Management Competencies. Process Management Good at figuring out the processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’t; can simplify complex processes; gets more out of fewer resources. Informing Provides the information people need to know to do their jobs and to feel good about being a member of the team, unit, and/or the organisation; provides individuals information so that they can make accurate decisions; is timely with information. Managing and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results, designs feedback loops into work. KEY RELATIONSHIPS Within Southern DHB External to Southern DHB • Southern DHB workers • Contractors and Consultants engaged by SDHB • Managers at all levels in the organisation • Stakeholders • Union Representatives • Visitors • H&S Representatives PERSON SPECIFICATION The expertise required for a person to be fully competent in the role. Position specific competencies: ESSENTIAL DESIRABLE Education and Qualifications (or equivalent level of learning) • Current training in health and safety topics Experience • Experience in the health and safety field. • Experience in the health sector Knowledge and Skills • Detailed knowledge of health and safety legislation. • The ability to research topics (where knowledge is limited) and identify best practice requirements. • Effective oral and written communication skills. • Attention to detail and delivers accurate results. • Computer competency in the Microsoft office suite. • Strong interpersonal Skills • The ability to deliver training • Good facilitation skills • Good co-ordination skills. Personal Qualities • Performance driven and outcome focussed. • Ability to develop rapport with others and to work effectively with multi- disciplinary teams. • Able to self-manage and prioritise competing workloads. • Demonstrated competence in performing and delivering within strict timeframes. • Demonstrates the ability to cope with increasing demands, changes to planned work schedules and greater challenges. • Shows initiative, innovation and is proactive when dealing with problems and new situations KEY RESULT AREAS: Key Accountabilities: Example of successful delivery of duties and responsibilities To as...
Management Competencies. 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. Planning Accurately scopes out length and difficulty of tasks and projects; sets objectives and goals; breaks down work into the process steps; develops schedules and task/people assignments; anticipates and adjusts for problems and roadblocks; measures performance against goals, evaluates results. Dealing with Ambiguity Can effectively cope with change; can shift gears comfortably; can decide and act without having the total picture; isn't upset when things are up in the air; doesn't have to finish things before moving on; can comfortably handle risk and uncertainty. 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 defuse even high-tension situations comfortably. Key relationships Internal External • Governance Group • NGO's, Iwi/Māori and Sector Organisations • Research Programme Manager • Semi-State and Government agencies • All staff and Contractors • Consultants and contractors • Board Portfolio Holders • Academia and Tertiary Institutes • Others who have an interest in community Key Responsibilities To lead Community Research in its next stage of development, initiating and implementing projects, programmes, strategies, systems and relationship building to advance Community Research’s mission, vision and values. The role will work closely with each of the Board Portfolio Holders.
Management Competencies. 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. Managing & Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into work. Priority Setting Able to set priorities in line with clinical needs and current resourcing. Problem Solving Involves teams (as appropriate) and looks “outside the square” to solve complex problems. 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 defuse even high-tension situations comfortably. Motivating Others Creates a climate in which people want to do their best; can motivate many kinds of direct reports and team or project members; can assess each person and get the best out of him/her; pushes tasks and decisions down; empowers others; invites input from each person and shares ownership and visibility; makes each individual feel his/her work is important; is someone people like working for and with. KEY RELATIONSHIPS Within Southern DHB External to Southern DHB • Directors of Nursing • Patients, families and whānau • Directors of Allied Health • Volunteers, NGO’s and Aged Care Sector • Allied Health Professional Leaders • Unions • Clinical Nurse Specialists • HWNZ • Integrated Operations Centre • Other service providers (DHBs, NGOs, PHO) • Clinical Directors/Clinical Leaders • Health and Welfare Agencies • Service Managers • Relevant Support Groups • Other Charge Nurse Managers/Charge Midwife Managers/Unit Managers • Tertiary training institutions (Polytechnics and Universities) • Practice Development Unit staff • Professional Colleges and Registration Bodies • Clinical and Corporate support staff • PHO • SDHB wide staff • GP’s PERSON SPECIFICATION The expertise required for a person to be fully competent in the role. Position specific competencies: ESSENTIAL DESIRABLE Education and Qualifications (or equivalent level of learning) • Registered Health Professional • Holds a current practising certificate. • For nursing applicants holds a current portfolio (PDRP/QLP) or equivalent appropriate to the role. • Relevant pos...
