General Manager – People and Capability

1. PURPOSE OF POSITION To provide , strategic direction and overall accountability for the Human Resources (HR) services, policies, and programmes of Taranaki District Health Board (TDHB).

Through high quality service delivery to Taranaki District Health Board (TDHB), the General Manager – People and Capability (GM) will lead, build and develop a team of people specialists who enable and support the organisation, and staff, to pursue and achieve TDHB’s direction and vision. The GM will promote practices and objectives that will provide an employee-oriented, high performance culture that emphasizes empowerment and involvement, quality, high productivity and standards, and the recruitment and ongoing development of a superior workforce.

2. ORGANISATIONAL VALUES The Taranaki District Health Board (TDHB) is committed to the strategic actions and behaviours of ‘Work Together’:  Treating people with trust, respect and compassion  Communicating openly, honestly and acting with integrity  Enabling professional and organisational standards to be met  Support achievement and acknowledging successes  Creating healthy and safe environments  Welcoming new ideas

3. DIMENSIONS

Reports to: Chief Executive Number of people reporting to you Approximately 13 Financial limits authority - Operating Budget TBA

4. WORKING RELATIONSHIPS

External Internal Ministry of Health Chief Executive Other DHBs Executive Management DHB Shared Services Direct Reports Healthshare All Managers Unions Employees and their representatives and Other health related organisations employee forums Service Users, Family / Whanau, Public

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5. ACCOUNTABILITIES

Key area of responsibility Expected outcomes  1. Team Performance Accountable for leading the HR team in actively working with the EMT to ensure there is alignment to the strategic As a member of the Executive direction of TDHB, as well as those behaviours and practices Management Team (EMT), the General that contravene good practice, are challenged. Manager – People and Capability (GM),  Anticipate and develop, in conjunction with the EMT, timely is expected to have a deep HR and organisational development initiatives that deliver understanding and be fully aligned with best practice in TDHB. TDHB’s vision, aims, organisational values and measurements of success;  Lead the HR team in playing a key role in translating our be capable of leading the organisation vision in TDHB’s Annual Plan, into meaningful action; and the HR team to accomplish TDHB’s shaping and driving organisational growth and change, as vision and goals. well as manage strategic risks.  Ensure a service culture which is customer-focused and performance driven and establishes a high level of commitment to quality.  Through the continual review and improvement of its service quality, strategies and programmes, ensure that the HR function delivers value across four areas, and in turn, is highly respected for its contribution under:

o Partnering – supporting the managers and staff across TDHB. o Organisational Development – developing and growing people capability. o Recruitment and Succession – attracting, sourcing and managing talent. o Health, Safety and Wellbeing – taking care of people so that they can take care of patients  2. Organisational Development Manage organisation development strategies and initiatives that address issues such as succession planning, superior 2. The GM will provide leadership in workforce development, key employee retention and creating and facilitating organisation organisation design. development strategies and interventions for TDHB Employee  Develop and grow people capability through: Relations o A process of organisational planning that evaluates TDHB structure, job design and employee throughout TDHB; o Identifying and monitoring TDHB’s culture so that it supports the attainment of TDHB’s goals and promotes employee satisfaction; o Promoting actions and behaviours that enable individuals and the organisation to work together. o Leading a process of organisation development that plans, communicates, and integrates, the results of strategic planning throughout the organisation.

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o Managing and supporting initiatives that achieve organisation objectives, including staff wellness, training, environmental health and safety activities, and a positive working environment and culture.  3. Workforce Planning and Ensure that TDHB has the workforce capability for present Development and future success, by developing and administering programmes, procedures, and guidelines to help align the Provide leadership, direction and workforce with the strategic goals of TDHB. overall accountability for developing a sustainable workforce in Taranaki  Promote and maintain high standards in employee development and workforce planning across TDHB, ensuring the delivery of competent advice and appropriate policies.

