position description

Position: Manager People, Culture and Inclusion Children’s Worker No Location: National Office Business Unit: Human Resources Group: Organisational Solutions Reporting to: Director People, Culture and Inclusion Issue Date: March 2016 Delegated Authority: Human Resources Staff Responsibility: Yes

Our Role The Ministry of Social Development (MSD) is the lead agency for the social sector. We help the Government to set priorities across the sector, co-ordinate the actions of other social sector agencies and track changes in the social wellbeing of New Zealanders. The Ministry provides policy advice, and delivers social services and assistance to children and young people, working age people, older people, and families, whānau and communities. We work directly with New Zealanders of all ages to improve their social wellbeing. We serve over a million people, working out of more than 250 centres around the country. It is likely that every New Zealander will come into contact with the Ministry at some point in their life. Our work, together with our social sector partners, is essential to achieving a sustainable and prosperous future, where all New Zealanders are able to take responsibility for themselves, be successful in their lives and participate in their communities.

Our Purpose We help New Zealanders to help themselves to be safe, strong and independent. Ko ta mātou he whakamana tangata kia tū haumaru, kia tū kaha, kia tū motuhake.

Our Principles MSD people: All own what we all do | Take responsibility for what we do | Understand our role in the big picture, who can help us and who we can help | Navigate through ambiguity and the opportunity it brings to create better ways of doing things | Act with integrity, courage and transparency | Celebrate our achievements and those of our clients

Position Description Approved By:

______Deputy Chief Executive, Organisational Solutions Date: ……/……/……

Manager People, Culture and Inclusion 2 Group:

Organisational Solutions, together with the Organisational Governance group, form the Corporate Centre which supports the Ministry’s operating model and frontline services, promotes collaboration and collective leadership and gives the Leadership Team clear oversight of the Ministry. Organisational Solutions brings together Finance and Procurement Solutions, Human Resources (HR), Information Technology (IT), Insights MSD (iMSD), Workplace Services, Information Privacy, Policy & Practice, Legal Services, Information Security, Organisational Projects and Organisational Intelligence into one group.

It is responsible for leading the development of integrated capability strategies across the whole of MSD and for developing a Ministry-wide view on organisational policies, practices and issues, with a strong focus on sustainability, providing smart solutions and backing the business to succeed.

Organisational Solutions provides essential best practice support services to the Ministry’s business groups and to over 10,000 staff across New Zealand. The group has responsibility for an operating budget of around $220 million per annum and employs more than 950 people.

Business Unit:

The role of the Human Resources (HR) Team is to ensure that the Ministry has the organisation, people and culture capable to deliver on the Government’s outcomes and priorities. HR provides high level strategic advice and support to the Chief Executive and the Leadership Team to ensure that effective HR strategies are developed and properly integrated into all business strategies and plans.

HR is also responsible for the design and delivery of a range of Ministry-wide HR policies, operational HR processes and systems aimed at ensuring that managers have access to the best possible advice, support and systems to lead, motivate, develop and manage their people.

The Ministry is a complex and diverse organisation and it is the biggest Public Service employer. The provision of best practice HR advice and services to client managers is critical if the HR team is to retain its position as a public sector benchmark.

HR is structured into the following key areas:  People, Culture and Inclusion

 Learning and Capability Strategy

 HR Shared Services 1. Payroll and HR Systems 2. HR Business Advisory 3. HR Consultancy 4. Recruitment 5. HR Reporting and Analysis 6. Workplace Integrity

Manager People, Culture and Inclusion 3  Business Partnership 1. Organisational Solutions; Organisational Governance; Social Policy; Chief Policy Advisor; Community Investment; Strategic Change; Chief Executive’s Office 2. Service Delivery 3. Child, Youth and Family; Children’s Action Plan.

Function:

People, Culture and Inclusion consists of a group of project-based and matrix managed organisational performance and development specialists, with deep skills in a range of human capital functions, providing high-value professional services to the Ministry operating along the lines of an internal consultancy model. The focus of this group is the design and development of new initiatives and projects and transitioning the programmes of work to other groups in Human Resources as business as usual activities.

The group is accountable for the effective leadership and delivery of critical organisational initiatives, projects and programmes of work in the areas of integrated behavioural change, cultural alignment, performance management and measurement, climate, engagement, talent management, organisational change management, people strategies, reward and recognition, workforce planning, inclusion, diversity and wellbeing.

This work is informed by sound analytics and evidence-based insights with solutions developed using sound and consistent design and development methodologies. The group operates through utilising effective project management disciplines and delivering through multi-functional teams, matrix management and multiple portfolios with a focus on flexibility.

Purpose of the Position:

The Manager People, Culture and Inclusion is each responsible for a team of Lead and Senior Advisors. The Manager leads work programmes, coaches and mentors team members, manages the performance and development planning of team members and allocates project and programme responsibilities. The Manager will be a thought leader for the organisation in at least one significant discipline or area in the field of human resources management.

Critical to this role is leading and modelling more flexible ways of working within the project team environment with the courage to try new approaches. Ensuring projects are managed using Ministry methodologies and frameworks from planning and design through to post-implementation evaluation is another key requirement. The role requires the Manager to deal with the ambiguity of competing demands and changing priorities.

Although the role has formal management responsibilities for a number of team members, it will not necessarily be the case that all the projects carried out by team members are directly managed / supervised by the manager.

The project and programme portfolios will include the design and development of people strategies, integrated behavioural change, cultural alignment, organisational change, talent management, performance management and measurement, climate, engagement and development pathways.

