JOB DESCRIPTION JOB TITLE HR Business Partner DEPARTMENT HR, Organisational Change & Development REPORTS TO HR OC&D Manager (Operations) POST HOLDER Vacant GRADE AND ROLE PROFILE B Lower, Role Profile 4 (P&T Job Family) JOB PURPOSE To manage a professional HR partnering service to the Northwest Regional Development Agency (NWDA) with emphasis on employee relations, resourcing, performance management as well as organisational change and managing a variety of HR projects. Guiding and advising Executive Directors, Line Managers, and employees to champion change, improve business performance and ensure compliance with the requirements of best practice policies and procedures, applying professional judgement regarding employment legislation. ORGANISATION CHART Director of HR,OC&D
Personal Assistant
Head of Operational HR
HR OC&D Manager (Operations)
HR Business Partner
Personnel Officer
HR Co-ordinator
HR Systems Manager
HR Business Partner (Vacancy)
Head of Learning & Development
HR OC&D Manager (Projects)
L&D Co-ordinator
HR Systems Administrator
Personnel Officer
HR Business Partner
Asst HR Business Partner
HR Co-ordinator
DIMENSIONS • Supervises the activities and delivery of HR services undertaken by team members. • Has to work with sensitive and complex issues at all levels in the business. • Has to work with a number of internal and external stakeholders including DTI. PRINCIPAL ACCOUNTABILITIES 1. To provide an effective and value adding generalist HR Business Partnering service to allocated client groups, providing fit for purpose solutions that meet
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business needs. To take a lead role in the management and implementation of large recruitment campaigns, in particular in-house assessment centres. Manage the implementation and maintenance of the Agency’s Human Resources policies and procedures in line with current legislation and the strategic direction of the Human Resources function. Provide expert advice and interpretation of legislation to Executive Directors, Line Managers and staff, ensuring that a best fit solution is recommended that is relevant to the circumstances of the Agency or Corporate Group. Manage the Agency’s recruitment and selection function, to ensure fair methods are adopted and consistency of approach. Monitor and record information to enable accurate reporting both internally and externally. Manage and develop Personnel Officer’s and HR Co-ordinators to ensure procedures are clear, documented and understood, and that all essential duties are covered, to also improve performance and quality of service provided. Advise Executive Directors, and Line Managers on complex employee relations issues that may result in disciplinary or grievance measures, acting as investigating officer in some circumstances. Taking measures to avoid any detrimental circumstances for the NWDA. To assist the HR OC&D Manager (Operations), Head of Operational HR or Director of HR, Organisational Change & Development (HR OC&D) to undertake and deliver strategic HR Projects. Provide relevant and timely HR metrics and management information, including detailed analysis and reports as required. Provide expert advise to Executive Directors regarding change management and act as the HR lead in the implementation of any corporate restructuring exercise. Use professional judgement to evaluate or benchmark new and revisited roles, making detailed justification for the placement of salary band.
PLANNING AND ORGANISING • The postholder is responsible for planning own activities, on a daily, weekly monthly and annual basis. • Is also responsible for planning the activities of the Assistant HR Business Partner/ Personnel Officer’s and HR Co-ordinators. • Meets the HR OC&D Team and Agency deadlines. • Postholder must plan and agree timeframes for completion of tasks with other team members. DECISION MAKING • Makes decisions in relation to their own particular field of activity. Consults where appropriate with the HR OC&D Manager (Operations) in the case of overlapping responsibilities. Uses sound professional judgment when making decisions. • Makes decisions independently and the HR OC&D Manager (Operations) may review work for accuracy and adequacy of professional judgment as necessary. INTERNAL AND EXTERNAL RELATIONSHIPS The post holder must develop a professional working relationship with the following individuals: HR OC&D team members, Executive Directors, line managers and staff, staff representatives, NWDA Board members, HR agencies and consultants, e.g. recruitment, staffing agencies, Prospective employees, e.g. job applicants, secondees, temporary staff, HR networks (ad hoc), Other Government Bodies and professional bodies, e.g. – EOC, ACAS, CIPD, Employment Tribunals, HR networks, employment lawyers.
KNOWLEDGE, SKILLS AND EXPERIENCE NEEDED • This post requires a demonstrable sound and broad understanding of the principles of HR within a busy and complex HR environment. • The post holder should be fully CIPD qualified preferably with Chartered Member status. • British Psychological Society Level A and B (Intermediate) qualified (desirable). • Demonstrate business awareness and the ability to influence with personal credibility. • Demonstrates the capability to build and manage HR Business Partnering relationships with key client groups. • An in-depth knowledge of current employment legislation and its implications for both employer and employees. • A strong communicator with the ability to advise on sensitive HR issues at Executive Director level, through exceptional interpersonal skills and diplomacy • Ability to work under pressure to deadlines. • Experience of managing high volume HR processes. • Knowledge and experience of dealing with HR procedures e.g. Disciplinary, Grievance. • Strong organisational skills with the ability to work flexibly across a range of wide HR issues • Excellent IT skills with experience in Microsoft office packages and Personnel software. SPECIAL FEATURES WHERE DOES THIS ROLE NEED TO BE BASED Warrington COMPETENCY PROFILE
Building and Managing Relationships B Actively develops relationships • Opens discussions with others about the quality of working relationships in addition to task focus • Has a strong, purposeful wide network of contacts • Takes steps to manage how others view them • Makes time to meet people and develop mutual understanding • Takes part in professional association or other similar social and networking events Developing Others B Manages staffs performance • Assist with an individuals formal development planning • Expresses positive expectations about potential for performance improvement • Gives balance, constructive and evidenced based feedback on performance • Takes time to discus performance in addition to formal appraisal • Clarifies in terms of competencies and output performance requirements Leadership B Promotes team effectiveness • Encourages all group members to participate fully to build team effectiveness. • Integrates the skills and abilities of the team to create a successful unit. • Actively takes steps to build the team in order to promote group morale Represents interests of their team/function within NWDA. • Takes responsibility for performance and general feedback about the team. Planning and Organising B Develops realistic estimates and plans • Allows a degree of flexibility into plans to accommodate changing circumstances. • Keeps others informed of any changes to plans / service delivery. • Monitors progress against key milestones on an ongoing basis. • Conducts post-project reviews. Service Orientation D Builds a partnership • Has a relationship with customers based on a complex understanding of their needs and • their inter dependence • Develops and amends services to meet the long term requirements of customers. • Advises customers on ways in which they can assist and support them more effectively. Teamwork B Proactively engages others • Identifies and responds when colleagues need support. • Seeks help outside the immediate team when appropriate. • Solicits help from colleagues e.g. an “expert” on a particular type of issue. • Shares information, skills and ideas with others. • Thinks of team performance in addition to the achievement of personal accountabilities.
SELECTION AND ASSESSMENT Minimum process: Panel Interview R Competency Assessment R
JOBHOLDER SIGNATURE: IMMEDIATE SUPERVISOR/ MANAGER SIGNATURE: DATE:
Additional relevant process: Presentation R Written report 0 Group discussion R In-tray exercise 0