Director: Executive Wellness, Scorecard Development (Section 56 & Dashboard Management)




Tracking Number: EMCM347-2014
SAP Number: S70000015
Job Title: DIRECTOR: EXECUTIVE WELLNESS, SCORECARD DEVELOPMENT (SECTION 56 & DASHBOARD MANAGEMENT)
This position seeks to attract: All Categories

Department: CITY MANAGER SUPPORT OFFICE
Division: Executive Performance Management
Section: Executive Wellness, Scorecard Development (Section 56) & Dashboard Management
Job Type Classification: Permanent

Basic Salary Scale: R 472 344.00 - 614 652.00 per annum
Total Remuneration Packages: R743 170.69 - 924 444.51 per annum

Location - Depot / Town or City: Pretoria Central
Location - Province: Gauteng
Location - Country: South Africa
For Enquiries (Contact Person): C Ramulifho (012 358 1224 / 0427)

Appointment requirements:
An appropriate three (3) year tertiary career-related qualification (Degree or National Diploma) or equivalent qualification
Relevant experience in executive performance management
Management/supervisory experience
Compliance with MFMA unit standards as per prescribed by Regulation 493 of 15 June 2007 as published in Government Gazette 29967 to 15 June 2007
A valid Code B Driver’s license.
Computer literate

Personal attributes / competencies:
Integrity, Intelligence, Patience, Innovative thinking, Energy, Imagination, Flexibility, Willingness to accept responsibility, Decisiveness, Ability to pay attention to detail

Duties:
Management of personnel
Manage and administer executive wellness, scorecard development (Section 56) & dashboard management and provide departmental support programmes.
Provide guidance on executive wellness, scorecard development (Section 56) & dashboard management issues
Manage and administer executive wellness initiatives by Monitoring the Executive Wellness Administration; Manage Employee Assistance Program (EAP) Services (for the Executives) and Manage Industrial Psychology Services (for the Executives)
Manage and administer dashboard management initiatives by Monitoring critical business processes and activities with Key Performance Indicators. When something is out of a preferred range, alerts are triggered; Analyze the problems by clicking through to detail levels clearly indicating the exceptions and discrepancies and Manage processes in a way that improves decisions, optimizes performance, and steers the CoT where it should go to.
Manage and administer scorecard development initiatives by Monitoring the development of Executive’s scorecard; Developing scorecard strategy; Managing the facilitation of scorecard development and Developing and managing the scorecard measurement system
In order to ensure accurate estimates are prepared in relation to requirements, prepare capital and operating estimates for the Department, and approve and control project related expenditure against the budget allocations,
Maintenance planning, cash flow projections and budget control measures are implemented and maintained in accordance with policy by exercising overhead control.
Control expenditure and income of cost centers by means of monthly deviation reports and remedial instructions.
Verify and certify payments for progress on capital projects and service contracts.
Analyzing trends, operating requirements and forward plans to establish/ determine funding/ expenditure for the period and consolidating the department’s operating and capital budget.
Evaluating the department’s performance against budget and addressing deviations/variances with appropriate personnel.
Monitoring and implementing corrective measures to rectify deviations/ acts contrary to financial regulations, audit requirements and departmental procedure.
Communicating with the Council’s Financial Section on audit findings and recommendations and institutes the necessary investigational or corrective measures.
Maintaining the department’s asset register.
Identify and define immediate, short and long term objectives
Keeping abreast with trends, theories and practices underlying the rendering of service.
Compiling the Department’s Business and Strategic Plans and associated short/long term performance and service delivery plans.
Monitoring progress of specific key performance indicators and measures
Ensuring performance indicators are identified, objectives aligned and appropriate procedures developed and implemented.
Analyzing and aligning requirements with operating capacity and capability.

Closing date: 30 May 2014

Click here to apply







Questions after the interview:

At the end of an interview there is usually an opportunity where you can ask any questions you might have. This is a great opportunity to show the interviewer that you are interested in the position as well as the company. It is a good idea to prepare a few questions before the interview – this can be done while you are doing research on the company.

Your questions should show the interviewer that you are a good candidate for the position. Try and avoid questions that are based on your personal needs and preferences, for instance:

- How much leave will I get in a year?
- Will I be considered for promotion in my first year?
- When will I get an increase?
- What time can I leave in the afternoon?

These questions are inappropriate at this stage and will probably raise concerns on the side of the interviewer. Should you be the successful candidate then all these questions will be answered in your letter of appointment so don’t waste this opportunity by asking these basic questions.

If the position is an entry level job or very junior then you are welcome to ask questions in line with the position, for instance:

- Why did the previous person leave the position?
- What would the successful person be tasked to do in a typical day?
- How does this position fit into the department and / or company?
- Could you explain the company structure to me?
- Is there any further education assistance or support?

If the position is more senior then you can prepare question around the following themes:

- current issues that will face the successful candidate;
- inter-personal challenges in the department;
- any process, technology or people challenges that needs to be attended to urgently;
- key result areas that need urgent attention in the first few months;

The above information should get you started. Prepare a few questions so that you can show your worth. Good luck with your interview!
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