Manager People, Culture and Inclusion 4 Working Relationships Internal:  Director People, Culture and Inclusion  General Manager Human Resources  Deputy Chief Executive Organisational Solutions  All members of the Leadership Team  Members of the HR Leadership Team and HR team members  Internal service providers (e.g. Legal Services, Finance, Communications)  Line managers and Ministry employees  Union delegates and organisers.

External:  State Services Commission and other government departments  Social Sector Crown entities  HR professionals in both the public and private sectors  External HR and management consultancies and service providers  Public Service Association and other unions’ officials

Manager People, Culture and Inclusion 5 Key Accountabilities:

Key Result Area Accountabilities  Contribute to the strategic direction of the Ministry by leading multi- Strategy and functional project teams to deliver the HR and organisational Devel development strategies and solutions that will fully support the opme achievement of the Ministry’s people and business strategies nt  Develop the plans, roadmaps and project management disciplines for the People, Culture and Inclusion programmes of work  Ensure the strategies and frameworks developed provide a consistent approach and alignment across the Ministry and that their design is underpinned by best practice across the public and private sectors.

 Design and / or seek out new concepts, ideas and solutions to ensure Thought the Ministry has the right HR and organisational development Leadership and outcomes, policies, practices and frameworks aligned with the people Innovation strategies and business strategic intent  Challenge conventional ways of thinking and assumptions to generate innovative ideas that gain widespread support  Clearly articulate the value of new HR and OD approaches and exercise influence to drive innovative solutions that enhance value to the Ministry and the wider social sector.

 Manage the on-going deployment of surveys and tools for the Culture and analysis of MSD’s culture and engagement, analysing insights and Inclusion proactively identifying strategies and initiatives to achieve desired Development culture changes and an inclusive workplace  Lead the design of initiatives to support the development of the desired culture across MSD  Ensure the appropriate level of support is provided to managers to: o implement culture, engagement and inclusion initiatives linked to survey feedback and MSD’s People Strategy, and o enable full understanding around the complex issues relating to engagement, culture change and inclusion.

 Champion and direct key projects, programmes and initiatives using Project and Ministry project management methodologies and disciplines Change  Utilising expert planning skills, ensure all projects, programmes and Management initiatives deliver within agreed timeframes and budgets and meet defined objectives  Develop and apply new, more flexible methods of resourcing project teams with the right capabilities when these are required; effectively re-allocating resources to meet milestones and changing priorities  Utilise best-practice project evaluation tools to complete post- implementation reviews and ensure continuous improvement and quality outcomes  Identify and effectively manage relationship and reputational risks associated with strategic projects, programmes and initiatives.

Manager People, Culture and Inclusion 6  Support the Director to socialise the strategy and direction of People, Stakeholder and Culture and Inclusion across the Ministry Relationship  Ensure strong linkages with the Learning and Capability Strategy Management group, the HR Shared Services teams, the HR Business Partnership teams and the service line Learning and Capability Development teams in Service Delivery HRBP and Child, Youth and Family to ensure seamless solution design and delivery  Ensure strong and effective networks, relationships and engagement with the SSC, public service and State sector organisations and professional associations.

 The Manager People, Culture and Inclusion is responsible for Leadership, supporting the building of a high performance and development Performance and culture in the People, Culture and Inclusion group through: People o Developing and implementing new ways of working in the team Development incorporating dual and multiple portfolios, multi-functional teams, flexibility and other concepts such as matrix management o Ensuring each team member has relevant key deliverables that are monitored and reported on regularly o Actively coach, mentor and support team members ensuring individual development plans are in place o Maximise team engagement o Build team capability and ensure successors are developed for key roles.

 Work collaboratively with People, Culture and Inclusion management HR Teamwork and colleagues to maintain an open and collegial approach and actively Partne contribute to the overall effectiveness of the whole HR group rship  Actively contribute to the Ministry’s HR and people strategies, planning and implementation programmes  Actively network with other HR teams, key line managers and other stakeholders to build credibility and ensure that the team is delivering what is required  Focus on the Ministry’s needs, whilst balancing this with HR information, informed insights and best practice.

 Identify any organisational risks and take action to minimise their Risk Management impact  Effectively manage risks within the group and establish and maintain a risk management framework and register.

Health, Safety and  Understand and implement your people manager accountabilities. Security  Ensure health, safety and security policies and procedures are understood, followed and implemented by all employees.

Manager People, Culture and Inclusion 7 Technical/Professional Knowledge and Experience

 Proven ability to lead, model, influence and shape the development and implementation of human resources management and organisational performance and development strategy across a large organisation  A relevant tertiary qualification (qualifications in Organisational Psychology an advantage)  Senior strategic thought leadership experience in human resources management and related disciplines within a large organisation is essential  Strong and credible reputation as a leader in areas of technical expertise, skills and knowledge  Demonstrated ability to create and implement strategic initiatives across large organisations  Ability to make the connection between strategic HR development and operational reality  Strong understanding of project management methodology and a track record of successfully leading and managing project teams to deliver successful outcomes, on time and within budget  A sound knowledge of the State sector operating environment  Outstanding communications and presentation skills  Ability to remain calm and exercise sound judgement when under pressure.

Attributes/Success Factors

 Strong partnership builder  Exercises sound judgement and political sensitivity  Highly effective communication skills  Flexible, adaptable and pragmatic  Highly developed leadership skills  Significant relationship management skills  Strong negotiation skills  Strong client focus  Business acumen  Strong analytical skills  Highly effective organisational skills  Able to deal with ambiguity  Welcomes and values diversity and contributes to an inclusive working environment where differences are acknowledged and respected.

Other Requirements

 Willing to travel to fulfil job requirements.

Manager People, Culture and Inclusion 8