 It will also involve working with other agencies, including allied Maori health organisations, as may be necessary, to ensure that TDHB realises the benefits of national and regional workforce development strategies and activity.  Use experience and knowledge of the New Zealand 4. Employee Relations employment legislation framework to develop, guide and support, the organisation in its employment relations The GM will ensure that TDHB has a programmes and practices. long-term employee relations strategy and appropriate mechanisms to  Shape HR policies and objectives that are legally compliant, manage and implement this strategy where management and staff are made aware of changes to New Zealand legislation relevant to the organisation and

that a positive employee relations environment is maintained.  Develop and support the organisation’s framework and strategy; providing leadership on all matters relating to change management practices which enable service objectives to be successfully realised.  Work with management to oversee and mitigate, the impact of change initiatives on staff, ensuring buy-in and engagement of employees and representatives on TDHB’s change processes.  Ensure that constructive and effective partnership frameworks for engagement with trade unions and employees is upheld.  Provide support and advice to management, as appropriate, in disciplinary, grievance and other matters such as monitoring and implementing performance improvement processes. 5. Recruitment and Retention  Ensure that TDHB has the talent and leadership capabilities to achieve its potential now and into the future.

 Lead in the development of recruitment, retention and succession strategies and associated implementation plans.  Establish and lead a high standard of recruitment practice, reflecting TDHB’s philosophy of being a “great place to work” and robust procedures necessary to recruit, hire and retain, a superior workforce

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 6. Financial Performance Manage agreed budgets and achieve agreed targets, including leading and contributing to organisation-wide The GM will maintain effective financial financial initiatives, as necessary. of the HR service and  Ensure that appropriate remuneration and benefits policies continually seek opportunities to are developed and maintained, to ensure effective and fair increase revenue and reduce costs compensation of staff throughout TDHB.  Monitor pay practices and systems for effectiveness and cost containment, balanced against the importance of recruiting and retaining superior staff.

Organisational Accountabilities Expected Outcome for all Executive Managers Health Equity The TDHB strives to eliminate health inequalities and achieve health equity for the Taranaki population. Executive Managers

are expected to provide organisational leadership in:  Understanding and implementing the Pae Ora Framework including: o Demonstrating the principles of Partnership, Participation and Protection under the Treaty of Waitangi; o Understanding the determinants of ethnic inequalities in health, in particular the “Drivers of ethnic inequalities in health” and the “Pathways to Inequalities” both of which are referenced in the TDHB Pae Ora Framework, Appendix 1; o Enabling Māori participation in design and delivery of services; o Ensuring Health Equity assessment is undertaken with appropriate input where services, policies or programmes are expected to improve outcomes for Māori; o Ensuring appropriate health literacy responses are developed and implemented to support effective engagement with and delivery for Māori, as outlined in “A framework for health literacy”, published by the Ministry of Health; o Setting and monitoring equity (no differential) and other quality improvement targets; o Strengthening performance improvement, monitoring and accountability mechanisms to ensure that the organisation is on track to achieve equity of health outcomes for Māori;  Setting targets for and actively recruiting a Māori health workforce;  Building and maintaining the capacity/capability of the Taranaki health and disability workforce to deliver health care that is responsive to the needs of Māori;  Requiring all Managers and Team Leaders to have expertise in health equity as a core competency;  Acknowledging the importance of te reo Māori as an official language of New Zealand;  Actively partner with providers and agencies beyond the health sector to allow for better service integration, DK-127827-16-146-V2

Organisational Accountabilities Expected Outcome for all Executive Managers planning and support for Māori;  Otherwise implement “Equity of Health Care for Maori: A Framework” published in support of He Korowai Oranga Refresh 2014, national Maori Health Strategy.

Health and Safety The Taranaki DHB is committed to ensuring that a safe and healthy work environment is achieved and maintained. All Team Leaders and Managers will support the DHB’s health and safety culture by:  Planning, organising and managing health and safety activities directed at preventing harm and promoting health and wellbeing in the workplace.  Following, implementing and ensuring compliance of all Health and Safety policies, procedures and processes.  Working closely with and supporting the Health and Safety Representatives’roles.  Ensuring a safe working environment and work practices through risk and hazard identification and management.  Ensuring health and safety is a standard agenda item in all meetings  Ensuring health and safety reported events are followed up and closed off within required timeframes.  Ensuring health and safety audit activity occur; results reviewed and improvement actions implemented.  Ensuring health and safety management accountability for all direct reports is monitored and reviewed as part of the performance review process.  Actively supports staff rehabilitation and provides return to work options.  Ensuring health and safety related Key Performance Indicators are measured, reported and performance monitored. Personal Development  Fully contributes to the individual’s team performance and is committed to identify and pursue opportunities for developing new knowledge and skills.  Participates in the performance appraisal process where personal performance and development is reviewed.  Willing to accept new responsibilities, acquire and demonstrate relevant new knowledge.

