Job Specification

Purpose of Position :

1.To manage and contribute to the recruitment, professional development, and assignment of a cadre of fully skilled and engaged I&IT professionals such as: Project Managers, Architects, Analysts and other types of I&IT roles with varying levels of expertise.

2.To contribute to the implementation of initiatives to deliver resourcing and assignment best practices, including business improvement and client relationship management which may impact I&IT professionals, clients, I&IT senior management and other key stakeholders.

Duties / Responsibilities :

This position will manage and contribute to the recruitment, professional development and management of a portfolio of up to 25 unionized I&IT professionals from the various job families within the professional services group of IT Source.

1.Resource Management Planning, Advice and Expertise
•Understands the state of the I&IT workforce within the Ontario Public Service (OPS) and globally to support decisions that ensure the professional services group within IT Source has qualified I&IT professionals that meet the needs of the clients.
•Maintains tools (e.g. databases), techniques (e.g.: planning, forecasting), systems, standards and procedures (e.g. training, skills/performance assessment, skills requesting, assigning, replacing), to: identify, anticipate, forecast, analyse and monitor new and changing I&IT skills needs across the enterprise.
•Leads and participates in recruitment competitions on behalf of the Resource Management Unit within IT Source, which may include participating on IT Source hiring teams; collaborating with I&IT clients on joint recruitment initiatives; engaging I&IT vendors of record for recruitment services; and participating in outreach events such as career fairs and with organizations which promote diversity and the hiring of foreign-trained professionals.
•As required, manages the procurement process to select successful vendors and negotiates contractual terms/SLAs for projects in Resource Management Unit.
•Communicates the value proposition of the OPS I&IT organization to current and prospective I&IT professionals.
•Makes recommendations and decisions on the assignment of the IT Source employees within the professional services group.
•Ensures effective liaison with HROntario who provide HR services of recruitment, pay and benefits, attendance management, classifications, etc. for advice and consultation.

2.On boarding of Professional Resources
•In collaboration with members of Resource Management Unit and other units within IT Source, ensure the newly hired IT Sources employees are fully prepared to be successful in their assignment.

3.Integrated Talent Management of Professional Resources
•Performs the full range of managerial responsibilities including the role of coach and developer of talent
•Approves individual performance plans and conducts performance reviews based on feedback from the assigned location.
•Develops and approves learning plans and reviews progress and results, in consultation with the employee,
•Assists and coaches employees to achieve operational excellence, particularly regarding the human factors involved in effective teamwork and interpersonal relationships.
•Assists employees in developing and achieving their career plans.
•Facilitates high levels of employee engagement and promotes a modern workplace which is attractive to I&IT professionals, including responding to results of employee survey results.
•Manages and resolves a range of employee relations issues including matters of discipline.

4.Capitalization and redeployment of knowledge
•Ensures the sharing of knowledge through the ongoing support and development of Communities of Practices for the employees within IT Source.
•Supports the implementation of specific needs-based resource professional development plans.
•Has knowledge of best practice in I&IT resource management, skills management, I&IT technology (particularly in trends that influence resources), the I&IT industry, service providers, and practices in other jurisdictions, etc.

5.Resource and skills inventory
•Utilizes an I&IT professional talent database that accurately reflects individual and group competencies, skills and experiences for job families. Ensures that this database is an effective tool to facilitate matching of individual professionals to project assignments and assists in making decisions on learning and development investments.
•Implement plans to ensure the I&IT skills and competencies of the IT Source professional service groups meet the needs of highly diverse and changing I&IT project demands across the enterprise in an efficient and cost effective manner.

6. Customer Relationship Management
•Works closely and liaises with I&IT clients in workforce planning, organizational development, demand management and change implementation strategies.
•Communicates with clients including providing regular updates to clients.
•Consults with clients, staff and external stakeholders to obtain feedback and gauge satisfaction with operations and services.

