basis of clear calculation of inputs versus outcomes, costs versus benefits. Sets challenging goals and confidently takes calculated risks to deliver step change improvement and long term sustainable change. They tenaciously drive through delivery. Hold others accountable Identify and address performance issues with their workforce raising improvement or changes that need to be made promptly and constructively Constructively challenge peers, partners members and other leader to deliver agreed results and model the agreed values and behaviours Draw in new ideas Have systems in place to keep up to speed with changes in the broader context including: changes in the policy/political context and new thinking and ideas in service delivery. APPROVAL: I confirm this Job Description conveys a full and accurate description of the job and has been agreed with the post holder (where applicable). SIGNED: Line Manager (Name and Job Title) DATE