POSITION DESCRIPTION
Position:
Human Resources Manager
Reporting to:
Senior Manager, Business Services
Purpose of the role:
To provide timely, high quality human resources (HR) advice and
services to support the Chief Executive and managers within
Creative New Zealand, as well as arts organisations as required.
Last reviewed:
January 2013
KEY RESULT AREAS
CRITICAL TASKS
PERFORMANCE INDICATORS
Human resources
frameworks and policies
Maintain up to date and best
practice HR policies and practices
across Creative New Zealand. Policy
development may span all the main
HR specialist areas including:
Creative New Zealand applies
comprehensive, appropriate
and high quality HR policies and
practices.

Employment relations and
contract management

Learning and Development

Performance Management

Change management

Recruitment and retention

Remuneration management

EEO

Employee wellbeing,
including health and safety
Creative New Zealand’s HR
strategy is continually reviewed
and developed.
In conjunction with the Senior
Manager Business Services, and
working with Managers, develop and
maintain the organisational HR
strategy.
Human resources advice
Change Management
Final – 27 September 2005
Provide managers with advice on
specific employment relations
issues.
HR advice and guidance follows
best practice and reflects the
needs of the organisation.
Provide proactive advice and
guidance to the senior leadership
team on HR strategies, systems and
issues.
HR advice is proactive and
responsive.
Provide managers with advice and
support in planning and undertaking
Change processes are
effectively managed, managers
are well supported and all
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KEY RESULT AREAS
CRITICAL TASKS
PERFORMANCE INDICATORS
change processes.
legislative and other
requirements are met.
Support or manage consultation and
other change processes.
Learning and Development
Ensure organisational and individual
training needs are analysed,
implemented and evaluated.
Work with other agencies (including
MCH, Te Papa etc) to leverage off
their training initiatives.
Recruitment
HR risks are identified and
managed, as appropriate.
Training is appropriate to
organisational and individual
needs, is high quality and cost
effective.
Training records are
maintained, so that individual
and organisation-wide activity
can be reported on.
Manage recruitment processes
including negotiation of employment
offers, in consultation with CE and
managers.
Needs are assessed before any
vacancy is advertised.
Oversee supply of Induction material
and induction programmes for new
staff.
Selection processes are
managed in a timely and
professional way so that all
applicants are left with a
favourable impression of
Creative New Zealand,
regardless of the success of
their application.
Vacancies are advertised widely
and cost effectively, to attract
high calibre applicants.
Managers are aware of the
strengths and weaknesses of
successful applicants before
they start work with Creative
New Zealand.
New staff receive appropriate
induction material before
starting and a robust induction
programme.
Anticipate expiry of fixed term
contracts and support CE and
managers regarding their
termination or renewal.
Provide advice to managers
regarding contracts for service, and
produce these as appropriate.
Maintain contracts for service
register and report on this to
Council.
‘No surprises’ approach means
managers are aware of
upcoming contracts expiring
well in advance.
Contracts for service are
appropriate to Creative New
Zealand’s needs.
Contracts register is up to date
and accurate.
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KEY RESULT AREAS
CRITICAL TASKS
PERFORMANCE INDICATORS
Performance management
Work with managers to address
performance issues, and to develop
work plans for all staff.
Performance issues are
addressed proactively.
Manage annual performance review
process.
Remuneration and
recognition
Advise managers about
remuneration trends externally.
Work with remuneration specialists
to assess roles against the external
market as required.
Assist CE and Senior Managers with
annual remuneration reviews.
Work with managers to celebrate
staff and organisational successes.
Workplace Culture
Work with CE and managers to build
a positive, high performance culture.
Manage participation in annual
culture survey and report on results.
Possible personal grievances are
anticipated and prevented as
far as possible.
Creative New Zealand
remuneration remains
competitive with the external
market.
Feedback from culture surveys
indicate high staff satisfaction
levels with Creative New
Zealand’s response to reward
and recognition.
Performance against culture
survey results is maintained or
improved, with high
participation levels by staff.
Work with SLT to develop third tier
management group.
Health and Safety
Work with the Assets and Facilities
Manager to maintain awareness of
Health and Safety needs including
civil defence.
Maintain emergency contacts
register for all staff and contractors.
Oversee provision of an employee
assistance programme for all staff.
Oversee work place assessments for
new staff and existing staff as
required.
Assist managers address high sick
leave usage issues.
HR Systems and Processes
Maintain HR files in Creative New
Zealand’s records management
system.
Manage HR activities within agreed
budget.
Creative New Zealand is
compliant with health and
safety legislation.
Managers have up to date
emergency contacts lists.
Feedback from culture surveys
indicate high staff satisfaction
levels with Creative New
Zealand’s response to Wellbeing
issues.
Staff sick leave is monitored and
where high usage is found,
managers are supported
appropriately to manage this.
R-related material is stored in
compliance with the Privacy Act
and to the satisfaction of
Creative New Zealand’s
auditors.
Staff are able to access nonconfidential HR material via the
intranet.
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KEY RESULT AREAS
CRITICAL TASKS
Work with Administrator/
Receptionist to update Organisation
Chart and Organisational Policies.
Advice to Arts Organisations
PERFORMANCE INDICATORS
HR expenditure is monitored
and variances are appropriately
anticipated and managed.
Organisation chart and policies
are up to date at all times
Provide HR information to Senior
Advisers, Planning and Reporting for
quarterly and annual reports,
ministerial questions and OIA
requests and for ComplyWith
reports.
Up to date and accurate
statistical information is
maintained and accessible at
short notice. Reports are
provided within agreed
deadlines.
Update Conflicts of Interest register
annually and work with Senior
Managers where conflicts are raised.
Conflicts of interest issues are
resolved and records stored on
personal files.
Work with Arts Advisers to provide
HR advice to arts organisations as
required.
Advice supplied is accurate,
appropriate and delivered
within agreed timeframes.
Work with Capability building staff to HR workshops receive positive
deliver HR workshops to arts
evaluations from participants.
organisations
Team Contribution
Contribute to the development of a
strong team spirit within the
Business Services team.
Demonstrate a positive and
proactive approach to team
development.
Participate positively and actively in
team activities, meetings, planning
activities and general team
development.
Act as a positive role model for
other staff. Be willing to assist
and support their development.
Contribute to cross team projects as
required.
Encourage and demonstrate the
active sharing of knowledge both
within the Business Services team,
and across Creative New Zealand.
Maori Responsiveness
Actively support and encourage
cooperative ways of working
and knowledge sharing within
the team and across Creative
New Zealand.
Be open to feedback from
colleagues.
Continually identify improvements
to team services, processes and
operations.
Demonstrate an approach of
continuous improvement.
Identify opportunities to work with
Maori to achieve Creative New
Zealand `s strategic goals.
Involve Maori staff at the early
stages of projects/policy
development/special initiatives.
Seek to understand and apply
appropriate ways of consulting
with and working Maori.
Demonstrate understanding
and knowledge of working in a
bicultural environment.
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Key Relationships
a) The Senior Manager Business Services
b) The Chief Executive and other Creative New Zealand managers
c) Staff within Business Services
d) Key agencies within the Public Sector, including the State Services Commission
e) Specialist HR and legal service suppliers
Competencies
Must be able to demonstrate behaviours consistent with the following competencies:
Customer service – both internal and external customers.

