ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager

Transcription

1 Page 1 of 6 ROLE PROFILE & PERSON SPECIFICATION Organisational Development Manager 1. RESPONSIBLE TO: Associate Director of Learning & Organisational Development 2. RESPONSIBLE FOR : The Workforce Development Officer 3. ROLE OVERVIEW The job holder is responsible for planning, implementing and monitoring an Organisational Development (OD) strategy that supports in particular, engagement, leadership, culture and change management agendas, enabling business growth. 4. SPECIFICALLY 4.1 Defining Strategy Support GLL in achieving the strategic alignment of its workforce, culture, processes and systems, driving its strategic goals and to support the national growth of GLL. Design, develop and implement OD strategies, policies and initiatives to close talent and skills gaps and to ensure GLL has the capacity and capability of employees required in the right place at the right time to deliver GLL s strategic plan and operational priorities. Design a cohesive and fit for purpose OD strategy that ensures: - engagement and voice through staff understanding of and alignment with, social enterprise, the Trust sector and the GLL 4 pillar values (better service, people, communities and business) - leadership networks and forums that complement Management Academy training packages and offer support, guidance, networking and learning opportunities for the current and future leaders of GLL. - talent pipeline and development schemes to facilitate the home growing of managers and business growth ambitions. - A coaching and mentoring culture Engage with stakeholders and actively support the Senior Leadership Team in the production of key strategic plans, delivery and KPIs with regard to the OD agenda.

2 Page 2 of Assessing Organisational Capability/Designing Solutions Gather insights and intelligence about trends and developments in OD from the external marketplace and develop new and creative organisational solutions. Assess GLL s readiness and capacity for change and identify the risks of potential scenarios and options. Ensure that effective arrangements exist to promote good internal and external communications, strong media relations as well as working closely with the internal Communications Team and the Employer Brand Manager. Lead on the development and promotion of GLL s culture (including the 4 pillars) within the workplace environment, embedding within employment practices, encouraging GLL staff to be their best, ie Better People, Achieving More. Lead on and take responsibility for pursuing high levels of attainment to ensure external accreditations such as Investors in People (IIP) and employer awards are retained. 4.3 Building OD Interventions/Delivery Build OD interventions that align and integrate structure, capability, systems, process and culture to support organisation goals and objectives. Provide the tools and facilitation for building and delivering OD Interventions in the GLL Regions through the HR Business Partners. Lead the research, development and implementation of OD initiatives, preparing reports to managers and the Board, giving advice and making recommendations as appropriate. Management and control of OD activity, generating enthusiasm and commitment to OD frameworks and practices. Translate the OD strategy and agreed deliverables into achievable plans and a prioritised implementation map. Work with the Senior Leadership Team to implement effective OD initiatives to support business transformation. Manage the Workforce Development Officer so that accurate, timely and relevant data and information is available to support business decisions and business transactions. 4.4 Managing Change When leading change to promote and embed a culture of learning and innovation, reinforcing and recognising managers and staff who demonstrate these and GLL behaviours through reward schemes Highlight enablers and change makers and develop risk mitigation plans to deal

3 Page 3 of 6 with barriers/resistance. Create trust and facilitate a change-ready culture by engaging, partnering and coaching leaders and stakeholders. Delivering the agreed OD and change management strategies, processes and interventions that support GLL s ambition to be a high performing organisation. Conduct ongoing evaluation of the plan, reviewing impact, on-going risks to delivery and unintended consequences. 4.5 Leadership Development and Talent Management Designing a successful strategy around talent and leadership development and succession planning. Focusing on retention and improving employee engagement, taking the lead in implementing and monitoring these plans. Lead and inspire managers and employees through personal example to deliver GLL s vision, values and priorities. Support, lead, coach and inspire OD colleagues, Regional Directors and managers to build leadership competence. Provide leadership on GLL corporate initiatives and lead or participate in crosscutting activities as determined by the Associate Director of Learning & Organisational Development or HR Director. Day-to-day management of the Workforce Development Officer and overall responsibility for their delivery of various Leadership Development and Talent Management Schemes; Corporate Engagement activities; planning and organising Leadership Forums and Conferences, Buddy and Staff Award Schemes; New Partnership Support and delivering management inductions. Develop coaching, mentoring and sponsorship schemes to support staff development and the achievement of personal development plans. Oversee the annual appraisal process (reviewing the process and documentation as required) and monitor compliance with the timetable and working with the Associate Director of Learning & Organisational Development to ensure consistency of quality in appraisal documentation and delivery. To enable the above within GLL Regions by working closely with the HR Business Partners and providing the necessary tools and support. 5. PERSONAL DEVELOPMENT To keep abreast of trends and developments within the Organisational Development field and the leisure and health and fitness sector. Exemplary Continued Professional Development (CPD) required. To keep own development needs under review and regularly discuss with the Associate Director of Learning and Organisational Development.

