Job Description & Person Specification s1

SCOTTISH NATURAL HERITAGE

JOB DESCRIPTION & PERSON SPECIFICATION

JOB TITLE Business Manager (Human Resources) JOB CODE CD01 GRADE F SALARY up to £40,000 p.a. depending on experience. (Salary range is £33,965 - £46,703. Time taken to progress from min to max is normally 8 years). LOCATION Inverness RESPONSIBLE TO Head of Corporate Services

Note: There may also be assistance with relocation costs up to £5,000. Note: As our offices are spread throughout Scotland some travel throughout Scotland will be required from time to time on an on-going basis.

MAIN PURPOSE OF THE POST SNH’s Corporate Services Business Managers will be leaders who not only have a track record of managing corporate service business areas effectively, but can demonstrate a strong commitment to quality services and continuous improvement and outstanding ability to manage change. The core role for this Business Manager is to oversee a portfolio of Human Resources functions, including development of HR policies, delivery of management information, payroll, recruitment, training & development and HR advice and casework. However, SNH is entering a challenging period of change in delivering its support services and so this portfolio may evolve over time. The post holder must be flexible and confident in leading teams across Corporate Services specialisms, potentially beyond the core remit of Human Resources. The post holder will be a key member of the Corporate Services management group, which includes a range of functions including, for example, corporate planning, finance, internal audit, human resources & information technology.

1 D:\Docs\2018-04-20\06b9aeb806d6b1ff24abfea1febdc376.doc Corporate services family

Chief Executive

Head of Director of Secretariat inc. Corporate Services relocation and finance Press & PR

Audit & Information HR Common Corporate Finance Business Relocation review services services services planning services development unit

MAIN TASKS AND RESPONSIBILITIES The main emphases will be on effective:  Programme management  Performance management  Change management  Resources management

The immediate challenges include:  Building and motivating a new Inverness-based HR team  Refreshing and reinforcing the profile of HR functions across SNH in a time of rapid business change

The initial portfolio for this post is made up as follows: Develop and implement SNH’s Human Resource Strategy and Policies Lead the development, implementation and evaluation of SNH HR strategies, policies and practice, supporting the SNH Management Team to drive the delivery of SNH’s strategic objectives. Ensure the review and maintenance of SNH’s reward system, terms & conditions of employment, performance management system and employee development arrangements to best suit the evolving needs of SNH. Advise SNH Management Team on all aspects of HR, in line with changing employment legislation and in support of good practice, and effective employee relations. Staff and Unit Management Lead, support and develop the HR team in the achievement of organisational objectives. Determine Unit structure and ways of working, and oversee the build up of a new HR team in Inverness, comprising a mix of transferring staff and new recruits. Provide HR management information Lead the further development, implementation and evaluation of a comprehensive HR planning system including workforce planning and provision of management information, closely integrated with SNH’s MIS developments.

2 D:\Docs\2018-04-20\06b9aeb806d6b1ff24abfea1febdc376.doc Deliver HR advice Support managers at all levels in exercising their staff management responsibilities through the provision, by HR teams, of accessible, timely, and user-friendly advice and guidance, using appropriate channels of communication (including intranet, email, telephone & face-to-face contacts). Deliver Payroll services Oversee provision, by the Payroll Team, of a timely and accurate payroll service to SNH staff. Deliver generalist HR services Oversee the provision by HR teams of a wide-ranging HR services, including recruitment, contracts, probation, appraisal, staff transfers, promotions, health referrals, disciplinary procedures, early departures, retirements et al. Deliver SNH’s training & development programme Oversee provision, by the Training & Development Team, of a programme of development of personal, team and organisational effectiveness which enhances organisational performance. Maintain staff support & welfare Through the Welfare Officer, promote a supportive working environment and access to a confidential counselling service to SNH staff and managers. RESOURCES MANAGED The present portfolio includes several teams of professional and administrative staff (currently the complement numbers about 30 FTE) and for associated budgets (excluding salaries) of around £1m per annum.