Understand how Business Services contributes to customers` satisfaction with Creative
New Zealand `s services.

Work with customers to understand their needs and identify the appropriate means of
meeting these.

Understand and manage customer expectations.

Recognise and respond to opportunities to proactively meet customer needs.

Routinely reassess activities in relation to identified customer needs.

Seek and use customer feedback to enhance services and delivery mechanisms.
Relationship management

Establish and sustain positive working relationships with people at all levels within the
arts, public, private and voluntary sectors.

Develop appropriate networks in order to promote the work of Creative New Zealand
and to seek new ideas and information of relevance to Creative New Zealand.

Ensure stakeholder and customer understanding of Creative New Zealand `s vision and
strategy and its operating processes as appropriate.

Ensure Creative New Zealand customers and stakeholders are clear about who to
contact within Creative New Zealand (can be more than one person).
Teamwork

Actively participate in the development of the team and its work processes, systems and
operations.

Provide positive support and assistance to team colleagues to ensure delivery of team
goals.

Seek to increase contribution to the team and support an environment of continuous
improvement.

Be open to feedback from colleagues and to looking at ‘how things are done around
here’.

Demonstrate co-operative and collaborative ways of working.

Share knowledge and ideas with colleagues.
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Treaty awareness

Demonstrate an understanding of and commitment to the Treaty of Waitangi, its
impact and relevance to the work of Creative New Zealand

Demonstrate basic knowledge of and respect for kaupapa and tikanga Maori and how
they should be applied by Creative New Zealand.

Be able to pronounce Maori place names and basic greetings correctly.

Willing and open to learning how to work in a bicultural environment.
Supporting Organisational Values

Endorse, support and promote Creative New Zealand `s strategic vision and values.

Act fairly and with integrity in dealings with customers, stakeholders, and other Creative
New Zealand staff.

Identify and promote opportunities to improve the quality and efficiency of Creative
New Zealand `s service delivery.

Encourage and support collaborative ways of working across Creative New Zealand.

Accept responsibility for own development, including seeking feedback from others on
own performance.

Plan and organise activities rather than react to situations when they arise.
Information Technology and Information Management

An excellent understanding of information technology and its use as a management
tool.

The ability to use key IT systems such as email, scheduler and word.

A commitment to the principles of sound information management.
Technical Competencies

A proven track record of experience and achievement in providing HR advice and
services at a senior level. A successful track record in persuading and influencing
managers.

Sound knowledge of and experience in project management and the development and
implementation of HR policies and programmes.

Able to ensure compliance with legislative requirements. Good working knowledge of all
relevant employment related statutory requirements of the organisation.

Broad understanding of the following HR specialist areas: :
o
Employment Relations and contract management
o
Learning and Development
o
Performance Management
o
Change management
o
EEO
o
Recruitment and retention
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o
Remuneration management
o
Employee wellbeing, including health and safety

Able to collate, analyse and report human resources information effectively to
management.

Have a high level of accuracy and attention to detail.

Able to identify priorities, focusing on scheduling and resolving the critical activities.

Understanding of government policies and processes relating to human resources
management,
Qualifications
A relevant tertiary qualification.
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