4 Page 4 of Other To act in accordance with, and actively promote all GLL policies and standards. To work with the senior leadership team to constantly improve organisational development and to strive to actively promote equality and diversity throughout the range of OD interventions. To undertake any other duties commensurate with the post s level of responsibility. 6. KEY WORKING RELATIONSHIPS Associate Director of Learning & Organisational Development (line manager) Director of HR Head of HR Operational Services Learning and Development Manager Senior leadership team and Regional Directors Workforce Development Officer (the job holder directly manages this role) HR Business Partners Employee Brand Manager Marketing team 7. PERSON SPECIFICATION THE AIM OF GLL IS TO RECRUIT PEOPLE NOT JUST FOR JOBS BUT FOR LONG TERM CAREERS. WE WANT BETTER PEOPLE WITH THE RIGHT GLL BEHAVIOURS TO SUPPORT OUR BUSINESS AND WHO WILL GROW WITH US AND ACHIEVE MORE. FOR THESE REASONS, WE LOOK FOR EVIDENCE OF THE FOLLOWING BEHAVIOURS IN ALL POTENTIAL AND EXISTING STAFF LOOKING FOR APPOINTMENTS OR PROMOTIONS: PASSIONATE Demonstrates self-belief Shows integrity Is committed to service excellence Cares about customers, colleagues and our social agenda ACTIVE Is continuously developing Is results driven Has a positive can-do attitude

5 Page 5 of 6 Demonstrates high energy INCLUSIVE A team player A great communicator Leads and inspires Is involved and committed The Job demands the following blend of knowledge, skills, experience and behaviour (all are essential, unless shown otherwise, and will be assessed by Application Form and/or Interview/Assessment): 7.1 Skills Ability to develop and maintain effective working relationships with colleagues and key stakeholders. The ability to work at both a strategic and operational level. The ability to produce results to demanding deadlines and work on a number of key issues simultaneously. Ability to innovate and find creative and practical solutions to complex problems and to exploit new opportunities. An excellent communicator with strong presentation and drafting skills. Experience of presentations and briefings in or for, a comparable organisation and the ability to present advice in a clear and logical way. The credibility and the ability to influence persuade and interact across all levels of management. Exceptional stakeholder management skills with proven track record of influencing executive management teams and inspiring/motivating staff. Ability to make clear recommendations in complex scenarios and to support those recommendations credibly and with authority when challenged. Strong organisational skills with the ability to plan and work to tight deadlines. Sensitive people management skills: a high level of emotional intelligence with excellent interpersonal skills. An ability to employ a broad perspective on internal and external issues that may have an organisational development impact. The ability to engage, conducts diagnosis, analyse findings, generate options and build commitment to solutions. Excellent numeracy skills and ability to analyse quantitative and qualitative data. Excellent MS Office skills. Facilitation skills 7.2 Knowledge and Experience First degree. Minimum Chartered MCIPD qualified. Master s degree in HR and other relevant professional qualification in OD (Desirable)

6 Page 6 of 6 Coaching qualification (Desirable) or prepared to achieve Experience of coaching and mentoring at management and executive level Experience of and commitment to, continuous organisational improvement and the ability to act as a change agent. Able to demonstrate up-to-date knowledge and good practice in key areas: Organisational development particularly around change management and developing organisational culture; and Learning & Development, particularly management development and talent management. Solid background in organisational development, leadership development, talent management and cultural change experience, including internal communications, reward, diversity and inclusion, performance management and data analytics. Substantive and significant experience of leading the successful development or strategic organisational change projects to further business objectives. Successful track record of delivering successful OD projects, with the ability to set and work to required deadlines. Experience of managing people Working knowledge of change management. Experience of designing engagement and development activities and events Have previously operated in a multi-site HR role. 7.3 Behaviours A pro-active individual with a results-driven approach and attitude. Collaborative team player Ability to demonstrate presence and credibility within the organisation. An appreciation of, and commitment to, the distinctive culture and philosophy of the organisation. Demonstrates trust, openness and respect in dealings with people. Flexible approach to tasks and workload. Actively seeks to keep professional expertise up to date, to acquire new skills and knowledge and to work flexibly to meet the needs of the business. Collaborative style that empowers others and that secures the respect, trust and support of colleagues, clients, customers and external contacts. Able to work under pressure. Assertive, resilient and tenacious. Self-motivated, enthusiastic and results-focused. Flexible, adaptable and comfortable with ambiguity. Effective at negotiating, influencing and holding to account. Committed to high standard and continuous improvement. Ability to move between the big picture and detail. 7.4 Other Able to attend meetings at other GLL offices and facilities as necessary.