The Assistant Director, People Transformation leads the Corporation’s capacity building and talent performance management by designing appropriate interventions and strategies to ensure the Utility has the capacity to perform as a competent, motivated workforce now and in the future.

WATER AND SEWERAGE AUTHORITY OF TRINIDAD AND TOBAGO

Job Title:  Assistant Director, People Transformation  

Division:  People Transformation & Central Services

Department/Section:  People Transformation

Location:Head Office, St. Joseph

Reports to:  Director People Transformation & Central Services

1. JOB PURPOSE:  

The Assistant Director, People Transformation leads the Corporation’s capacity building and talent performance management by designing appropriate interventions and strategies to ensure the Utility has the capacity to perform as a well-equipped, competent, motivated workforce for its current and future requirements. 

This role supports a transformed Authority in achieving its strategic mandate through the development and execution of policies and/or programs, accountability for staffing and leading teams to achieve the stated strategic goals.

This role is accountable for Performance Management, Change Management, Learning and Development, Succession Development, Employee/ Industrial Relations and Policy Development and Implementation. This role also builds the competency and culture required for current and future initiatives.

2.0KEY ACCOUNTABILITIES:

STRATEGIC LEADERSHIP AND MANAGEMENT

2.1 Contributes to the development of the strategic plan for the Division/Department/Unit by planning, organising and coordinating activities designed to achieve the transformation agenda.

2.2 Develops and implements Human Resource policies and procedures on performance, change management, learning, development and succession management and its application so as to ensure consistency in interpretation. 

2.3 Designs, plans and executes the implementation of Learning/Training, Performance    Management, Career Management and Succession Development Systems for the Authority. 

2.4Formulates appropriate learning, development and performance strategies and plans to support Human Resources Management goals and objectives. 

2.5Designs and implements the Authority’s performance management system and ensures compliance as required by the system.

2.6Directs the Audit and Evaluation of the Human Resource function to facilitate continuous improvement in the areas of accountability. 

2.7Develops budget proposals and administers approved budgets for Learning and development, and Succession development. 

2.8Designs and implements the competency and cultural framework required for immediate and future success in the Authority and designs the Authority’s change management strategy in response to strategic and operational initiatives.

OPERATIONS

2.9Completes the competency analysis for the Authority and identifies gaps to address with appropriate learning and performance management strategies.

2.10Provides performance guidelines for staff, monitors performance for progress and recommends suitable initiatives for staff development. 

2.11Schedules and implements performance management and intervention initiatives as required for effective functioning.

2.12Facilitates development and offers coaching to supervisors and management for their development

2.13Offers a schedule of training and learning opportunities to staff to address immediate and future needs

2.14Supports the Divisions with operational change management strategies for optimal productivity.

PEOPLE 

2.15Leads the human resources activity for the unit by managing staff performance through coaching, oral and written discipline and making appropriate interventions for improved performance.

2.16Advises management on appropriate performance, change management, learning and development interventions required to address immediate and future needs.

2.17Provides specialist advice and support in the area of Organisational transformation and change, Organisational Development, Management Development, Training and Development, Career-Succession Planning and Performance Management.  

2.18Liaises with appropriate agencies and authorities to provide requested services in the execution of competency acquisition and organization development.

2.19Offers coaching to management and staff to address development needs.

2.20Promotes a healthy and safe culture that is compliant with government legislation, company policy, and environmental regulations and standards.

REPORTS

2.21Provides accountability reporting for all areas as required.

2.22Reports on performance gaps that are impacting the Authority and recommends appropriate action at the individual, departmental and organizational levels.

2.23Reports on succession initiatives and development plans

2.24Provides coaching reports as required for targeted development.

Together with such other tasks as required by the Director and which are appropriate up to the grading level of the post.

3.0COMPETENCIES

CORE

3.1 Safety: Adherence to the safety practices, laws and codes guidelines, as outlined in the Safety Policy, Operational Manuals and other company documents. Safety First!

3.2 Teamwork: To work together with one or more persons / organizations to complete a project or task, working towards a common good to benefit the team or organization. Demonstrating the ability to develop, maintain, and strengthen partnerships with others both inside and outside the organization.