PERSON SPECIFICATION You will be an experienced HR professional, with at least 5 years in a senior HR role, preferably within a multi-site organisation. You will have experience of managing change at a programme level not just at a project level and will be comfortable managing professional, highly motivated multidisciplinary teams. For you, evidence based management will be second nature, i.e. not only will you be information curious you will use management information to help guide decisions. You will also be a strong corporate player helping to develop a strong collegiate approach to the management of SNH’s corporate services which are at once customer-focused and business driven. We need you to be energetic, highly motivated and with proven leadership skills able to inspire the same in others. You must be a team player, but you will also need to be able to give your teams the space to develop and respond to business needs and change. If you feel you can meet this challenge, are creative and innovative, have vision and can also bring a wealth of knowledge and management experience to SNH, then this opportunity could be for you.

3 D:\Docs\2018-04-20\06b9aeb806d6b1ff24abfea1febdc376.doc You must be able to demonstrate

 a proven track record of shaping and delivering significant change  strong ability to lead, network and influence;  strong results / performance orientation;  excellent communication and interpersonal skills;  experience of delivering projects, programmes and strategies effectively in an organisation with a complex remit;  strong listening skills and customer orientation;  ability to guide the formulation and implementation of policy;  ability to manage resources;

APPLICATION AND SELECTION SNH has recently introduced a competency framework, (consisting of 11 competencies spanning 5 Key Areas) which will underpin staff and post development and recruitment and selection throughout SNH. Details of the competencies required for the Business Manager post are set out in the attached Annex. Please bring out in your application the extent to which you meet the competency specification. To help inform the selection process short listed candidates will be asked to complete a self report questionnaire and in addition will be asked to give a short presentation at interview. Further details will be provided to candidates selected for interview. Please supply a contact number or e-mail address that can be used for initial notification of interview.

The closing date for return of completed application forms is Friday 29 October 2004. Please return to: Julia Falconer Penna Consulting 80 Commercial Quay Edinburgh EH6 6LX

Interviews will be held on Friday 12 November 2004 in Edinburgh.

4 D:\Docs\2018-04-20\06b9aeb806d6b1ff24abfea1febdc376.doc COMPETENCIES SNH operates a competency based system for development purposes and to help recruitment and selection. The competencies required of our Business Managers are generally at level 4 in our 1 – 5 framework. We expect the incumbents to be able to operate at these levels on entry, or soon thereafter. At level 4 we expect our managers to perform a wide range of complex tasks calling for well-developed leadership, decision making and planning, within a technical or professionally demanding role. Responsible for the work of others (at Levels 1-3, possibly 4) with complex roles.

1 2 3 4 5 KEY AREA 1 – THE WORKING ENVIRONMENT 1. Understanding SNH and your part in it x 2. Managing the working environment x KEY AREA 2 – WORKING WITH PEOPLE 3. Leadership, example and direction x 4. Building and maintaining relationships x 5. Helping others develop x KEY AREA 3 – ACTIVITIES AND OPERATIONS 6. Solving problems and making decisions x 7. Doing the work x KEY AREA 4 – MANAGING SELF 8. Motivation, development and personal qualities x 9. Flexibility, adaptability and resilience x KEY AREA 5 – SPECIALIST SKILLS AND KNOWLEDGE 10. Academic and Professional qualifications See below 11. Specialist skills, knowledge and licences See below

At level 4 we expect middle managers to perform a wide range of complex tasks calling for well developed leadership, decision making and planning, within a technical or professionally demanding role. Responsible for the work of others (at Levels 1-3, possibly 4) with complex roles.

5 D:\Docs\2018-04-20\06b9aeb806d6b1ff24abfea1febdc376.doc COMPETENCY 1 – Understanding SNH and your part in it  Thorough understanding of all SNH functions, how they inter-relate and how they contribute to SNH corporate aims  Understands and works effectively in the political context in which SNH operates  Thorough understanding of how own role links with equivalent specialist roles externally COMPETENCY 2 – Managing the working environment  Influences and contributes to SNH direction and strategies at a corporate level  Shapes and directs Unit/Function level plans  Interprets policies for function or unit and guides others  Influences policies at organisational level  Contributes to and influences corporate risk management  Monitors and ensures compliance with corporate policies and practices throughout own unit  Builds and uses networks in and out of SNH at an equivalent senior level.

