How To Be A Member Of The Stevenage Borough Council

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1 STEVENAGE BOROUGH COUNCIL JOB DESCRIPTION Post Title : Post No : Head of Human Resources & Organisational Development CE50101 Grade : *HOS Grade 1 Strategic Director : Service Delivery Unit : Community Human Resources Service Dimensions : - Staffing 15 FTE (From 1 April 13) - HR Budget & T&D Budget 0.65 million 135,000 Responsible to : Responsible for : Strategic Director (Community) Organisational Development (OD), Strategic Human Resources, Recruitment & Retention, Workforce Pay, Planning & Information, Employee Relations, and Training & Development. * Based on the job duties, responsibilities, dimensions, knowledge & behaviours. CORPORATE ACCOUNTABILITIES Corporate management To deliver, with the other members of the Strategic Management Team, within the framework of the Council s Financial Strategy, the Council s policy objectives as set out in the Council Plan, the Sustainable Community Strategy or their equivalents. Customer focussed services In consultation with customers, elected members and drawing on good practice elsewhere, deliver services (direct and support) that meet customers needs within budget. Working with service managers and the Head of ICT and Customer Service to develop the services so that they meet the Government s Customer Service Excellence Standard. 1

2 Ensure that services provide effective support to the Customer Service Centre including responding promptly to calls, providing up to date information about the services and advising of specific events that affect customers. Communications/reputation management Take responsibility for ensuring that the services are represented effectively on the Council s website and intranet. Ensure that reports to the Council, the Council s Executive and other member bodies are of the highest quality in terms of presentation and content and that they support effective decision-making. Act as an ambassador for the Council at local, regional and national events. Leadership Take a leadership role within the service delivery unit setting a good example in terms of conduct, communicating a clear vision for the services, motivating and performance managing staff, making and communicating timely decisions about the services, and dealing with Human Resource issues at an early stage. Equalities and Diversity Ensure that all staff are aware of, and act within, Council policies on equalities and diversity, financial probity, customer care Decision-making Support effective decision-making within the Council by providing accurate advice on matters relating to the services to elected members, the chief executive, strategic directors, heads of service and other officers as required. Financial management Contribute to the annual review of the Council s financial strategy and budgetmaking process by providing timely and accurate information as required by the Head of Finance. Manage services within revenue and capital budgets and provide accurate quarterly financial forecasts as required by the Head of Finance. Comply with the Council s financial regulations. Contribute to audits undertaken by the Council s internal audit service and implement the agreed changes. 2

3 Service planning Deliver the specific objectives relating to the services included in the Council Plan. Develop, agree with the strategic director annually and deliver the service plan for the service. Partnership working Develop productive relationships with private, and voluntary sector partners who contribute to the delivery of the service s objectives. Contribute to the work of the local strategic partnership as required. Take an active role in partnership with officers of the Council on the delivery of cross-cutting and strategic programmes as set out in the Council Plan. Business Development Keep up to date with best practice, regulation and other changes that relate to the services. Advise senior management team and elected members, as appropriate, on how the changes should be implemented. Seek continuous improvement in services, regularly reviewing policies, processes, procedures and making best use of informations and communications technology. Risk Management Identiy and manage risks and issues that pose a threat to the delivery of the services objectives. Health and Safety Ensure that services comply with all health and safety requirements as revised from time to time. Ensure that health and safety risks are identified through regular audits and that appropriate risk management plans are in place and implemented. Other duties Take part in the response to emergencies as required by the chief executive, his representative or representatives from the emergency services. Any other duties that may be requested by the chief executive or strategic directors. 3

4 Service Related Duties Key Responsibilities Devise a Council-wide Human Resources (HR) and Organisational Development (OD) strategy with the aim of ensuring that the Council s workforce is fit for purpose with appropriate culture, knowledge and behaviours, and is able to provide effective, efficient, economic and high quality services to the people of Stevenage. Provide expert advice on employment matters to elected members, the Chief Executive and directors, ensuring the HR & OD implications of corporate initiatives and decisions are considered, and ensuring a close fit between the Council's corporate goals and the HR and OD strategy. Work in partnership with the Strategic Management Board and elected members, ensure that they are kept informed of relevant HR issues and their implications for the Council. Translate the Council s HR and OD Strategy into specific plans for the HR & OD Service and ensuring that its implementation is in accordance with all legislative and corporate requirements. Lead the HR & OD Service to deliver improved organisational capacity and capability for more efficient and effective performance. Take a lead role in the Council's transformation and change management programmes, designing strategies, policies and procedures, to help ensure the organisation is equipped with the skills and focus to effectively manage change. Lead on and recommend as appropriate, as part of the Council s transformation and change programme, working with partner organisations and partnerships where it will meet the Council s service quality, financial and other objectives. Lead on working with the recognised Trades Unions, including joint consultation and negotiation, to promote and encourage good employment practices and effective industrial relations between staff/trade unions and managers on employee relations issues. Ensure the provision of professional HR expertise is available to support the delivery of key corporate programmes, e.g. health and wellbeing, safeguarding, investors in people, modern member programme. Keeping abreast of best practice in HR and OD, forecast trends and developments in human resources and plan/deliver appropriate responses. Continue to develop overall reward policy and make appropriate recommendations to elected members, the Chief Executive and the Strategic Management Board to meet the changing business needs of the Council. 4

