Title:Senior Advisor Organisational Capability

Position description

GroupPeople & Capability

Location:National Office, Wellington

Reports to:Manager, Organisational Capability

Date:February 2010

Position context

The creation of the NZ Transport Agency (NZTA) on 1 August 2008 was part of a significant set of transport sector-wide changes undertaken by the New Zealand government. The changes included a new transport planning and funding process to streamline planning approvals and reduce activity ‘churn’, and the establishment of closer working relationships between transport sector agencies and regional communities.

The NZTA has been established to:

deliver an affordable, integrated, safe, responsive and sustainable land transport system;
assist New Zealand’s economic development in all its activities;
assist safety and personal security;
improve access and mobility;
protect and promote public health; and
ensure environmental sustainability.

The People and Capability Group (P&G), one of six business groups within the NZTA, leads the development and implementation of strategies to ensure NZTA can deliver on its outcomes through its people and people capability.

It delivers best-practice HR strategies, frameworks, policies and initiatives that deliver organisational strategy through staff, enabling delivery on the key outcomes of the NZTA.

Purpose of position

The Senior Advisor provides professional, client-focused and Organisational Capability services () to ensure the NZ Transport Agency has the right people, with the right skills and knowledge supported by the right processes and development opportunities to be successful. The position provides a business perspective and input into strategic people and capability development.

The Senior Advisor may have accountability for the provision of specialist advice on building and maintaining organisational capability.

Key accountabilities

People & Capability business services

Establishes and maintains an excellent working relationship with client managers and staff, developing a sound understanding of their business strategy, objectives and people
In consultation with client business units, develops and supports the implementation of proactive and integrated plans for workforce and capability development, using organisational wide frameworks where they apply
Provides Organisational Capability advice and business services to client within agreed service delivery standards
Provides education and coaching on HR policies and leading practice to client teams
Provides People and Capability support and advice in support of business led development and process improvement within client teams
Provides People and Capability support and advice in support of organisational integration and cultural development within the client teams.

Portfolio management

Acts as the specialist advisor in one or more specialist human resources functions, developing and interpreting policies, practices, frameworks and tools for those functions in consultation with colleagues and in compliance with employment law and best practice
Ensures that specialist advice provided is timely, accurate, accountable and compliant with legislation and leading practice
Project manages selected projects as agreed with manager.

HR team member

Works with the wider People and Capability group to develop and implement the overall HR strategy, policies and practices
Contributes to overall organisational change and development programmes as required.
Contributes to the overall human resource knowledge base, by co-coaching team members and sharing own specialist skills within the group.

Health and safety

Takes responsibility for own health and safety
Ensures own actions keep self and others safe
Identifies, reports and assists to eliminate hazards in own work place
Participates in local work place safety management practices.

Self development

Takes responsibility for personal development and continually develops own professional expertise.

Core behaviours

The NZ Transport Agency (NZTA) is committed to an environment of trust and respect through open, honest communication. All employees are encouraged to involve and support each other, and to be respectful of each other’s views. Good employees behave with integrity and professionalism in everything they do and they seek continuous improvement. Acknowledging achievement and contribution is key to creating and sustaining this type of culture. The NZTA values sustainable and safe transport, and all employees are encouraged to demonstrate this in their day-to-day activities. High priority is placed on ensuring safety in the workplace and each of us is responsible for maintaining a safe and healthy working environment for ourselves and others.

Dimensions

Financial: Delegations for selected projects as assigned by manager

Staff: N/A

Key relationships

Internal

Client business unit managers and staff (all levels)
People and Capability teams
Staff representatives

External

Development consultants and training providers
Learning State
Leadership Development Centre
Organisational Capability contacts in the wider State Sector

Person specification

Education and training

Tertiary qualification in human resources, or similar, or sector knowledge

Knowledge and experience

Experience in a business partner or human resources or learning and development role or service delivery role is preferred
Experience in developing and implementing a range of people & capability policies and processes
Specialist knowledge and experience in the operation of some or all of the following: employee relations, payroll, remuneration, learning and development, leadership development, performance management systems, health and safety, recruitment
Experience in building and fostering relationships.

