People and Capability (P&C) Intelligence Community Shared Services (ICSS) Chief People Officer (CPO)

Transcription

1 Position Description Manager Strategy and Capability Business unit: Responsible to: Position purpose: Direct reports: People and Capability (P&C) Intelligence Community Shared Services (ICSS) Chief People Officer (CPO) Leads the Strategy and Capability (S&C) team in developing and implementing solutions aimed at building overall organisational capability and culture in order to enhance GCSB, NZSIS and Ministry of Defence (the Agencies) performance Senior Advisor Learning and Development Senior Organisational Development Advisor HR Reporting Analyst NZSIS Intelligence Learning Advisor Policy Frameworks Advisor Financial delegation: Directorate overview: ICSS s vision is Supporting and enabling the New Zealand Intelligence Community s shared outcomes through the provision of timely and trusted corporate advice and specialist services. The ICSS Group provides strategic leadership in the provision of corporate support to enable NZSIS and PAGE 1

2 GCSB to jointly and individually deliver the outcomes as defined in the Joint Statement of Intent, joint 4 year budget plan and the strategic plans of both agencies. ICSS enables the business through alignment of its service delivery with the organisations strategic framework and supports the achievement of mission focussed outcomes. ICSS provides effective and efficient common structures, systems and services to support high performance in NZSIS and GCSB. Business unit overview: The People and Capability team is organised around HR Partners having the primary relationship with people managers, and centres of expertise focused on strategy and capability, sourcing, operations and improvements and employment relations. A full range of HR services are offered from the provision of high value P&C strategy development and advice feeding into long term workforce planning; specialist organisational development, learning and development, recruitment, and employment relations advice; through to process improvement and operational payroll and P&C coordination services. PAGE 2

3 GCSB mission and values Our mission Protecting and Enhancing New Zealand s Security and Wellbeing. Our values Respect, Commitment, Integrity, Courage. Functional relationships External contacts: Central Government Agencies Internal contacts: GCSB and NZSIS Senior Leadership Teams HR and Organisational Development peers in both the public and private sectors, including the wider Intelligence Community External Suppliers and Vendors (e.g. organisational development specialists, training, education, learning and development providers; job evaluation and remuneration providers and consultants). General Manager Intelligence Community Shared Services Chief People Officer People and Capability Leadership team People and Capability team members People Managers within the Agencies Human Resources Institute of NZ Managers and Team Leaders in ICSS Central Agency Shared Services (CASS) including the State Services Commission (SSC). Staff Associations FVEY peers PAGE 3

4 Objectives The position of Manager Strategy and Capability encompasses the following major functions or objectives: Leadership of S&C function Develop and implement workforce strategy aligned with the Agencies goals and strategic direction Initiatives to build the Agencies capability, talent and culture (including Learning and Development (L&D) strategy) Development of people management frameworks and policies Qualitative analysis of people information Development of health and wellbeing initiatives Managing processes and frameworks for performance, talent management, succession planning and remuneration Undertaking effective stakeholder engagement and relationship management Managing Vendor Contracts, Relationships and Performance Providing constructive feedback and timely input on systems, process, policy and procedures improvements within the P&C team Contributing to building and developing capability across the organisation in their own area of expertise Working effectively and constructively across the entire P&C team, ensuring effective sharing of relevant information and a high level of communication Undertaking other duties and projects as required. The requirements in the above objectives are broadly identified below: PAGE 4

5 Jobholder is accountable for: 1. Leadership of Strategy and Capability function. Linking broad strategies into specific objectives and plans for S&C team Creating an environment that motivates and excites team members Jobholder is successful when: Team achieves work plans Team engagement is high High commitment across the Agencies in delivery of S&C initiatives Working collaboratively across the S&C team to achieve a cohesive approach to the achievement of P&C priorities Development of internal and external partnership to help achieve the Agencies goals 2. Develop and implement workforce strategy aligned with the Agencies goals and strategic direction. Understanding relevant market trends and business challenges and ensuring they are built into the workforce strategy Commitment from NZIC leadership to workforce strategy Translation of workforce strategy into concrete work plans Development of solutions which will help sustain and grow the Agencies Creates a course of action, for the S&C team that feeds into the longer terms goals of the Agencies Ensuring the workforce strategy and work plans constantly supports the direction of the Agencies PAGE 5

6 Jobholder is accountable for: 3. Initiatives to build the Agencies capability, talent and culture (including L&D strategy). Leading the S&C team in identifying organisational culture, capability and performance opportunities to support and effect change Integrating of talent development initiatives with the wider workforce and the Agencies strategies Ensuring the Agencies learning architecture allows for the effective delivery of technical and the Agencies wide training Jobholder is successful when: Improved levels of engagement of the Agencies staff Measurable career growth of staff through career pathways Identification of development gaps across the Agencies staff Effective targeting of development resources Provide effective development opportunities for employees in the Agencies Early identification and development of talent and potential Development of a structured approach to talent management that offers effective development for staff and supports long term business continuity Development of coaching, secondment and mentoring initiatives to support talent and capability development 4. Development of people management frameworks and policies. Ensuing the relevance and quality of people management policies and frameworks to provide effective guidelines, for managers and staff Working collaboratively with managers and staff to gain their input and acceptance of P&C policies and frameworks Use of policy guidelines as the first point of call in guiding their decision making Ease of access and understanding of people management frameworks and policies PAGE 6