5 Manage the collection and analysis of performance management indicators and workforce information for elected members, the Senior Management Team and managers in order to inform corporate and service planning and the formulation of appropriate strategies. Assess and review the performance of staff in the HR Service and develop the appropriate experience, skills and capacity to deliver HR policy and provide the necessary range of HR services within the available resources. Create and foster a working environment for all employees of the HR and OD Service in order to provide scope for personal and professional development enabling the HR Service to recruit retain and motivate high quality and high performing staff at all levels to inspire colleagues and achieve excellence. Lead on workforce development, including workforce planning, the learning and development programme, leadership and management development, and Investors in People, to enable the Council to meet its strategic and service objectives. Lead on diversity and equalities in employment to address any issues identified, respond to legislation, embed diversity and deliver against the various Equalities Programmes. Specifically lead by example in liaising with staff support groups. Maintain a network of contacts outside the Council to obtain information about the activities of other authorities and relevant organisations, making recommendations as appropriate to ensure the Council remains an employer of choice. Develop collaborative work with other Councils. February

6 STEVENAGE BOROUGH COUNCIL PERSON SPECIFICATION Post Title : Post No : Head of Human Resources & Organisational Development CE50101 Grade : HOS Grade 1* Strategic Director : Service Delivery Unit : Community Human Resources Service Dimensions : - Staffing 15 FTE (from 1st April 2013) - HR Budget & 0.65 million - T&D Budget 135,000 Responsible to : Responsible for : Strategic Director (Community) Organisational Development (OD), Strategic Human Resources, Recruitment & Retention, Workforce Pay, Planning & Information, Employee Relations, and Training & Development. *Based on the job duties, responsibilities, dimensions, knowledge & behaviours. Factors Essential Desirable Qualifications Graduate Membership of CIPD or an equivalent qualification Masters in Business Administration or equivalent Background and Experience Experience in managing a service or equivalent. Evidence of formulating, leading and implementing changes in service provision Experience of leading and managing cultural change Knowledge and experience in budgetary control and performance management. Experience of advising committees and elected members 6

7 Knowledge, Skills and Attributes Knowledge & understanding of employment law and best employment practice and of developing new policies/procedures to achieve this. Knowledge of the techniques for managing change. Knowledge of organisational development strategies & techniques. Ability to work on a partnership basis with stakeholders at all levels of the organisation. Management skills and ability to motivate employees to succeed. Ability to influence others by developing positive relationships. Ability to manage change and maintain focus in own service. Ability to assess conflicting priorities and make personal judgements accordingly. Finding and communicating positive business-focused solutions. Ability to thrive when working with people from a range of different professions with differing priorities. Excellent written, verbal presentation skills Able to apply strategic 7

8 creative and innovative thinking to complex challenges. Ability to use project management techniques. Ability to work at the political interface. Ability to work with a high degree of initiative and independence. Ability to give advice on a range of services using specialist knowledge, skills or experience to a range of audiences. Evidence of the ability to influence and win the support of others within the Council. Evidence of the ability to set service related aims and objectives and the performance management of subordinates. Evidence of the abiliity to present well reasoned, convincing cases on complex matters. Awareness of key issues facing Local Government currently. A demonstrable commitment to combating discrimination in employment and service provision and promoting diversity. Ability to ensure that the highest standards of quality and customer care are achieved. 8

9 Personal Attributes High level of political awareness and sensitivity. A professional approach with strong influencing, negotiating and relationship building skills. Embrace partner and partnership working. High integrity and confidentiality, open, honest and objective management style. Ability to sustain good positive working relationships. Ability to provide inspirational and enthusiastic leadership. Ability to cope with uncertainty and take appropriate risks. Personal commitment to diversity & equalities February