6. VARIATION TO DUTIES Duties and responsibilities described above should not be construed as a complete and exhaustive list as it is not the intention to limit in any way the scope or functions of the position. Duties and responsibilities can be amended from time to time either by additional, deletion or straight amendment to meet any changing conditions. However, this will only be done in consultation with the employee.

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7. CAPABILITY REQUIREMENTS Capabilities are the behaviours demonstrated by a person performing the job. Capabilities identify what makes a person most effective in a role. Those listed below are expected for the Executive Management team in the organisation. The required capabilities can change as the organisation develops and the roles change.

Capability Be a Values Leader Understand own leadership style; develop self; display trust and integrity; be resilient and adaptable. Engage Others Develop others; motivate and empower; demonstrate care and respect; communicate effectively; foster a positive culture. Develop coalitions Builde constructive relationships; create oportunities for thinking and working across boundaries; promote and demonstrate diversity of thinking, ideas and approaches; display team work and lead collaboratively. Leading care Demonstrate an understanding of the purpose of care and the needs of those providing and receiving care; connect DHBs purpose and values to unit’s work; model responsibility and accountability; identify & implement strategy and tactics for achieving the purpose; demonstrate a commitment to the principles of Te Tiriti o Waitangi; maximise the contribution of all staff to identify and remove barriers to addressing inequalities; achieve results related to the provision of great care. Mobilise system improvement Establish evidence based decisions; enable a culture of continuous improvements; establish the change imperative; demonstrate organisational and political agility; identify innovations and support their adoption; nurture organisational learning. Managing Vision and Purpose Communicates a compelling and inspired vision or sense of core purpose; talks beyond today and about possibilities; makes the vision shareable by everyone; can inspire and motivate entire units. Managerial Courage Doesn’t hold back anything that needs to be said; provides current, direct, complete, and actionable positive and corrective feedback to others; lets people know where they stand; faces up to people problems on any person or situation quickly and directly; is not afraid to take negative action when necessary. Business Acumen Knows how work; knowledgeable in current and possible future policies, practices, trends, technology and information affecting their business and organisation. Drive for Results Can be counted on to exceed goals successfully; is constantly and consistently one of the top performers; very bottom-line oriented; steadfastly pushes self and others for results. Intellectual Horsepower Is bright and intelligent; deals with concepts and complexity comfortably; described as intellectually sharp, capable and agile. Standing Alone Will stand up and be counted; doesn’t shirk personal responsibility; can be counted on when times are tough; willing to be the only champion for an idea or position. Politically Savvy Can manoeuvre through complex political situation effectively and quietly; anticipates issues and plans their approach accordingly; views politics as part of organisational life and adjusts to that reality. Strategic Agility Sees ahead clearly; can anticipate future consequences and trends accurately; has broad knowledge and perspective; is future-oriented; can create breakthrough strategies and plans.

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Capability Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal networks; understands the origin and reasoning behind key policies, practices, and procedures; understands the culture of organisations.

8. EDUCATION  Broad knowledge of and experience in, New Zealand employment and health and safety legislation, remuneration, organisational planning, organisation development, employee relations, safety, training and development.  A tertiary qualification in HR, management or related areas, with significant experience in human resource/people capability management.  An in-depth understanding of the assigned portfolio areas, an understanding of the national, regional and district strategic directions and environments

9. SKILLS

 Strategic planning skills and experience, including demonstrated ability to develop project strategies and implementation plans, proposals, including writing well-reasoned and analysed papers  Advanced interpersonal and problem solving skills and demonstrated negotiation skills  Excellent computer skills, particularly Microsoft Word for Windows, Powerpoint and Excel  Ability to manage multiple projects and to work to strict deadlines; including the ability to set up and develop a systems approach to the role.  Exceptional communication, negotiation and conflict resolution skills.  Demonstrated competence in general management including: o Strategic and annual business planning o Budget planning, forecasting and control o o o Continuous Quality Improvement  Flexibility and adaptability in building knowledge and responding to signals and processes regarding national health policy directions that will lead to regional implementation

10. EXPERIENCE  A successful and proven leadership/management track record at a senior level. Ideally, this will include recent experience working in a large and complex organisation.  Demonstrated experience of managing human resource and organisational development strategies that align with, and address the business needs of a large organisation.  A successful track record of leading and implementing major organisational development and change management processes in a large organisation  Proven ability to successfully contribute to a positive team environment  Confidence to accept responsibility and to act with authority and independence within delegated responsibilities; ability to delegate appropriately  Demonstrated ability to develop and maintain networks with key stakeholders

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