blue mountains city council - home | bmcc.nsw.gov.au · 2019-07-26 · business partner learning...

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Blue Mountains City Council City within a World Heritage National Park

POSITION DESCRIPTION

Manager Human Resources Branch Human Resources

Status Manager

Reports to Director Strategy and Corporate

Services

Salary Grade Manager Contract

Position Code P00053 Date PD

approved

25/7/2019

Overview

This position manages the Human Resources Branch, one of five branches within the Strategy

and Corporate Services Directorate.

The Strategy and Corporate Services Directorate provides high-level strategic leadership and

direction for the organisation and for the City, supporting achievement of a more sustainable

organisation and City – socially, economically and environmentally.

The Directorate leads preparation of Service Business Planning and Reporting across all service

areas of the Council, ensuring the Council is ‘strategy led’, while delivering best value services

within available funding.

The Directorate provides a range of internal Corporate Services to the organisation - including

Human Resources – that support the organisation to deliver required services.

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Position Purpose

The Manager Human Resources is responsible for managing the provision of human resource

services to Council employees and for the implementation of agreed workforce strategies. The

position delivers key human resource functions including recruitment, training, learning and

development, HR policy and procedure development, grievance management, employee relations,

industrial relations and payroll.

A key focus for the position is supporting and contributing to the development of a capable and

skilled workforce that meets the current and future needs of the organisation. Working closely with

the Executive Leadership Team and senior management from across the organisation, the position

supports the achievement of a collaborative organisation that is strategy-led and service-focused

and committed to continuous improvement and a fair and just culture.

The position ensures that the Council’s operational human resource practices, procedures and

policies comply with relevant legislation and regulations and supports achievement of Workplace

Health and Safety requirements.

The position contributes to the achievement of the Blue Mountains Community Strategic Plan LEAD

Key Direction which includes the following Strategy:

LEAD Strategy 1.3.c: Ensure a safe, skilled and engaged Council workforce that provides value for money services to the community. Appendix 1 outlines the 4-Year Priority Actions, currently within the Council’s Delivery Program

2017-2021, that the Manager Human Resources is responsible for delivering.

Position Dimensions The Services and associated Key Functions delivered by the Branch are as follows:

Services Key Functions

Human Resources Services

Human Resource Services

Training, Learning and Development

Recruitment

Performance review and management

Remuneration framework

Employee Relations

Industrial Human Relations

Payroll

Budget

The 2019-20 operational expenditure budget for the Strategy and Corporate Services Directorate

is $14.5 million (see Appendix 2 for more detailed information).

Manage Branch Reports

Direct Branch Reports 5

Indirect Reports 3

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Decision Making

The Manager Human Resources makes judgements or recommendations based on advanced

analytical or creative thought and influences a number of community groups through policy

application and development. Significant planning and consultation are required internally and

externally of Council to plan, coordinate and deliver services.

Guidelines shaping how we work

The Council completed an Organisational Performance Review in 2019 and has adopted the

following principles to guide how we work within the Council:

We act as one organisation responding to the changing needs of our LGA and community

We are strategy led, driven by our Community Strategic Plan with clear priorities and focus

We are service focused ` we continuously improve service provision and provide excellent

customer service

We collaborate and work together to achieve our outcomes

We ensure safety and well-being is at the centre of our organisation, operations and culture

We are a financially sustainable organisation, living within our means, ensuring best value

resource allocation

These Guidelines complement the Council’s adopted Values of: Work Together; Work Safe Home

safe; Service Excellence; Value for Money; Trust and Respect; and Supporting Community.

Outcomes to be delivered

Strategy Led and Service Focused

Implement the Council’s Delivery Program and Operational Plan (DPOP) strategies and

actions to deliver outcomes that are identified as the Branch Manager’s responsibility (see

Appendix 1 for details)

Within corporate guidelines, contribute to developing, implementing and reporting on Service

Business Plan/s for services delivered by the Branch.

