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Role Description

Recruitment Consultant

Agency	SSSERF
Division/Branch/Unit	Multiple
Role Number	11111
Classification/Grade/Band	Health Manager Level 1
Senior executive work level standards	Not Applicable
OSCA Code	223112
PCAT Code	11111
Date of Approval	24 November 2021
Agency Website	www.sira.nsw.gov.au

Agency overview

The State Insurance Regulatory Authority (SIRA) is an independent agency responsible for the stewardship and regulation of the State's worker's compensation, motor accident compulsory third party (CTP), and home building compensation schemes.

Worker’s compensation and CTP insurance are the two largest injury insurance schemes in NSW, collectively providing an essential social safety net for more than 100,000 people injured at work or on the road in NSW each year. At any one time, almost 220,000 people are supported through these schemes following an injury in a workplace or on the road. The schemes are funded by 320,000 employers and 5.7 million vehicle owners, who together pay $6.8 billion in premiums each year.

As the peak insurance regulator and system steward, SIRA is focused on ensuring that people have access to the benefits and support they need to recover, return to work, or achieve the best possible quality-of-life outcome. That role is balanced with ensuring that policies are affordable, and the schemes remain financially sustainable.

SIRA was created under the State Insurance and Care Governance Act 2015 and forms part of the Customer Service Cluster.

Primary purpose of the role

The Senior Business Support Officer provides a broad range of administrative services and leverages extensive business unit knowledge to support the unit's program of work and facilitate the delivery of business operations.

Key accountabilities

• Provide a range of administrative and support services to meet the business needs of the team/unit
• Respond to and resolve complex enquiries and issues to ensure the provision of accurate information, and the timely and effective resolution of issues
• Coordinate and manage records and databases, complying with administrative systems, processes and policies, to ensure that all information is accurate, stored correctly and accessible
• Develop, implement and monitor office systems, procedures and methods, adapting processes and techniques as required, to facilitate efficient team/unit operations in line with agency standards, policies and procedures
• Gather and collate information for, and prepare documentation and reports on business unit performance, as well as make recommendations to improve efficiency, cost management and service delivery

Key challenges

• Delivering quality administrative services and negotiating workable timeframes, given competing client demands and priorities, the need to address unforeseen issues, the high volume of work and the need to work independently

Key relationships

Who	Why
Internal
Manager	• Escalate issues, propose solutions and provide updates • Provide advice on administrative processes
Work team	• Support the team, delegate tasks and work collaboratively to contribute to achieving the team’s business outcomes
Clients/customers	• Monitor, address and/or escalate requests • Manage the flow of information, seek clarification and provide advice and responses
External
Client/Customers	• Monitor, address and/or escalate requests • Manage the flow of information, seek clarification and provide advice and responses
Vendors/Service Providers and Consultants	• Coordinate and monitor the supply of goods and services

Role dimensions

Decision making

This role has autonomy and makes decisions under their direct control. It refers to the Manager decisions that require significant change to program outcomes or timeframes or are likely to escalate. This role is fully accountable for the delivery of quality work assignments on time and to expectations in terms of quality, deliverables and outcomes.

Reporting line

Director

Direct reports

Budget/Expenditure

Nil

Essential requirements

Nil

Capabilities for the role

The NSW public sector capability framework describes the capabilities (knowledge, skills and abilities) needed to perform a role. There are four main groups of capabilities: personal attributes, relationships, results and business enablers, with a fifth people management group of capabilities for roles with managerial responsibilities. These groups, combined with capabilities drawn from occupation-specific capability sets where relevant, work together to provide an understanding of the capabilities needed for the role.

The capabilities are separated into focus capabilities and complementary capabilities.

Focus capabilities

Focus capabilities are the capabilities considered the most important for effective performance of the role. These capabilities will be assessed at recruitment.
The focus capabilities for this role are shown below with a brief explanation of what each capability covers and the indicators describing the types of behaviours expected at each level.

