Salary / £72,900 to £81,000
Job
purpose / · A key member of the HR Leadership team, the Change/OD lead will be responsible for ensuring that the Council is able to develop the corporate capabilities required to successfully transition from current state to Future Council.
· Bringing external thinking and challenge into BCC and through an ability to synthesise and customise approaches and solutions that cross disciplines, the Change/OD lead will drive the agenda for change through a comprehensive understanding of organisation development and design and the development of strong relationships with key stakeholders.
Duties and responsibilities / · To lead a team of OD/change experts to develop required organisational capabilities and competencies to deliver Future Council, developing internal skills and ensuring the creation of a robust and broadly based skill set.
· Provide high level strategic support to Chief Officers and Members and use insights to create effective OD enablers for corporate deployment.
· Working closely with HRBPs, SMTs and DMTs create bespoke and effective OD interventions that drive effective change across and within teams – resulting in the creation of a coherent and effective organisation.
· To be the senior professional lead for:-
- Organisation Development
- Organisation Effectiveness
- Organisational Design
- Organisational Engagement and Culture
- Succession and Talent Management,
- Restructure strategy and oversight and integration,
- Future organisation – TOM and its delivery, capability and capacity identification
- Performance management and the creation of an outcome based culture
- change projects and programmes across the City Council
- learning and development
· To develop OD Solutions to support organisational strategy, development and design, ensuring they are aligned with overall business objectives and the council’s Annual Plan and performance indicators. To ensure that people management indicators are integral to the council planning process.
· To develop and implement effective and innovative learning and development strategies to ensure that the workforce has the required skills and abilities to meet current and future business needs in line with council objectives.
· To ensure the availability of high quality and relevant development interventions through internal sources and working in partnership with external providers where appropriate.
· To lead and develop the strategic elements of service redesign within the organisation to support and enable the delivery of improvements to service delivery and service outcomes through job and role redesign.
· To liaise with HR Services ensuring the development and redesign of people management policies and strategies to ensure they are in line with the changing environment and that they enable the delivery of outcomes associated with transformation programmes.
· To establish and build effective and collaborative relationships with colleagues, internal and external partners.
· To design and implement staff rewards schemes which, recognises excellent performance.
· To act as an exemplar of change – role modelling the required values and behaviours and supporting others to do so.
· Lead on cultural change across the council through a variety of different methods including implementing action plans following staff surveys, enabling line managers to manage more effectively their staff.
· To provide strategic advice on change management initiatives to including the following:-
- Organisational/Directorate restructures
- Job role redesign
- Outsourcing
- TUPE transfers
· To play an active role in external networks to ensure that leading edge external thinking is brought into BCC.
· To forge strong relationships with senior stakeholders such as the Directorate and corporate Senior Management Teams and Cabinet Members.
· Work with the senior stakeholders in the development of a people agenda which is built on and an integral part of the directorate and organisational strategy and goals.
Assistant Director – Organisation Development
Person Specification
Method of Assessment (MOA)
AF = Application Form; I = Interview; T = Test or Exercise; P = Presentation
Criteria / Essential / MOADiversity / All BCC employees are expected to understand and be committed to equal opportunities and diversity in employment and service delivery.
/ I, P
Experience
(Relevant work and other
experience) / · A thorough understanding of local government and its context and in particular the people issues within the local government sector.
· In-depth understanding of OD tools and practices.
· Clear and comprehensive track record of working effectively with senior teams through and beyond transformational change initiatives
· Experience of working with teams and individuals and creating bespoke OD solutions
· Change and transformation experience
· Ability to work effectively in a political environment, recognising, respecting and managing where differences may exist
· Strong external focus with a clear involvement in leading edge thinking as well as a comprehensive personal commitment to CPD and learning / AF/I/P
AF/I/T/P
AF & I
AF & I
AF/I/T/P
AF & I
AF & I
Skills & Ability
e.g. written communication skills, dealing with the public etc. / · Ability to provide visible and supportive leadership, empowering, enabling, motivating and developing the workforce and fostering a positive organisational culture.
