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Knowledge, Skills and Experience (500 words max) |
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The ability to work strategically with peers and deliver strong operational rigour through their teams, simplifying ambiguity and giving clear direction.
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Visible leadership skills - can motivate and enthuse others to achieve
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Clear understanding of empowerment and how it plays through an operational environment to achieve the highest performance standards and have the skills, knowledge and resources to effectively carry out the role.
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Builds an ambitious performance and development culture and creates continually growing capability in the operation. Ensuring staff are supported, valued and rewarded appropriately.
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People leadership to support staff, coaching to develop staff, including performance management, with a strong service ethic and ability to drive quality.
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A collaborative team player, who understands how to raise capability within a team and build a sustainable platform for continued improvement
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Self-developer: demonstrates thought leadership in the development of people and service improvement
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Clear and concise communication skills to provide direction to the team on user insights and to provide direct / relevant information to key stakeholders across a range of channels that can be easily understood
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Highly developed interpersonal skills to build and maintain effective relationships with the judiciary, colleagues and key stakeholders
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Effective negotiation skills to manage/ reconcile competing priorities and resolve issues.
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Knowledge of best practices to make recommendations on continuous improvement initiatives, drawing evidence from multiple sources to draw out key insights to evidence where improvements are needed
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Full understanding of functions undertaken within areas of responsibility to support the development and review of policies and procedures, and contribute to forward looking business planning activities
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Data analysis skills and insight to enable better understanding of user trends and workflow requirements and identify improvements and contribute to the development of local priorities and objectives.
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Effective management of governance and risk management experience: ensuring that governance, risk management registers and contingency plans are in place and updated annually/ monthly
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Problem Solving and Decision Making (300 words max) |
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Take operational decisions about how to allocate and prioritise resources and delivery of workstreams, working in conjunction with the other Operations Managers in the jurisdiction to ensure consistency of service delivery within parameters. The Operations Manager will have discretion to evaluate resource allocations to manage work processes appropriately and achieve short-term targets and solve issues.
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While the majority of the work will be familiar and well-established, the Operations Manager will be expected to devise creative solutions when faced with new/unfamiliar issues to ensure service delivery is maintained.
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Ensure day-to-day operational issues are rapidly resolved, developing solutions to prevent the issues from impacting on service delivery to users.
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Identify solutions to maximise productivity and effectively respond to fluctuations in service demand.
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Effectively manage risks and issues across operations including facilities management, governance and compliance issues as well as emerging service concerns such as data issues and IT performance issues.
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Management of Resources (250 words max) |
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Line management responsibility for HEO Service Delivery Managers (likely to have span of control of 5-6 people or less if also responsible for building management) and responsible for whichever jurisdiction(s) are allocated to them within that span of control. Will determine the daily priorities and will work with the leadership team to improve performance and manage change.
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Develop own and teams’ skills, knowledge and flexibility through a coaching culture/approach and driving performance (quality and quantity) improvement. Recognise and nurture talent and build on succession plans.
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Ensure allocated services are appropriately resourced and have sufficient capacity to operate; the Operations Manager will be accountable for building and maintaining a capable team.
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Take responsibility for the user-facing interactions, and for ensuring teams are achieving the operational targets set for quality and quantity of user interactions and level of user satisfaction with the service. Focus on improving the effectiveness of the user-facing teams and set in place measures to ensure compliance with standards and effective risk management.
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Effectively communicate wider business objectives i.e. from National and Regional strategies to team and lead operation within this context.
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Work with team to develop local business plans setting local priorities and objectives within the context of National and Regional strategies and plans. Once developed, own its delivery.
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Autonomy (250 words max) |
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Day-to-day responsibility for immediate priorities and work activities, expected to operate flexibly within the wider parameters set by the Head of Operations. In the event that there is no guidance covering specific issues, will use discretion and own judgement to make decisions about the effective running of their teams and only refer decisions to the Head of Operations which affect the long-term strategy and direction. The Operations Manager’s work will be reviewed at set intervals.
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The Operations Manager will be the senior manager on site and will be responsible for acting independently on day-to-day issues including site problems, service issues such as data incidents and governance and compliance issues.
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The Operations Manager will hold responsibility for the development and delivery of their local business plan.
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The Operations Manager will examine performance to identify emerging trends and therefore develop improvement initiatives and make decisions to strengthen service delivery.
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Key Relationships and Contacts (300 words max) |
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Internal
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Internal relationships - including WFM Planning, Business Change and CI, wider service peers offering advice and recommendations and bringing operational service delivery perspective to discussions and using persuasion and negotiation skills to ensure effective outcomes.
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Judiciary - engagement with judges/legal operations according to service line, dealing with issues to meet requirements and meet business objectives and needs
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Service Delivery Managers - to provide direction, advice, guidance and support to deliver key operational outcomes
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HR - to ensure the development of effective collaborative working relationships in support of own team. Liaise to secure provision of a robust Learning & Development offer to build a highly skilled and capable team.
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Service providers and project teams to support the delivery of initiatives and improvement activity.
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Courts and Tribunals colleagues - to build effective working relationships, through collaboration to support the effective delivery of the end-to-end user journey and the delivery of initiatives and improvement activity.
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Governance and Assurance Team - to manage internal risks through compliance with all Key Control and SAF checks, reviewing and ensuring appropriate action is taken and risks highlighted.
External
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Justice Partners - support the Head of Operations on an as needed basis to build relationships with professional court and tribunal users, ensuring they have all information required and can influence and inform key stakeholders in relation to achieving HMCTS business objectives
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Third party sector providers - support relationships with Courts and Tribunals users to ensure they have all information required and develop a strong offering for users with respect to local providers, in liaison with the Courts and Tribunals peers.
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