Ensure data required for monitoring and reporting service performance, for which the

Branch is responsible, is collected, stored and made available

Leadership as a Member of the Senior Leadership Team

Support the Directors in carrying out their roles

As Managers and team members, take collective responsibility for:

- good governance in a collaborative, non-competitive workplace environment

- contribution to effective enterprise risk management

- oversight and decision-making related to legislative and other compliance issues

- driving the achievement of the organisation’s Vision, Mission and Values

Attend and participate, individually and collectively as appropriate, in Senior Leadership

Team meetings

Leadership as Branch Manager

Demonstrate passion and sense of purpose for the Branch’s role that leads and inspires

staff and translates sense of purpose into their individual roles

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Take responsibility for decisions, policies and actions within the scope of the role, including

administration, governance and implementation

Meet leadership obligations to report, explain and be answerable

Work and collaborate with other parts of the organisation as needed and required

Culture

Instil the organisation’s values and Guidelines Shaping How We Work across the Branch

Model, support and encourage behaviour that shapes a safe, collaborative, fair and just

culture across the Directorate and within the Branch

Model, support and encourage a culture of learning that, as a priority, ensures staff are well

trained and equipped to carry out their individual roles

Workplace Health and Safety

As an Officer, as defined under the relevant WHS legislation, comply with all due diligence

obligations in respect to WHS. This includes but is not limited to:

o Formulation and implementation of policies and procedures to ensure compliance

with WHS legislation and the provision of sufficient resources to do this

o Ensuring duty of care through keeping up to date on relevant WHS matters

o Ensuring incidents, hazards, risks and well-being are understood, minimized and

managed effectively in a timely manner across Council and within your Directorate

o Providing advice and support to line management to ensure they are able to

comply with Councils WHS policies and WHS legislation

o Ceasing or directing the cessation of unsafe work

At all times comply with Councils Asbestos Management Policy

Model the principles of a fair and just culture

Operational and Service Excellence

Achieve organisational objectives and meet all statutory and legal requirements involved in

managing and delivering the Branch’s services and functions as identified in the Delivery

Program and annual Operational Plan

In delivering Branch services, support achievement of a sustainable and successful future

for the Blue Mountains socially, economically and environmentally

Promote, encourage and acknowledge continual improvement in the Directorate and

Branch to achieve more effective and efficient service delivery

A Financially Sustainable Council

Contribute to the review, update and achievement of the Council’s Resourcing Strategy

every four-year Council Term

Manage, maintain and deliver best value services:

o With funding allocated through the Long-Term Financial Plan

o With workforce skills and capabilities matched to achieving Directorate and Branch

goals

o With assets in risk-free condition that are fit for purpose and have service capacity

General

Any other duties within area of skill as directed

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Stakeholder Engagement

Internal Stakeholder Engagement Focus

Other Directorates and

Branches in the Directorate

Collaborative, whole of organisation approach by Managers to

service delivery and achieving organisational goals

Direct Reports Direct reports are informed and equipped to carry out their roles

and understand how their work contributes to the achievement of

organisational goals

Employees Engagement and liaison with employees occurs regularly on

matters associated with employment at Council

External Stakeholder Engagement Focus

Unions Engagement and liaison with involved unions on employment

matters

Australian Tax Office Engagement and liaison with ATO on tax, super and other issues

Corporate Obligations

Manage direct reports

The direct reports to this position are:

Program Leader Human Resource Services

Business Partner Employee Relations

Business Partner Learning and Development

Ensure Workplace

Health and Safety

Ensure, model, comply and co-operate with Workplace Health and Safety

policies, procedures, instructions and safe systems of work. Provide a

work environment free from hazards and ensure the health and safety of

self, staff and other people affected by the workplace.

Risk Management

Manage work practices to mitigate all identified risks, identify and report

additional risk and threats and assist in devising strategies to mitigate

those risks.

Code of Conduct

Adhere to Council’s Code of Conduct and the policies and procedures that

support it.

Delegations

Authority to operate within Delegations attached to the position. Delegate

responsibility and authority to the right person, providing the necessary

authority, resources and support.

Customer Service

Meet and strive to exceed customer service standards

Continuous

Improvement

Model continuous improvement. Identify inefficient work practices and

recommend changes where appropriate.

Procurement

Conduct activities in accordance with the Council’s Purchasing and

Procurement Policy and Procedures.

Information and

Records

Management

Create required and appropriate records in Council’s electronic records

management system and ensure staff under your management are

responsibly managing records and information to ensure against loss,

removal or destruction.