Management Competencies. 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. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t stop at first answers. 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 or any person or situation quickly and directly; is not afraid to take negative action necessary. Personal Learning Picks up the need to change persona, interpersonal behaviour quickly; watches others for their reactions to his/her attempts to influence and perform; and adjusts; seeks feedback; is sensitive top changing personal demands and requirements and changes accordingly. KEY RELATIONSHIPS Within Southern DHB External to Southern DHB General Managers and Directors Ministry of Health, DHB’s, TAS Senior Managers and Leaders Auditors Southern DHB Staff Training Providers HR Colleagues (including Recruitment) Schools GMHR, HR Managers University of Otago/Otago Polytechnic PERSON SPECIFICATION The expertise required for a person to be fully competent in the role. Position specific competencies: ESSENTIAL DESIRABLE Education and Qualifications (or equivalent level of learning) Bachelor Degree in HR Related field or equivalent experience Degree in Industrial Psychology or Psychometric registration or Studying towards Hons Degree in Behavioural sciences. Experience 0-2 years’ experience in HR or in an Organisational Development consulting 2 – 3 years’ experience in one of the following areas: environment. Track record of successful HR delivery. Experience working in large diverse Learning Talent Management organisations HR operations Experience in supporting a significant change process within an organisation. Extensive experience in coaching, mentoring and facilitating individuals or groups. Knowledge and Skills Well-developed communication skills (verbal and written) including Some experience or exposure to Project Management presentation and facilitation skills Ability to build relationships and work collaboratively with others Ability to manage competing prioriti...
Management Competencies. Business Acumen Knows how businesses work; knowledgeable in current and possible future policies, practices, trends, technology, and information affecting his/her business and organization. Planning Accurately scopes out length and difficulty of task and projects; sets objectives and goals; breaks down work into the process steps; develops schedules and task/people assignments; anticipates and adjusts for problems and roadblocks; measures performance against goals, evaluates results. Process Management Good at figuring out the process necessary to get things done; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it. Business Relationships Ability to relate well to a wide range of people. KEY RELATIONSHIPS
Management Competencies. Process Management Good at figuring out the processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can't; can simplify complex processes; gets more out of fewer resources. 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. Informing Provides the information people need to know to do their jobs and to feel good about being a member of the team, unit, and/or the organisation; provides individuals information so that they can make accurate decisions; is timely with information. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn't stop at the first answers. Priority Setting Spends his/her time and the time of others on what's important; quickly zeros in on the critical few and puts the trivial many aside; can quickly sense what will help or hinder accomplishing a goal; eliminates roadblocks; creates focus. KEY RELATIONSHIPS
Management Competencies. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn't stop at the first answers. 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 defuse even high-tension situations comfortably. Health & Safety Demonstrates an understanding of the health and safety requirements of their particular trade or industry. Process Management Good at figuring out the processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can't; can simplify complex processes; gets more out of fewer resources. KEY RELATIONSHIPS
Management Competencies. Planning Accurately scopes out length and difficulty of task and projects; sets objectives and goals; breaks down work into the process steps; develops schedules and task/people assignments; anticipates and adjusts for problems and roadblocks; measures performance against goals, evaluates results. Can effectively cope with change and uncertainty; can shift gears comfortably; can decide and act on tasks without having the total picture. Interpersonal Savvy Relates well to all kinds of people—up, down, and sideways, inside and outside the organization; builds appropriate rapport; builds constructive and effective relationships; uses diplomacy and tact; can defuse even high-tension situations comfortably. Has excellent communication skills both written and verbal. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn't stop at the first answers. Process Management Good at developing, refining, and implementing the processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flows; knows what to measure and how to measure it; can see opportunities for synergy and integration; can simplify complex processes when appropriate and can determine if simplification is beneficial. Can get the most out of the resources available, but can recognise early when conditions and situations are likely to place themselves, their colleagues, contractors or the organisation at risk. Capable of planning and implementing alternative solutions. Develops and presents opportunities to improve departmental and organisational processes. KEY RELATIONSHIPS Within Southern DHB External to Southern DHB • Facilities & Property staff • External Contractors. • Service Managers and other staff of other DHB departments. • University of Otago staff • Finance, business analysts, procurement • Territorial Authorities e.g. DCC, ORC, ICC • Members of the public PERSON SPECIFICATION The expertise required for a person to be fully competent in the role. Position specific competencies: ESSENTIAL DESIRABLE Education and Qualifications (or equivalent level of learning) • NCEA Level Three or Equivalent • New Zealand Business or management qualifications. Experience • Minimum 5 years’ experience in a compliance role. • Extensive Knowledge ...