7.Section/General Management
•Supports the reporting of business metrics and performance measures.
•Supports the effective operation of the IT Source Resource Management Unit.
•Manages business and administrative services for IT Source employees including planning, implementation, issues resolution and the provision of experienced technical, professional and administrative advice and guidance to clients and project staff.
•Contributes to the assessment and reporting of Resource Management Unit's progress and results achieved in relations to enterprise, IT Source & client objectives.
•As a management team member, participates in the implementation of the service delivery plan which incorporates industry developments; strengthening key linkages to overall government directions and key OPS stakeholders; and contributing to the creation of Resource Management Unit operational plans.
•As an I&IT Associate Resource Manager, may be required to participate in I&IT Projects across the I&IT enterprise.

Knowledge :

? Thorough understanding of a professional services organization that provides I & IT staff augmentation in an IT environment. Knowledge of technical and behaviour competencies and skills of I &IT professionals in the support of Resource Management (i.e. Project Managers, Architects and Business Analysts).
? Understanding of the roles, contributions and competencies required of I&IT professionals at various levels of expertise to ensure that the necessary resources are in place for effective I&IT project support to IT Source clients by selecting top talent for the IT Source professional services group and by facilitating deployment of existing resources matched to client business requirements.
? Knowledge of systems analysis, design, development, testing and implementation methods, technology data, applications, networking, and security to understand the process, content and needs of client, I&IT projects, acquire and direct staff, professional service providers, and ensure achievement of deliverables.
? Work Planning skills to support the development of I&IT plans that will contribute to the overall I&IT goals and strategies of IT Source and the clients by implementing short and long-term plans for deploying appropriate type and number of I&IT resources for effective completion of priority I&IT projects.
? Problem-solving approaches in order to provide technical, professional, administrative and general business expertise to direct staff in the resolution of common service problems.
? Understanding of software/IT environments (languages, concepts and tools), and IT development and management to facilitate effective matching of individual professionals to project assignments based on technical requirements, as well as to assist in making decisions on learning and development investments, both at individual or group level.
? Project management including planning, estimating, budgeting, scheduling, measuring, monitoring and controlling to effectively manage multiple projects.
? Technology for business and financial systems, service delivery processes, current I&IT trends, standards, metrics and performance monitoring procedures and standards, client agreements, and change management to assess business impacts of new or proposed technologies, to support competitiveness and risk management through I&IT related issues and to provide recommendations that are responsive to clients' needs; ensures resource services are managed effectively and efficiently.
? Knowledge of branding, attraction and outreach strategies and methodologies to ensure a supply of top I&IT talent for deployment across OPS I&IT projects. This includes the ability to keep current on what constitutes a great employee value proposition to existing and potential OPS I&IT professionals.
? Knowledge and skills in leading and supporting recruitment campaigns from concept through to successfully negotiating offers of employment.
? Knowledge and skills in orienting and on-boarding newly hired professionals so that they can perform quickly and effectively in a range of local operating environments within an overall set of enterprise expectations and values.
? Knowledge of factors impacting human performance in organizations, and skills in effectively managing these factors.
? Knowledge and skills in building and leading multi-disciplinary teams to achieve specific goals.
? Coaching skills related to development of human potential particularly with respect to effective project work, team work, inter-personal effectiveness and leadership.
•Conflict management skills to provide advice and solutions in highly sensitive and challenging circumstances where risks and impacts may be unquantifiable and precedents lacking; utilizes persuasive techniques or negotiation skills to gain other's support, agreement and commitment.
? Knowledge and skills in all aspects of human resource management including performance management and improvement, talent assessment, career development and employee engagement.
? Knowledge of legislation, policies and strategies governing the OPS workplace and the bargaining agents which represent IT Source employees (AMAPCEO and OPSEU). A good understanding of the goals of Modernization and Diversity.
? Knowledge of techniques to build communities of practice and re-deployment knowledge.
? Expert communication and presentation skills to provide advice, convey key messages, educate and influence clients at all levels (including Senior Management) to promote IT Source services, standards, processes and tools; support Resource Management Unit in the development of new initiatives, policies, procedures and recommended improvements.
? Adaptability skills to work effectively within a variety of situations, and with various individuals or groups to achieve results. Changes approach as required to achieve indented outcomes, exhibiting the ability to adapt when faced with ambiguity or changing priorities

Judgement :

