POSITION DESCRIPTION
UTS:HUMAN RESOURCES
POSITION TITLE AND NUMBER
HR Partnership Manager
UNIT/FACULTY
Human Resources Unit
POSITION PURPOSE
The HR Partnership Manager is a key influential advisor to managers (up to and including the
Senior Deputy Vice Chancellor) and supervisors in a specified client cluster. Each HR
Partnership Manager leads one of three Partnership Teams and is responsible for ensuring that
HR practice is closely aligned with the strategic priorities of Faculties/Units and the University:
 Working in collaboration with senior line managers and providing high level consulting/
support in strategic and operational human resource functions to enable
Faculties/Divisions to meet their objectives.
 Managing a team of HR professionals who act as HR advisers to business unit clients in
strategic and operational human resource functions.
 Managing client satisfaction/perception.
 Reviewing, developing and implementing key human resource practices.
DIMENSIONS
The client base of the three Partnership Teams is a mix of senior, academic and support staff as
follows:
 Corporate – covering 274 line managers and supervisors in the VC and SDVC portfolios,
DVC (International), DVC (Teaching, Learning & Equity), DVC (External Relations) and
Registrar, DVC (Resources) and DVC (Corporate Services).
 Humanities – covering 287 line managers and supervisors in the Faculties of Business,
Arts and Social Sciences, Law and Nursing, Midwifery and Health.
 Sciences – covering 288 line managers and supervisors in the Faculties of Science,
Engineering and Information Technology, Design, Architecture and Building, The
Research and Innovation Office and various Research Institutes.
RELATIONSHIPS
Supervision
The HR Partnership Manager reports to the Manager, Partnership Services. Two HR Partners
plus an HR Officer/Assistant report to each HR Partnership Manager.
Collaboration
Internal
 Coach and advise all levels of managers and supervisors in their cluster of Faculties/Units
across the full range of HR functions.
 Liaise with senior HRU staff to broker specialist advice and expertise to Faculties/Units
and in the improvement and implementation of systems and processes.
 Work with HR specialists to drive HR strategy following identification of line management
needs.
 Provide feedback to HR specialists regarding strategy implementation after input is sought
from line management.
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External
To ensure that technical expertise is maintained and keep up to date with labour market
trends/external HR environment, the HR Partnership Manager will:
 Foster relationships with HR professionals in other Universities and organisations, sharing
successful strategies and keeping abreast of professional developments.
 Liaise and negotiate with external providers such as recruitment and search firms,
immigration and relocation specialists in the delivery of HR services to the client cluster.
Key Result Areas
1. Relationship Management
Provide leadership in ensuring the HR Partnership team develops and manages successful
relationships with:
a) Key stakeholders in the client cluster - to enhance the team’s understanding of the clients’
strategic objectives and specific needs and maximise the quality of service delivered. This
function is facilitated through developing a relationship management plan covering key
managers and supervisors and managing their expectations.
b) HR Partnership staff - to exchange ideas and ensure consistency of approach across the
three teams.
c) Staff Services and HR Specialists - to ensure a seamless delivery of quality HR services to
client groups while creating a learning and development environment for Partnership Team
members.
d) UTS functional groups - such as FSU, MCU to ensure that service delivery is informed by
pan UTS objectives.
e) Senior Executive staff group - to provide a briefing and advice with a view to
a. resolving high level/value issues eg DVC (Research) regarding major investment
initiatives such as the Research Investment Plan.
b. to obtaining approval for client proposals eg the DVC (Corporate Services) for change
management and support staff recruitment issues.
2. Strategic Planning and Management
a) Contribute to the UTS strategic planning process through three mechanisms:
a. UTS wide plans - participate in planning forums for and provide feedback on
proposals. In some situations this will require the incumbent to manage the project
and ensure that project objectives are achieved in a timely manner.
b. Client specific plans - work with the senior managers in the client cluster and influence
their decision making by collaborating with them in analysing workforce data and
survey results and developing workforce plans covering attraction/recruitment,
retention and succession.
c. HR Unit plan - participate in the development and implementation of the plan.
b) Develop, implement and review the HR Partnership team’s service delivery plans to ensure
that they meet the strategic goals and business needs of the University and the client
clusters.
c) Ensure Partnership staff and resources are aligned with business objectives and
requirements through negotiation with the Manager, Partnership Services.
d) Pro-actively identify opportunities and need for new strategies and policies; work with other
specialist areas of HRU to develop strategies/policies; recommend implementation plans and
where appropriate take a lead role in the implementation. Examples could include developing
attraction strategies for “difficult to fill” positions and retention strategies for “at risk”
employees.
e) Manage personally or guide a HR Partner in managing UTS wide processes such as an
Academic Promotions round. Apply a continuous improvement approach to the process.
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3. Operational Service Delivery
a) Co-ordinate and manage the delivery of HR Partnership services to clients within the cluster,
whilst managing the clients’ expectations and minimising organisational risk. This includes
implementing the service plans covering HR functions such as attraction, recruitment and
selection; rewards, benefits and retention; performance management and development; job
evaluation; organisation/job design and change management; workplace relations, grievance
handling and case management.
b) Drive and manage a productive and effective plan of high quality service on a cluster wide
basis.
c) Provide expert advice to the DVC’s, Deans, Heads of School and other senior management
within the client cluster relating to HR strategy and policy to support the accomplishment of
University and Faculty/Unit goals.
4. Management and Development of HRP Team Members
Ensure the effective, efficient and cohesive integration of HR Partnership operations.
a) Appropriately manage HR Partnership team members in relation to their performance and
development.
b) Provide HR Partnership team members with opportunities to engage in challenging activities
to ensure appropriate succession planning within the team.
c) Lead, coach and mentor HR Partnership team members by encouraging and rewarding
appropriate behaviours and outcomes.
ENVIRONMENT AND POSITION CHALLENGES
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
Gaining the credibility and trust of client managers and supervisors regarding the HR
Partnership services provided.

