World Vision International

This job is no longer available.

You can view related vacancies or set-up an email alert notification when similar jobs are added to the website using the buttons below.

People & Culture (HR) Director, World Vision Myanmar

Job Description

PURPOSE OF POSITION:

  • Provide leadership and strategic management for all aspects of the organization’s human resource and organizational development functions.

  • Advise, facilitate, and support the Senior Management team in attracting, hiring, and developing staff and leaders to achieve the goals and outcomes established in the country strategy.

  • Develop and mainstream integrated initiatives that nurture strong spiritual formation of children, youth and their families and expand quality partnership with the church to support improved child wellbeing.

KEY RESPONSIBILITIES:

Strategic Support and Partnership:

  • Strategic, viable inputs and technical advice during organizational planning and assessment, leadership meetings and whenever required by the National Director.

  • The National Director and the Senior Management Team (SMT) are updated on developments of Human Resources & Organizational Development programs and milestones.

  • Appropriate actions are taken to ensure that Partnership P&C standards and other related P&C (HR) Partnership initiatives are followed.

  • Healthy and productive partnerships with other divisions and departments of WVM are built and nurtured to promote and support organizational synergy.

  • Relevant and viable polices and guidelines are recommended to formulate organizational policies that lead to better organizational and departmental performance. The ongoing evolution of HR policies, procedures and systems are appropriate to the working needs of the organization, consistent to Partnership P&C standards, and the local legal context.

  • Staff well -being, capacity building and other areas of service interest are promoted through building and strengthening strategic partnership with other divisions/departments.

  • The strategic/annual planning process among direct reports are facilitated in accord with the approved organizational objectives.

  • HR&OD short term and long-term directions that are aligned with the organization’s strategic direction and support the National Office (NO) business plans are developed.

Strategically manage the Performance of P&C Department:

  • Performance accountability and standards of the P&C department are set and identified.

  • P&C Department’s work performance are measured and aligned with defined organizational and department goals and standards.

  • P&C Department’s annual work objectives and learning and development goals are identified.

  • Opportunities and space for direct report in attainment of their learning and development objectives are provided.

  • Coaching and mentoring is provided to direct report, including giving them performance feedback.

  • Government Relations with tax and local labour agencies.

  • Relations with local partner agencies on P&C related issues are maintained and strengthened.

Staffing & Recruitment:

  • Leadership and technical support is provided to recruitment processes to ensure availability of the suitable staff, and to the orientation processes.

  • Appropriate job rotation and relocation is well arranged and coordinated in consultation with line managers and concerned department, which enables staff professional growth and career development.

Compensation & Benefits:

  • Ensure that the Compensation & Benefits, are competitive (on par with other INGOs which are similar to WVM) to attract good professional staff as well as it will retain our committed staff.

  • Periodical salary surveys are undertaken

  • Ensure that all the jobs are objectively and fairly evaluated and graded.

  • Ensure performance based pay for all national staff.

Performance Management:

  • Ensure performance culture is built and maintained.

  • Ensure the constructive feedback mechanism operates across all levels of the organization and the supervisors and staff know how to use it to improve their performance.

  • Ensure that the performance management recognizes good performers, deals with non-performers and other P&C related issues.

Capacity Building (CB):

  • Succession plan and career development plan is developed, focusing on high potential and committed staff.

  • The development and learning need of staff is identified.

  • CB and training/coaching programs and processes are designed and facilitated.

  • Develop middle managers and future leaders for the organization.

  • Standards, policies and guidelines for staff and leadership development are set in collaboration with Directors and Managers.

Employee Relations & Staff Care:

  • Facilitate staff grievances and disciplinary action process in collaboration with line managers when appropriate. Liaise with the Partnership Office Legal department and local Legal

  • Counsel on matters pertaining to any employee-employer relationship that will have legal ramifications to WVI.

  • Appropriate Staff Care activities are designed and implemented to ensure wellbeing of staff.

Spiritual Leadership:

  • Ensure that Christ-centered Commitment is a foundational mandate of every HR&OD processes.

  • Provide time and space for staff to participate in organizational initiated spiritual formation activities when appropriate.

  • Create opportunities for P&C staff for spiritual reflection and to increase their passion for the ministry.

  • Lead the P&C Department in modelling biblical ethics and principles in actions and lifestyle.

  • Lead the organizational reflection upon request or when deemed necessary.

Faith and Development:

  • Development of Programming Guidance for Christian Witness and Church Partnership, including its Monitoring and Evaluation Framework as well as adaptation of best practice interventions and relevant project models that support the National Strategy and is aligned with WV Partnership and Regional Christian Commitments Approaches.

  • Integrated implementation and monitoring of interventions and project models on Christian Witness in Development in all Area Programmes thus ensuring that Strengthened relationships and increased quality collaboration with churches for effective holistic Christian witness in Area Programme communities.

  • Management of Christian Commitments Project and Christian Witness in Development team.

  • To plan strategically and arrange for the technical support to improve the capacity of the church partners for Holistic Ministry with high accountability and good transparency.

KNOWLEDGE, SKILLS & ABILITIES:

  • Degree in Human Resources or Business Administration with emphasis in HR.

  • Demonstrated leadership competence, self-motivated and a team player.

  • Knowledge of specialized principles or techniques equivalent to those that would normally be obtained through a four-year college/university academic program or in-depth specialized training program directly related to the type of work to be performed.

  • Must have strong knowledge and capability with written and spoken English.

  • Excellent relational skills, especially in a cross-cultural environment, and ability to work well with national staff.

  • Demonstrated ability to assess, analyze and diagnose organizational realities and to use appropriate OD and performance improvement technologies including consultancy and coaching skills.

  • At least 8 years Human Resources management experience in an international development organization.

  • At least 3 year experience in a senior NGO management role in a developing country.

  • Has initiated & implemented significant organizational change.

Preferred:

  • Demonstrated strong Christian commitment and Biblical literacy including a commitment to the mission and core values of World Vision.

  • Previous experience working in Myanmar or SE Asia, and/or experience working in World Vision.

Work Environment/Travel:

  • Based in the World Vision Myanmar National Office in Yangon.

  • Periodic in-country, regional and international travel is required, not to exceed 25% of the time.