•Works under direction of a manager and governed by OPS and I&IT enterprise policies, standards and directions. Due to the nature of the work and the demands of IT Source the ability to exercise of judgement in the absence of established processes or experiences is necessary.
•Judgement is exercised in fairly and expeditiously managing I&IT professionals who are assigned and working under the daily direction of local client managers throughout the OPS. When and how to intervene in this complex matrixed relationship will significantly affect outcomes with implications for the credibility of IT Source, the cost and quality of service to clients, the level of employee engagement, relationships with bargaining agents and the success of local projects.
•Judgement affects the quality of hiring decisions which in turn impacts several factors including – a) the quality of service to clients in the I&IT enterprise; b) the ongoing level of support for the business model; c) the ability to attract and retain highly skilled professionals; d) the ability of IT Source to achieve the intended cost savings for the OPS.
•Judgement is exercised in intervening in various aspects of employee performance – in deciding on investments in learning and development to ensure appropriate returns on those investments in immediate or longer time-frames; in allocating assignments to maximize the project success, build capacity and secure high levels of employee engagement; in deciding when and how to act to resolve performance concerns.
•Judgement affects the level of resources consumed in knowledge management with a goal to ensure that immediate or longer-term value is created from the effort of collecting and accessing the knowledge.

Accountability - Programs :

• Managing, co-ordinating and leading phases of the integrated talent management function to support a portfolio of IT Source services from start through completion, within risk, time and resource constraints to meet agreed business and client needs.
•Anticipating and assessing future demands; and implementing plans based on approved strategies to ensure the appropriateness, timeliness and availability of talent to meet constantly changing and competing demands. Providing resource development advice and co-ordination for IT Source employees and clients.
•Ensuring the functional efficiency and effectiveness of the database, and ensuring confidentiality of personal and other sensitive data.
•Implementing resource development standards, procedures and performance criteria, and ensuring compliance with policy, legislation, collective agreements, standards, and agreed deliverables.

Accountability – Personnel :

•Directly managing human resources, including: hiring, orienting and training staff; motivating and inspiring staff to excel; determining performance standards and conducting performance reviews; managing a range of employee relations matters, including discipline, grievances and recommending dismissal.

Accountability - Finance and Materials :

•Managing assigned portfolio budget expenditures and meeting goals within budget.
•Managing the work of external contractors, including authorizing payments
•Participating in evaluating RFPs to support talent management and related development services.

Accountability - Impact of Errors :

•Failure to manage staff well and ensuring consistency, timeliness and fairness in their day-to-day management could result in low morale and grievances, and could undermine the practical realisation of the IT Source mandate.
•Inadequate skills assessment, talent management/development planning and advice could result in key skills shortfalls that threaten the success of critical I&IT client projects with associated threats to clients' business and major escalation in project/business costs.
•Poor hiring decisions could result in the commitment of significant salary dollars and related resources (training, office accommodations, etc) for employees who do not meet the needs of IT Source.
•Failure to anticipate, assess, prioritise, manage, accommodate and advise on talent requirements in a timely, efficient and effective manner could increase IT Source development sourcing and supply costs, and jeopardise major I&IT projects, many of which are highly sensitive and affect clients, and could expose the Ministers and heads of partner organisations to serious public censure.
•Failure to ensure the integrity of data and databases could result in the release of confidential and sensitive information about personnel, projects and clients.

Contact - Internal :

•Often with IT Source senior management to provide talent management status reports, issues update, advice and recommendations, explanation of development requirements and recommend options, provide briefings, and assist in resolving issues.
•Regular contacts with IT Source and clients to identify, define and agree on resourcing needs; provide resource management expertise; and resolve issues.
•Regular contact with HR partners for all aspects of recruitment, talent management and issues resolution.
•Regularly represents the organisation on committees and working groups in resource management, talent management and skills development

Contact - External :

•As needed, contact with vendors, suppliers and external consultants to select suppliers, provide instructions, address problems related to skills quality or services, and assess talent management/skills development trends and developments.
•Regular contact with clients, peers and contacts in broader public sector, private sector, and other jurisdictions (eg: federal, other provincial governments), to participate in talent management and skills development activities for joint projects, to exchange information, and share experience.
•Regularly with professional peers to keep abreast of developments.