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Selection Criteria

Essential Requirements

Tertiary qualifications of relevance to the position in such areas as human resource

management, organisational psychology, industrial relations and/or significant experience

in a similar role

Skills and Experience

High level skills and experience in effectively managing Human Resources within a

complex and multifaceted organisation delivering a wide range of internal and external

services

Proven ability to manage delivery of core Human Resources functions including

recruitment, remuneration framework, performance review, training, learning and

development, HR business support, grievance management, employee relations,

industrial relations

Proven ability to deliver results and respond effectively to changing circumstances

Understanding of NSW local government award and experience with industrial relations

matters

Proven ability to manage a multi-disciplinary team

High level communication (written and oral), negotiation and conflict resolution skills

Proven ability to work collaboratively and foster effective strategic and operational working

relationships with people at all levels

Proven ability to lead, drive and achieve a strong customer service and continuous

improvement culture

Understanding and commitment to supporting achievement of a fair and just safety culture

proficient computer skills including microsoft applications (Word, Excel, PowerPoint), online

digital literacy and use of standard online/ technical HR systems

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Behavioural Capabilities

Blue Mountains City Council is guided by the Local Government Capability Framework and has

developed the following set of capabilities that provide clear expectations about performance and

behaviour for positions in the Council.

Candidates need to demonstrate competence (Adept) in all five areas. Highlighted in bold are

capabilities which are currently an important priority focus (Advanced) for this position and

need to be addressed particularly in an application.

Personal attributes

o Manage self

o Display resilience and adaptability

o Act with integrity

o Demonstrate accountability

Relationships

o Communicate and engage

o Community and customer focus

o Work collaboratively

o Influence and negotiate

Results

o Plan and prioritise

o Think and solve problems

o Create and innovate

o Deliver results

Resources

o Manage finances

o Manage assets and tools

o Technology and information

o Manage procurement and contracts

Workforce Leadership

o Manage and develop people

o Inspire direction and purpose

o Optimise workforce contribution

o Lead and manage change

Appendix 3 provides more detailed information on the Local Government Capability Framework

and lists the essential behavioural criteria at the level required for this position.

Appendix 4 provides more detailed information on the behavioural indicators for the priority

Focus Capabilities – that is, indicators or examples of the behaviour we expect to see

demonstrated.

Further information regarding the Local Government Capability Framework is available at

https://www.lgnsw.org.au/key-initiatives/capability-framework

https://www.lgnsw.org.au/key-initiatives/capability-framework

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Appendix 1: Community Strategic Plan Objectives and Strategies –

Manager Human Resources (Updated annually with the adoption of the DPOP)

objective 1.3

All levels of government provide value for money sustainable

services and infrastructure

Strategy 1.3.c - Ensure a safe, skilled and engaged workforce that provides value for money services to the community

4 yr priority ID

DELIVERY PROGRAM 4–year Priority Action

2019-2020 ID

OPERATIONAL PLAN 2019-2020 Action

Service Responsible Manager

1321 Ensure the organisation has

the skills and capabilities to

deliver required services to

the community

D1321.04 Complete organisational training

needs assessment in consultation

with staff (WMS 2a)

Strategic & Governance

Manager Human Resources

D1321.05 Implement targeted skill and

capability development, coaching

and mentoring programs (WMS

2a)



D1321.06 Commence assessment of skill and

capability requirements and gaps

within each Council Service area

(WMS 2a)



D1321.07 Incorporate required capabilities

into Council management and

supervisory position descriptions

using NSW Local Government

Capability Framework (WMS 2a)



1322 Council supports trainees, apprentices & cadets

D1322.02 Continue implementation of the

annual Trainee, Apprentice and

cadet program (WMS 2b)



1323

Strengthen Human Resource Management and Recruitment

D1323.02 Commence implementation of

the adopted Human Resource and

Recruitment improvement plan

actions (WMS 4b)



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Appendix 2: Services and Assets managed by Strategy and

Corporate Services Directorate*

*As at 1 July 2019 and subject to change following review and update from time to time. NB: Branch level

budget to be confirmed

Branch

Service

Service Expenditure Budget 2019-2020

Assets Supporting Service

Value of Assets

Relevant Asset Management Plan (AMP)

Strategy, Service Planning and Performance

Corporate Strategic Planning & Reporting (IP&R)

$14.5M

N/A

N/A

N/A

Strategic Resource Allocation

Asset, Financial and Human Resource Strategic Planning

N/A

N/A

N/A

Finance

Corporate Financial Services

N/A

N/A

N/A

Fleet Management Services

Fleet

$40M

Fleet AMP

Warehouse & Procurement

Human Resources

Corporate Human Resource Services

N/A

N/A

N/A

Information and Business Systems

Corporate Information Services

Information Technology

$6M

Information Solutions AMP

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Appendix 3: Capabilities for the Position

The Blue Mountains City Council, guided by the Local Government Capability Framework, has

developed a set of capabilities that provide clear expectations about performance and behaviour

required for holding positions in the Council.