Personal attributes

Maintains a good understanding of the work environment and trends, organisational performance, and the political and regulatory climate and identifies potential opportunities, risks and issues before they arise
Promotes a climate of innovation, change and adaptation within own area
Actively looks for opportunities to improve services and support organisational change
Maintains awareness of overall organisational goals, and looks for opportunities to contribute organisation-wide as able
Consults and shares information within a team environment, and cross functionally
Has highly developed verbal and written communication skills
Client focused
Influencing skills
Makes timely decisions based on evidence and on merit, within authority levels, and takes responsibility for the results; gathers all relevant information, utilises an analytical and logical approach to problem solving, and accurately assesses impact of decisions made both on their own area of the business and overall
Takes accountability for the position responsibilities and own actions
Project management
Actively demonstrates, promotes and models desired organisational behaviours and values
Promotes a climate of innovation, change and adaptation within own area
Actively looks for opportunities to improve services and support organisational change
Takes accountability for the position responsibilities and own actions.

Core competencies[1]

Customer Focus

Is dedicated to meeting the expectations and requirements of internal and external customers; gets first-hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect.

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.

Integrity and Trust

Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn't misrepresent him/herself for personal gain.

Functional/Technical skills

Has the functional and technical knowledge and skills to do the job at a high level of accomplishment.

Managing Diversity

Manages all kinds and classes of people equitably; deals effectively with all races, nationalities, cultures, disabilities, ages and both sexes; hires variety and diversity without regard to class; supports equal and fair treatment and opportunity for all.

Peer Relationships

Can quickly find common ground and solve problems for the good of all; can represent his/her own interests and yet be fair to other groups; can solve problems with peers with a minimum of noise; is seen as a team player and is cooperative; easily gains trust and support of peers; encourages collaboration; can be candid with peers.

Interpersonal Savvy

Relates well to all kinds of people—up, down, and sideways, inside and outside the organisation; builds appropriate rapport; builds constructive and effective relationships; uses diplomacy and tact; can diffuse even high-tension situations comfortably.

Listening

Practices attentive and active listening; has the patience to hear people out; can accurately restate the opinions of others even when he/she disagrees.

Role specific competencies[2]

Learning on the Fly

Learns quickly when facing new problems; a relentless and versatile learner; open to change; analyses both successes and failures for clues to improvement; experiments and will try anything to find solutions; enjoys the challenge of unfamiliar tasks; quickly grasps the essence and the underlying structure of anything.

Business Acumen

Knows how businesses work; knowledgeable in current and possible future policies, practices, trends, technology, and information affecting his/her business and organisation; knows the competition; is aware of how strategies and tactics work in the marketplace.

Strategic Agility

Sees ahead clearly; can anticipate future consequences and trends accurately; has broad knowledge and perspective; is future oriented; can articulately paint credible pictures and visions of possibilities and likelihoods; can create competitive and breakthrough strategies and plans.

Organisational Agility

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

Understanding Others

Understands why groups do what they do; picks up the sense of the group in terms of positions, intentions, and needs; what they value and how to motivate them; can predict what groups will do across different situations.

Developing Direct Reports and Others

Provides challenging and stretching tasks and assignments; holds frequent development discussions; is aware of each person's career goals; constructs compelling development plans and executes them; pushes people to accept developmental moves; will take on those who need help and further development; cooperates with the developmental system in the organisation; is a people builder.

Technical Learning

Picks up on technical things quickly; can learn new skills and knowledge; is good at learning new industry, company, product, or technical knowledge—like Internet technology; does well in technical courses and seminars.

This work is derived from the LEADERSHIP ARCHITECT® Competency Sort Cards developed and copyrighted by Robert W. Eichinger and Michael M. Lombardo for Lominger Limited, Inc. Without the prior written permission of Lominger Limited, Inc., no part of this work may be used, reproduced or transmitted in any form or by any means, by or to any party outside of the NZ Transport Agency.