Management Competencies. Planning Accurately scopes out length and difficulty of tasks and projects; sets objectives and goals; breaks down work into the process steps; develops schedules and task/people assignments; anticipates and adjusts for problems and roadblocks; measures performance against goals; evaluates results. 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 defuse even high-tension situations comfortably. Priority Setting Spends his/her time and the time of others on what's important; quickly zeros in on the critical few and puts the trivial many aside; can quickly sense what will help or hinder accomplishing a goal; eliminates roadblocks; creates focus. KEY RELATIONSHIPS Within Te Whatu Ora Southern External to Te Whatu Ora Southern • Te Whatu Ora Southern staff (including Finance, Business Analyst, IT Support) • Managers at all levels of the organisation • Contractors • Otago University staff PERSON SPECIFICATION The expertise required for a person to be fully competent in the role. Position specific competencies: ESSENTIAL DESIRABLE Education and Qualifications (or equivalent level of learning) • Minimum Level 4 NCEA • Experience • At least 2 years administrative experience. • Data entry experience that demands a high degree of accuracy. • Experience in financial administration, such as in a bank or accountant’s office. • Experience in administration in a hospital or facilities environment. • Experience in staff rostering. • Security experience.
Management Competencies. 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. Planning Accurately scopes out length and difficulty of tasks and projects; sets objectives and goals; breaks down work into the process steps; develops schedules and task/people assignments; anticipates and adjusts for problems and roadblocks; measures performance against goals, evaluates results. Dealing with Ambiguity Can effectively cope with change; can shift gears comfortably; can decide and act without having the total picture; isn't upset when things are up in the air; doesn't have to finish things before moving on; can comfortably handle risk and uncertainty. 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 defuse even high-tension situations comfortably. Key relationships Internal External • Governance Group (Kaitiaki) • NGO's, Iwi/Māori, and Sector Organisations • Research Sector Engagement & Projects Lead • Government agencies • Coordinator, Communications Lead, Administration Assistant • Consultants and contractors • Board Portfolio Holders • Academia and tertiary Institutes • Others who have an interest in community Key Responsibilities Lead Community Research in its next stage of development. This may include initiating and implementing projects, programmes, strategies, systems, and relationship building to advance our mission, vision, and values. HOW YOU ARE EXPECTED TO DELIVER Strategic Leadership and Direction Working with the Board, you will lead the development and implementation of the Community Research strategic plan and support the development of our next strategic plan. Oversee the design, marketing, promotion, delivery of quality programmes, products, and services. You will contribute insight and thought leadership to Community Research decision making processes. Organisational Performance You will monitor organisational performance against agreed strategic priorities. Working with the Board, you will provide monthly performance reports and address any shortfalls. You will influence team performance through your leadership and planning functions. This includes mon...