These capabilities, described in terms of demonstrable behaviour, bring into focus the behaviours

and attitudes that together make up Council’s desired culture by emphasising how we do the things

we do and making transparent what “good” looks like.

These capabilities are an important element in our recruitment and selection process and

candidates are required to address these in their applications.

The Capabilities are also involved in the full range of workforce management and development

activities: role design and description, performance management, learning and development and

strategic workforce planning etc.

Overleaf is the full list of capabilities and the level required for this position. While all capabilities

are required to be demonstrated, the capabilities in bold are the priority focus for this position.

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Local Government Capability Framework

Capability Group Capability Name Level

Personal attributes

Manage Self Adept

Display Resilience and Adaptability Adept

Act with Integrity Adept

Demonstrate Accountability Adept

Relationships

Communicate and Engage Adept

Community and Customer Focus Advanced

Work Collaboratively Advanced

Influence and Negotiate Adept

Results

Plan and Prioritise Adept

Think and Solve Problems Adept

Create and Innovate Adept

Deliver Results Advanced

Resources

Finance Adept

Assets and Tools Adept

Technology and Information Adept

Procurement and Contracts Adept


Manage and Develop People Advanced

Inspire Direction and Purpose Advanced

Optimise Workforce Contribution Advanced

Lead and Manage Change Advanced

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Appendix 4: Focus Capabilities and Behavioural Indicators


Group and Capability Level Behavioural Indicators

Relationships

Community and Customer

Focus

Advanced Demonstrates a thorough understanding of the interests, needs and diversity in the community

Promotes a culture of quality customer service

Initiates and develops partnerships with customers and the community to define and evaluate service outcomes

Ensures that the customer is at the heart of business process design

Makes improvements to management systems, processes and practices to improve service delivery

Works towards social, environmental and economic sustainability in the community/ region

Relationships

Work Collaboratively

Advanced Builds a culture of respect and understanding across the organisation

Facilitates collaboration across units and recognises outcomes resulting from effective collaboration between teams

Builds co-operation and overcomes barriers to sharing across the organisation

Facilitates opportunities to develop joint solutions with stakeholders across the region and sector

Models inclusiveness and respect for diversity in people, experiences and backgrounds

Results

Deliver Results

Advanced Sets high standards and challenging goals for self and others

Delegates responsibility appropriately and provides support

Defines what success looks like in measurable terms

Uses own professional knowledge and the expertise of others to drive results

Implements and oversees quality assurance practices


Manage and Develop

People

Advanced Knows the individual strengths, weaknesses, goals and concerns of members of the team

Fosters high performance through effective conversations and feedback and by providing stretch opportunities

Identifies and develops talent across the organisation

Coaches and mentors staff to foster professional development and continuous learning

Implements performance development frameworks to align capability with the organisation’s current and future priorities

Resolves team and individual performance issues, including serious unsatisfactory performance, in a timely and effective way

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Group and Capability Level Behavioural Indicators


Inspire Direction and

Purpose

Advanced Translates organisational vision and strategy into operational goals to help staff understand their own contribution

Builds a shared sense of purpose through involving people in defining priorities and cascading goals

Regularly communicates progress against business unit and organisational goals

Creates opportunities for recognising and celebrating high performance at the individual and team level

Workforce Leadership Optimise Workforce Contribution

Advanced Ensures resource management plans effectively distribute people resources in line with priorities

Develops workforce management plans that link to current and future organisational priorities and objectives

Uses talent management processes to guide learning and development investment and to allocate critical roles

Recruits capable people with varied backgrounds, styles and strengths


Lead and Manage Change

Advanced Translates change initiatives into practical strategies, including the role of staff in implementing them

Analyses the change context to identify the level of consultation and involvement required from staff and stakeholders

Develops appropriate approaches to involve staff and stakeholders at various stages of the project

Implements structured processes to manage structural, system, process and cultural barriers to change

Provides coaching and leadership in times of uncertainty and difficulty for staff

blue mountains city council - home | bmcc.nsw.gov.au · 2019-07-26 · business partner learning...

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