FOCUS CAPABILITIES
Capability group/sets	Capability name	Behavioural Indicators	Level
	Manage Self Be persistent, self-reflect and commit to learning	Be a professional role model for colleagues, set high personal goals and take pride in achieving them Actively seek, reflect on and act on feedback about your performance Reflect on and use negative feedback as an opportunity for growth and improvement Take the initiative and act in a decisive way Pursue and apply new knowledge and practices relevant to your organisation to improve outcomes	Advanced
	Commit to Customer Service Provide customer-focused services in line with public sector and organisational objectives	Promote an inclusive, customer-focused culture in your organisation and consider new ways of working to improve customer experience Ensure that your organisation’s systems, processes, policies and programs collect customer feedback and insights, and use these to inform your response to customer needs Initiate and develop partnerships with customers to define and evaluate service performance outcomes Promote and manage partnerships within your organisation and across the public, private and community sectors Communicate with senior stakeholders about key issues and provide expert and influential advice Consider customers’ experience when designing business processes and improving services Encourage new ideas and creative ways to involve customers in designing business processes and improving services	Advanced
	Work Collaboratively Collaborate with others and value their contribution	Recognise when effective collaboration between teams leads to achieving outcomes Communicate with others in your organisation and across government to improve information sharing and collaboration Facilitate opportunities to collaborate with stakeholders to develop solutions together Network widely across government and other organisations to increase opportunities to collaborate Encourage others to use appropriate ways and tools to collaborate, including digital technology Encourage diverse cultural perspectives in developing strong team relationships	Advanced
	Deliver Results Achieve results by using resources efficiently and committing to quality outcomes	Use your own and others’ expertise to achieve outcomes, and take responsibility for delivering intended outcomes Ensure staff understand expected goals and acknowledge staff success in achieving these Identify the resources people need and ensure goals are achieved within budget and on time Use business data to evaluate outcomes and inform continuous improvement Identify priorities that need to change and ensure the way resources are allocated meets new business needs Ensure you budget for and clearly state the financial impacts of new priorities	Adept
	Think and Solve Problems Think, analyse and consider the broader context to develop practical solutions	Undertake objective, critical analysis to reach accurate conclusions that recognise and manage contextual issues Work through issues, weigh up alternatives and identify the most effective solutions in collaboration with others Consider the wider business context when thinking about options to resolve issues Explore a range of possibilities and creative alternatives to improve systems, processes and business practices Put systems and processes in place that are supported by high-quality research and analysis Look for opportunities to design innovative solutions to meet customers’ needs and service demands Evaluate the performance and effectiveness of services, policies and programs against clear criteria	Advanced
	Technology Understand and use available technology to maximise efficiencies and effectiveness	Promote using creative and accessible technology in your organisation Actively manage risk to ensure compliance with cyber security and acceptable use of technology, including record keeping, cybersecurity, privacy, and responsible artificial intelligence use Keep up to date with new technology and technological trends to understand how using them can support business outcomes Seek advice from appropriate subject matter experts about using technology to achieve business strategies and outcomes Lead the appropriate use of digital systems, ensuring outputs are aligned with legal, ethical, and organisational standards	Advanced
	Manage and Develop People Engage with and motivate staff, and develop their capability and potential	Ensure performance development frameworks are in place to manage staff performance, drive the development of organisational capability and undertake succession planning Lead the development of executive capability and ensure effective succession management practices Implement effective approaches to identify and develop talent across your organisation Encourage a culture of continuous learning and leadership that values constructive feedback and new experiences Drive a culture of high performance and ensure performance issues are addressed as a priority Set an example to others and encourage teams to build an organisational culture of care, belonging and trust Monitor and evaluate cultural capability as a central part of development efforts Set an example by regularly giving and asking for constructive feedback and participating in new experiences	Highly Advanced
	Inspire Direction and Purpose Communicate goals, priorities and vision, and recognise achievements	Champion the organisational vision and strategy, and communicate the way forward to achieve the vision and strategy Create a culture of confidence and trust in your organisation’s future direction Generate enthusiasm and commitment to goals and ensure all levels of the organisation understand the goals Communicate the scope and expected outcomes of organisational strategies Celebrate organisational success and high performance, and implement initiatives to maintain morale	Highly Advanced
	Optimise Business Outcomes Manage people and resources effectively to achieve public value	Develop and implement strategic and operational workforce planning practices and initiatives to achieve current and future business goals Remove any barriers to recruiting and retaining people with diverse cultures, backgrounds and experiences Encourage staff to take calculated risks to support innovation, adaptability and continuous improvement Align systems and processes to encourage improved performance and outcomes Create a workplace culture that encourages people to learn from their mistakes and set an example by doing this yourself	Advanced
	Manage Reform and Change Support and champion change, and help others to engage with change	Clarify the purpose and benefits of continuous improvement for staff and provide coaching and leadership in times of uncertainty Help others to address emerging challenges and risks and build support for change initiatives Translate change initiatives into practical strategies and explain these to staff, including their role in implementing them Implement structured change management processes to identify and develop responses to workplace cultural barriers Create an environment where people are encouraged to share different views	Advanced

Complementary capabilities

Complementary capabilities are also identified from the Capability Framework and relevant occupation-specific capability sets. They are important to identifying performance required for the role and development opportunities.

Note: capabilities listed as ‘not essential’ for this role are not relevant for recruitment purposes however may be relevant for future career development.

COMPLEMENTARY CAPABILITIES
Capability group/sets	Capability Name	Description	Level
	Display Resilience and Courage	Be open and honest, prepared to express your views, and willing to accept and commit to change	Adept
	Act with Integrity	Be ethical and professional, and uphold and promote the public sector values	Intermediate
	Value Diversity and Inclusion	Be inclusive and respect diverse backgrounds, experiences and perspectives	Advanced
	Communicate Effectively	Communicate clearly, pay attention to others and respond with understanding and respect	Adept
	Influence and Negotiate	Gain consensus and commitment from others, and resolve issues and conflicts	Intermediate
	Plan and Prioritise	Plan to achieve priority outcomes and respond flexibly to changing circumstances	Foundational
	Demonstrate Accountability	Be proactive and responsible for your actions, and follow legislation, policy and guidelines	Foundational
	Finance	Understand and apply financial processes to achieve value for money and minimise financial risk	Adept
	Procurement and Contract Management	Understand and use procurement processes to ensure effective purchasing and contract performance	Foundational
	Project Management	Understand and use effective ways to plan, coordinate and control projects	Intermediate

Public Service Commission