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Changes to Chief Executive Officer Role

Changes to Chief Executive Officer Role

Obviously the biggest thing happening for HRINZ at the moment is the most important task a Board can undertake – the selection of a CEO.  As most of our members know, when you have a vacancy, especially a senior one, it creates an opportunity to reconsider the role, how it works, how it links to others and the age and stage of the business and its needs.  The HRINZ Board has taken this opportunity to review how we can best position the business and the role to achieve our strategic goals. The HRINZ Board reviewed the business operating model of HRINZ and how we can best deliver on the HRINZ strategy.  At the heart of this strategy is the need to drive the Institute forward so that it meets our vision: Essential for success; Transformative and innovative; Delivers credible solutions We concluded that for the Institute to deliver on our strategy we needed to change the structure of our business model.  This means changes in the ways the Board, National President and CEO roles function together.  This will enable those business elements to operate as they do in most businesses and in similar national and international professional organisations. We will expect our new CEO to: Be a visible ambassador and spokesperson for the Institute Have a predominantly outward focus Take responsibility for strategic development Be strongly member centric Display thought leadership for our profession Julia Stones is the Convenor of the Recruitment Subcommittee in her role as National Vice-President.  Julia is a highly experienced professional recruiter and is undertaking this enormous task pro-bono.  We thank her for taking on this role.  Anyone interested in the position should contact her directly. Rachel Walker HRINZ National...

posted on: Nov 14, 2013 | author: Rachel Walker

HRINZ AGM follow-up

HRINZ AGM follow-up

The HRINZ AGM was held recently in Auckland – thank you to Angela Atkins and the Auckland branch team for their assistance in organising this event.  Unfortunately we ran out of time to present the new strategic plan and address all the questions we knew people wanted answered.  Next week I intend to confirm a date in the near future to return Auckland to speak on these and other matters. I feel a need to clarify the role of the Board vs management.  The HRINZ Board is a governance body made up of volunteers, which sets the strategic direction of the business; monitors risks and ensures that management are effective in their plans to run the business of the Institute.  The management of the Institute, headed by Chief Executive, Beverley Main, develops plans to bring the strategy to life and deals with the design and implementation of programs.  These groups work together but have different roles to play – the Board want to understand your recommendations for the direction of HRINZ, with National Office staff being your main point of contact with the Institute day to day. Recently, members have raised some other questions, ideas and proposals with the Board, so the following attempts to cover some of these issues. Communications We have a new communications team and a communications plan is under development. Several issues were brought to our attention recently that were based on an understanding that was not factually accurate.  This made us consider how we communicate to the membership in general – what HRINZ is telling you and how.  The new communications plan will address how to best communicate with our members, and we can share some of the details of this with you once the plan is signed off. We realise that HRINZ could...

posted on: Jun 28, 2013 | author: Rachel Walker