3.3Enterprise Customer Advocacy: An obvious focus on what is best for the customer throughout the enterprise, a desire to assist and/or serve customers and meet their needs. Taking personal responsibility for addressing issues in customer-service, with prompt and effective solutions and without becoming defensive; Ability to prioritize multiple customer needs and take action which aligns with the department initiatives and the organisation's core values. It is simply about putting the customer first in everything that we do at WASA.

3.4Professionalism: The habitual and judicious use of communication, technical and problem-solving skills, clinical reasoning, emotions, values, and reflection in daily practice for the benefit of the company and community.  Demonstrates a conscientious, courteous, and business-oriented manner while on the job. 

3.5Uprightness: Adhering to the company’s Code of Conduct policy and all other company policies and guidelines. Promotes professionalism, morality, civility and ethical principles, demonstrating commitment to openness, being transparent and honest in one’s dealings with persons internal and external to WASA i.e., Doing the Right Thing All the Time.

TECHNICAL

3.6Instructional design: The ability to assess the target audience’s attitudes, knowledge gaps, and learning objectives is core to this field. Design appropriate training programmes and learning and development initiatives. Defining clear and actionable learning objectives and producing compelling content that aligns with them. Conceptualizing instructional graphics, multimedia, the user interface, and the final product.

3.7Learning Methodologies: The ability to apply various Learning methods or resources, to help the learning process at individual, team or organisational level. 

3.8Performance Management: The ability to lead discussions on performance management, design develop and implement appropriate performance management systems

3.9Change Management: The ability to develop and implement a change management strategy and manage the people's side of change. To determine appropriate communication, resistance, and training plans. To lead the change management process and discussions around change and support the business in achieving their project objectives.

LEADERSHIP

3.10Business Acumen:  Demonstrates a deep understanding of the business environment. Capable of developing strategies that secure sustainable development of the company, capable of building and cultivating external relationships.

3.11Critical & Strategic Thinking:  Sees the bigger picture and strives to effectively integrate the organisation into a cohesive whole.  Takes a strategic approach to leadership and planning, thinking about the longer term. Works to implement the strategic plan, monitoring and reviewing activities to ensure they are aligned with the broader goals. Self-directed thinking that produces new and innovative ideas and solves problems. Reflecting critically on learning experiences and processes and making effective decisions.

3.12Results Orientation: The ability to set challenging goals with desired results and to focus one's effort and the effort of the unit on the desired result. Demonstrating a strong sense of urgency in achieving results and solving problems to accomplish work.

3.13Managing through Change and Uncertainty: Adjusts thinking and behaviour to resiliently face change and uses experience to fuel growth. Embraces failure as a learning opportunity for self and others. Enables the process of change and transition while helping others navigate through the effects of change.

3.14Communication:  The ability to communicate effectively both verbal and written. Effectively and appropriately interacts with others to build and foster existing relationships, influence, and facilitate the sharing of ideas and information.

3.15Stakeholder Management: The ability to work co-operatively with stakeholders, business professionals and partners and advise on strategic and operational issues, through insights that support business decisions.

3.16People Leadership:  The ability to inspire, motivate, and empower people to achieve organizational goals. Coaches, mentors, and manages employee experience, and employee performance, through mindful preparation. Creates space for others to lead.

4.0QUALIFICATIONS & EXPERIENCE:

4.1.Bachelor’s Degree in Social Sciences or Business Management with a specialization in Human Resource Planning, Change Management, Human Resource Training and Development or any relevant equivalent combination of qualifications and experience.

4.2Professional in Human Resources (PHR) / Senior Professional in Human Resources (SPHR) Certification or other relevant qualification.

4.3The incumbent should have at least ten (10) years practical experience in the Human Resource Management Function with at least five (5) years’ experience at managerial / senior level.

4.4Experience in: Instructional design and facilitation; Leadership Development; Change Management; Performance Management Systems; Organization Development.

5.0KEY RELATIONSHIPS:

5.1Direct Reports: Team Lead, Change Implementation; Team Lead, Organization Development; Team Lead, Leadership Development; HR Assistant

5.2Indirect Reports: HR Subordinate Staff

5.3Internal Contacts: Board; Managers 

5.4External Contacts: External Training Agencies and Schools; HR Consultants; IDB and other relevant agencies

6.0ACCOUNTABILITIES/OUTPUTS: (Areas for which the incumbent is directly answerable for attaining and delivering in the course of duty)