7 Jobholder is accountable for: 5. Qualitative analysis of people information. Working with the wider P&C team to establish and maintain on-going processes to collect and review people information. Jobholder is successful when: Regular reporting on people metrics Drawing of data from multiple sources HR performance information is used to inform decision making Ensuring the data collection, research and analysis to inform decisions on the P&C strategy and work programme is undertaken Sharing information across the Agencies to grow understanding of people metrics and aid decision making processes Develop and provide HR metrics and reporting that are aligned to the agency s strategy and priorities 6. Development of health and wellbeing initiatives. Responsible for setting/updating and refining strategy policies, processes and frameworks, and reporting and analysis of Health and Safety activity Develop and support specific initiatives that contribute to a healthy work environment for employees Lead initiatives that contribute to the wellbeing and diversity of the Agencies workforce 7. Managing processes and frameworks for performance, talent management, succession planning and remuneration. High awareness and understanding of health and well-being issues in the Agencies Culture reflects a proactive management of Health and Safety Engagement of staff with Health and Safety, and Well-being initiatives Demographics of the Agencies workforce reflecting the wider population Successful completion of annual reviews Working with the HR Partners and Operations team to overseeing the annual performance management and remuneration review process Ensuing the frameworks and processes are maintained and meet business requirements PAGE 7

8 Jobholder is accountable for: Jobholder is successful when: 8. Undertaking effective stakeholder engagement and relationship management. Demonstrates commitment to fostering relevant engagement at all levels of the Agencies and within P&C Develops and maintains effective working relationships with key internal and external stakeholders, acting in a manner which is consultative, non-territorial and collegial Effectively communicates with the P&C team to work in synchronisation with P&C as a whole, and the other parts of the business Key stakeholders feel engaged in Operations and Improvements initiatives and supported in their business. Effective and productive relationships are built and maintained throughout the business, at the right level of influence. P&C is viewed as joined up/connected from a stakeholder perspective. Learnings are effectively communicated and shared across functions to facilitate continuous improvement within P&C and the wider organisation. Develops and maintains strong internal and external networks in order to keep them informed and share knowledge. 9. Managing vendor contracts, relationships and performance. Effectively and proactively manages vendor contracts, relationships and performance, within the Procurement team s policies and procedures, for the Strategy and Capability area. This includes employee assistance providers (Vitae), training and development providers, and health and safety consultants and providers. 10. Providing constructive feedback and timely input on systems, process, policy and procedures improvements within the P&C team. Contracts and vendor relationships are productive, and appropriate levels of service are provided to staff. Enlists the services of the Procurement team at appropriate points in the vendor relationship (e.g. contract tendering and renewals, and contract and performance breaches). Improved processes, systems, policies and procedures in delivering P&C services. All people processes are operating efficiently. PAGE 8

9 Jobholder is accountable for: 11. Contributing to building and developing capability across the organisation in their own area of expertise. 12. Working effectively and constructively across the entire P&C team, ensuring effective sharing of relevant information and a high level of communication. 13. Undertaking other duties and projects as required. Jobholder is successful when: Effective coaching and support is provided on the incumbent s area of expertise within both P&C and with other customers. The entire P&C team is appropriately informed and communicated with on areas of relevance to their work. Participates effectively as a P&C team member. Completes to a high quality and in a timely manner all other duties which are requested, including participation in P&C projects. Precise performance measures for this position will be developed in discussion between the jobholder and manager as part of the performance development and review process. It is also expected that you will undertake other duties that can be reasonably be regarded as relevant to the position, your experience and capability. PAGE 9

10 Person specification This section is designed to capture the expertise required for the role at the 100% fully effective level. (This does not necessarily reflect what expertise the current jobholder has.) This may be a combination of knowledge, experience, key skills, attributes, job specific competencies, qualifications or equivalent level of learning,. Qualifications Essential: Relevant tertiary qualification or equivalent experience Desirable: Knowledge/experience Essential: Demonstrated experience in development of strategic and operational plans that enable the business Desirable: Led and delivered a range of OD interventions with proven business benefit Demonstrated experience in contributing to and driving organisational change initiatives Leadership experience that is able to inspire and engage others Proven relationship management experience, including the ability to establish and maintain effective working relationships across all levels of an organisation, vendors and project team members Excellent facilitation and presentation skills Ability to engage, inspire and influence people Commercially and financially astute PAGE 10

11 Excellent written and verbal communication skills Ability to develop clear, actionable steps from the overall strategy Experience in implementing new initiatives and rolling out new ways of working. Personal attributes Highly effective planning and organising skills, including time management and prioritising within a complex work environment with competing priorities Critical thinking as it applies to logic and reasoning to investigate strengths and weaknesses of possible solutions, conclusion or approaches to problems Strong analytical skills Strong customer service orientation Excellent interpersonal skills Strong influencing and leadership skills Ability to work collaboratively across teams to deliver outcomes Team player Agile, adaptable, and flexible Demonstrated high levels of professionalism, integrity and an ability to obtain and maintain a TSS security clearance Changes to position description Positions in the GCSB may change over time as the organisation develops. Therefore we are committed to maintaining a flexible organisation structure that best enables us to meet changing market and customer needs. Responsibilities for this position may change over time as the job evolves. Such change may be initiated as necessary by the manager of this position. This position description may be reviewed as part of planning for the annual performance cycle. Health and safety GCSB is committed to providing a healthy and safe work environment and management practices for all employees. Employees are expected to share this commitment as outlined in the Health and Safety in Employment Act by taking all practicable steps to ensure: a. The employee s safety while at work; and b. That no action or inaction of the employee while at work causes harm to any other person. PAGE 11

12 Knowledge management Employees are responsible for ensuring that all business records created are accessible and stored in the correct manner according to GCSB record keeping policy, standards, and procedures. Employee: Date: Manager: Date: PAGE 12