Managing client expectations in an environment of limited resources, both within business
units and the Human Resources Unit.

Influencing and convincing unwilling clients of the need to implement relevant high level
HR strategies.

Balancing the needs of clients with University priorities and strategies.

Maintaining effective communication with other areas within HRU.

Knowing when to handle an issue and when to refer it to one of the HR Specialists.

Exercising judgement in ambiguous situations.

Managing personal and team workload in situations where there are frequently competing
priorities.

Gaining a wholistic understanding of the University’s logistic operations.

Ensuring open communication with all areas of HRU in order to keep abreast of activities
in client groups that may impact strategies, particularly in relation to case and change
management.
AUTHORITY TO ACT
The HR Partnership Manager is expected to act autonomously and demonstrate initiative within
the broad guidelines set by the Manager Partnership Services and within UTS policy, strategies,
industrial instruments and legislation. The incumbent determines the objectives and priorities for
their team in collaboration with the Manager Partnership Services Manager and senior client
managers.
Safety & Wellbeing responsibilities
All staff must:


Take reasonable care of, and cooperate with actions taken to protect, the health and safety of
both themselves and others
report all accidents, incidents and hazards to their supervisor as soon as is practicable
Supervisors and managers of staff and facilities must do whatever is reasonably practical to
ensure that both the workplace and the work itself are safe, in consultation with staff affected.
SUCCESS FACTORS/SELECTION CRITERIA
Capability area
Organisational UTS Principles, Values and Culture
Key Roles and Relationships
Business Acumen
Strategic Planning
Impact level
Lead others
Lead others
Lead others
Lead others
Technical
Attributes
Conflict Management
Sizing People Up
Knowledge of Employment Frameworks
Lead others
Lead others
Lead others
Client Focus
Results Orientation
Influence and persuasion
Priority Setting
Informing
Quality of Output
Efficiency of Output
Change and Innovation
Integrity and Trust
Collaboration
Lead others
Lead others
Lead others
Lead others
Lead others
Lead others
Lead others
Lead others
Lead others
Lead others
ORGANISATION CHART
Please see attached.
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