COMPETENCY 3 – Leadership, example and direction  Sets the direction of the team at Group or Unit level  Represents their team or function to senior managers  Sets an example to managers in using appropriate leadership styles and keeping their word  Coaches and guides others in leading their teams  Exemplifies senior commitment to SNH’s values among staff and external contacts

COMPETENCY 4 – Building and maintaining relationships  Uses understanding of other Units/Groups roles to build and maintain effective working relationships.  Guides others in avoiding and resolving conflict, arbitrates or advises on issues  Understands and influences group dynamics positively in complex, multi functional teams or committees and between SNH Units and teams  Actively promotes development of positive relationships within SNH and with outside bodies  Promotes effective feedback mechanisms in the Unit/Group to develop practices and procedures  An effective communicator in all media who strives to make communication effective throughout the unit or group through coaching and example.  Responds to active media interest in SNH positively and effectively

COMPETENCY 5 – Helping others develop  Contributes to development planning and improvement at an organisational level  Takes the lead in promoting development throughout the Unit

6 D:\Docs\2018-04-20\06b9aeb806d6b1ff24abfea1febdc376.doc  Sets standards for managers and guides their development to ensure they manage and lead effectively  Delegates effectively to help managers learn, promotes effective delegation by managers  Ensures development planning is undertaken throughout Unit or Group  Guides managers in using feedback for improvement within the unit or group  Ensures self and teams have the necessary skills and support to contribute effectively

COMPETENCY 6 – Solving problems and making decisions  Maintains an overview of Unit activities and spots potential problems early, Identifies risk and implications for SNH.  Gathers options and presents proposals to senior managers  Encourages and fosters creative approach to problem solving  Advises staff on where problems might occur in any Unit/Group level activity  Advises and supports others in making major or organisationally significant decisions  Takes the lead in trying creative or innovative solutions  Reviews and evaluates actions and outcomes to help SNH learn and improve  Accepts responsibility for own and other managers’ actions  Promotes and practices a ‘no blame’ culture, encourages judicious risk-taking and challenges over-cautious managers

COMPETENCY 7 – Doing the work  Initiates work for sub-Unit levels to achieve SNH aims, provides advice or direction as necessary  Works on complex projects as leader or project board member  Ensures evaluation and review is designed into the project or programme  Guides and leads managers in achieving team/Group objectives  Manages sub-unit involvement in partnership and other projects  Interprets policies relevant to the Unit or Group, guides application and ensures compliance.  Plans, generates and secures resources for Unit level programmes and projects, ensures efficient use

COMPETENCY 8 – Motivation, development and personal qualities  Actively seeks to develop own self-awareness and motivation  Displays a high degree of self confidence in challenging situations and when working in senior teams  Trusts own judgement and stands by it in making difficult decisions  Knows which emotions they feel and how they affect behaviour  Knows own strengths and weaknesses, actively and sensitively helps others to identify theirs.

7 D:\Docs\2018-04-20\06b9aeb806d6b1ff24abfea1febdc376.doc  Uses strategic networks and senior contacts to maintain and improve performance  Promotes and develops fairness and equality in all dealings and contacts  Ensures SNH values are adopted within Unit, sets an example

COMPETENCY 9 – Flexibility, adaptability and resilience  Promotes continuous improvement  Monitors Unit level change activities and manages adjustments as necessary  Anticipates abnormal circumstances or emergencies, plans to take account of them  Advises and supports managers in planning and implementing change  Promotes change as a benefit and an opportunity for the unit to evolve practices  Recognises the human effects of change and plans accordingly  Reports organisational effects of change upwards

COMPETENCY 10 – Qualifications and Experience

Relevant Experience Essential or Desirable E D E1 At least 5 years relevant management experience OR X E2 Recent management experience at a middle management level X

Academic, Vocational or Technical Qualifications Essential or Desirable E D Q7 OR Graduate or equivalent experience X Q8 OR Diploma in management X Q9 OR MBA X

Membership of Professional bodies Essential or Desirable E D M13 CIPD X

COMPETENCY 11 – Skills and knowledge

Skills Essential or Desirable E D

8 D:\Docs\2018-04-20\06b9aeb806d6b1ff24abfea1febdc376.doc S1 Excel, Word, Database X S2 Management information systems and reporting tools X

Knowledge Essential or Desirable E D K1 Project management X K2 Programme management X K3 Change management X K4 PRINCE2 X

Licences and Certificates Essential or Desirable E D L1 Driving licence X

9 D:\Docs\2018-04-20\06b9aeb806d6b1ff24abfea1febdc376.doc