· Highly developed networking, partnership, advocacy, negotiating and presentation skills that are persuasive and influential with others.
· Ability to maintain a clear strategic overview of issues affecting the Council and the City in realising the political vision and priorities.
· Ability to operate effectively and openly within the democratic process, with the political acumen and skills to develop and maintain productive working relationships with Elected Members that underpin trust and confidence.
· Strong analytical and interpretive skills demonstrating that the knowledge gained can be intelligently applied
· Knowledge and understanding of the legislative framework within Local Government and issues relevant to service responsibilities.
· Ability to work in a highly pressurised environment and manage competing priorities.
· A personal commitment to using customer insight to determine service delivery. / AF & I
AF/I/P
AF & I
AF & I
AF/I/T/P
AF & I
AF & I
AF & I
Values and Behaviours / We are true to our word: When we make promises we keep them.
Makes time to build trusting relationships
Makes sure people who are affected are involved and kept well - informed
Gives people ongoing feedback that helps them improve their performance
Shows s/he believes in what they say
Promptly addresses any problems
We act courageously: We lead, we manage and we tackle the difficult issues: every day, every one of us.
Unafraid to ask challenging questions
Courage to speak out on difficult issues
Uses h/her initiative to do something different
Has difficult conversations when necessary
Embraces new ways of working to encourage change
We put citizens first: We are empathetic and respectful in everything we do.
Makes time to listen carefully to people to understand their needs
Treats all people with complete respect and understanding
Puts themselves in the shoes of the residents to deal with their issues
Is a patient and helpful person
Always treats people with kindness - 'the human touch'
We achieve excellence: We get things right. First time every time.
He/she give's their very best every day
Looks for ways to keep doing his/her job better
Helps other people achieve and celebrate their goals
Recognises mistakes and does something to put it right Asks for feedback to improve his or her performance
Asks for feedback to improve his or her performance / AF/T/I/P
AF/T/I/P
AF/T/I/P
AF/T/I/P
Leadership Drivers
Behaviours for
360 / Shaping the Future: We all share and communicate the same vision for the future council.
Ensures people have a clear, shared understanding of the vision for the service
Searches for great practices and ideas from outside the council to make BCC even better
Ensures people know what steps they'll need to take, to achieve the future vision, achieve outcomes and make a difference
Achieves a good balance between short-term operational issues and longer term strategic goals
Encourages people to try out new ways and ideas to improve things
Positive Leadership: We create a climate of positivity that inspires people to do their best work.
Inspires people to act in the public interest of Birmingham
Makes people feel valued
Is visible and accessible to all staff at all levels
Recognises and celebrates progress
Focuses on solutions, rather than problems
Promoting Collaboration: We work across and outside the council, to share knowledge and skills, and jointly solve problems.
Proactively supports and promotes working with people and teams outside his/her own area and council where appropriate
Readily collaborates and co-creates with communities, internal & external partners and all staff , to achieve better public outcomes
Looks for feedback from others and ways to improve his/her performance
Looks for way to create common goals with others outside his/her own area
Actively builds networks across and outside of the council
Raising Performance: We create the environment to enable people to be the best they can be.
Gives people ongoing feedback and coaching that helps them improve their performance
Makes sure people are clear about what he/she expects from them (what "good" or "excellent" looks like)
Is clear he/she expects high performance. Will not tolerate average or poor performance
Promptly addresses under performance, when needed
Identifies, attracts, develops and retains exceptional talent
Driving Innovation and Improvement: We are relentlessly curious and open to new ways of working to improve the council.
Welcomes change and responds quickly to changing situations
Rigorously focuses resources on the priorities that make the biggest contribution to the future council vision
Creates a climate where constructive challenge and new ideas are encouraged
Always questions if we could do things differently to get better
Is open to new ideas, whoever or wherever they come from / AF/T/I/P
AF/T/I/P
AF/T/I/P
AF/T/I/P
AF/T/I/P
Education/
Qualifications
NB: Full regard must be paid to overseas qualification / Professionally qualified to FCIPD level or equivalent.
Committed to continual professional development for themselves and their team. / AF & C
AF & I
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