This role is primarily responsible to lead the Service Management(Relationship Management, Quality Assurance, Continuous Improvement, Performance Reporting and Functional Training) function at the SSH and ensure quality services are provided to MTN Operating Companies (Opcos).<\/p>\n
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Minimum Requirements<\/strong><\/p>\n Job Specifications\/ Minimum & Preferred RequirementsEducation \/ Business Degree <\/p>\n Job Specification<\/strong><\/p>\n Key Performance Areas<\/p>\n Strategy Development and Implementation <\/p>\n
\nBachelor\u2019s degree in Finance\/Engineering or relevant field
\nPost graduate degree in Business Administration\/EngineeringWork Experience
\nOverall 11-15 years of relevant experience
\n6 years of relevant experience preferably in a mid to senior position in a Shared Services Centre (SSC) with experience spanning continuous improvement, performance management, quality management and process training
\nExperience in the service management of business operationsTraining
\nNot ApplicableIndustry \/ Certifications
\nSix Sigma Black Belt Certification (preferred)Any other specifications
\nWorking knowledge of Enterprise Resource Planning(ERP) System (Oracle)
\nWorking knowledge of MS Office (Word, Excel and Outlook)
\nExperience in continuous improvement
\nExperience in a SSC \/ Business Process Outsourcing (BPO) environment
\nService Management experience in Telecom industry
\nProject Management experience<\/p>\n
\nLead the creation of the service management strategy in line with the overarching business goals
\nEnsure effective implementation of the service management strategy by means of providing direction, structure, frameworks, models and roadmaps Staff Leadership and Management
\nBuild and manage a high performing service management team by providing leadership, role clarity, training and career development
\nSource, induct, and manage talent in accordance with legislative guidelines
\nEnsure open communication channels with staff and implement change management interventions where necessary
\nProvide definition of roles, responsibilities, individual goals and performance objectives for the team
\nSet Key Performance Indicators (KPIs) and provide regular performance feedback through a well-defined and implemented performance review program
\nDevelop and implement a training plan in order to build and develop skills within the team
\nEncourage knowledge transfer through the implementation of a knowledge transfer plan and drive continuous improvement philosophy through the knowledge transfer plan
\nPerformance manage resources in accordance with HR policy and legislation where necessary
\nActively participate in leadership team and develop skills of own team
\nPromote a \u2018MTN centric\u2019 and \u2018partnership approach\u2019 to develop strong relationships with other working groups and ensure adherence to Group governance As per business planGovernance
\nOperational, Tactical and Strategic Meetings
\nProvide input to enterprise wide transformation initiatives
\nProvide input to and ensure adequate risk mitigation and controls
\nsign-off baseline of Service Level Agreements (SLAs) and KPIs
\nPerform evaluation of Service Level Agreements and Key Performance Indicators
\nApproval on new initiatives
\nReview and finalise objectives, targets and budgets for Service Management function
\nProvide relevant budget for internal projects
\nPrepare proposal on change initiatives (SLA\/Operating Level Agreement)
\nParticipate and provide input into strategic and tactical meetings
\nSet up and manage tactical meetings on a needs basis
\nPeriodically participate in operational review meetings
\nEvaluate areas of improvement across people, process, and technologyEscalations
\nManage and resolve issues that will result in severe time, scope, productivity, and cost or resource impact
\nResolution of issues escalated from service delivery teams
\nManage and provide solutions to escalations that have multiple processes \/ functions impact on critical path of service deliverySSH Tactical
\nManage all projects and initiatives
\nReview key risks, issues and dependencies and set mitigation actions
\nSign-off \/ make decisions regarding tactical changesPerformance
\nMonitor SSH performance and alignment with MTN global strategy and per industry best practices
\nReview performance against agreed KPIs and SLAs
\nEnsure alignment between SSH, Center of Excellence (CoE), Opco and Group Management Service (GMS)
\nManage SLA approval and exceptions performance review
\nCreate and monitor plan for continuous improvement As per business planReporting
\nReport on a monthly basis to Executive, SSH relating to progress made in accordance with the measurement metrics set by the organisation
\nReport on an ad hoc basis on specific management requirements as and when necessary As per business planBudgets
\nManage division budgets in line with business objectives
\nEnsure that the cost of operations is reduced, in line with a least cost operating strategy stemming from the business drivers Operational DeliveryService Management Strategy
\n– Establish strategic direction and 1-3 year plan for the service management function with specific focus on continuous improvement, quality management, performance management and process training
\n– Develop and execute an end to end service management strategy for the SSH that would define clear objectives at an individual team level
\n– Guide the Executive, SSH on industry leading practices across the above mentioned areas
\n– Identify and customise frameworks and methodologies that can be implemented in the SSH
\n– Liaise with internal audit function at MTN Group to identify and adopt MTN best practices leveraged across MTN Opcos and the Group for the SSH
\n– Lead setup of each of the sub functions within Service Management
\n– Define the charter for each sub-function within service management and ensure the overall service management vision and strategy percolates as specific targets for these sub-functions
\n– Support the Executive, SSH and General Managers, Service Delivery to enhance the performance and quality of activities provided by the SSH to the Opcos
\n– Work with MTN Group Internal Audit function to carry out periodic audits
\n– Ensure all sub-functions work together in order to achieve the service management strategyBusiness Relationship Management
\n– Review the relationship management strategy for the SSH with respect to the Opcos and relevant industry bodies with an intent to create awareness in the industry about MTN\u2019s SSH
\n– Review stakeholder mapping prepared by the Relationship Managers
\n– Ensure implementation of stakeholder mapping with the support of a robust communication from Human Resources team
\n– Review governance framework, structure and cadences defined
\n– Finalise governance mechanism at Opco level and ensure successful roll-out as and when Opcos go-live
\n– Review and define SSH\u2019s positioning at a Group governance level and ensure sign-off from all key stakeholders. Roll-out governance at Group level and ensure adherence to the defined cadence
\n– Review and finalise key metrics to evaluate the relationship of SSH with Opcos
\n– Ensure robust communication plan is developed to interact with the Opcos during roll outs and BAU (Business as Usual)
\n– Promote sharing of leading practices with Opcos
\n– Ensure actions\/issues raised by Opcos on services received are addressed in an effective, efficient and timely mannerQuality Assurance (QA)
\n– Institutionalise a total quality management system at the SSH
\n– Ensure implementation of a comprehensive quality assurance strategy with the support of the Senior Manager, QA focussed on ensuring Service Delivery function provides services as per MTN best in class practices
\n– Oversee the development of tools, templates and processes for enhanced quality
\n– Review and sign off quality assurance review plan for the Service Delivery function
\n– Review and finalise design of dashboards to track ongoing quality of the services provided by the Service Delivery function
\n– Conduct periodic reviews with General Manager, Service Delivery (Finance, HR and SCM) to discuss outcome of quality assessment and action plan to address concernsContinuous Improvement (CI)
\n– Identify the right continuous improvement methodologies that can be implemented at the SSH along with the Senior Manager, CI
\n– Oversee the implementation of the identified CI methodologies and ensure their sustainability
\n– Develop and sustain a culture of continuous improvement of operations at the SSH
\n– Create a competitive environment at the SSH to identify improvement initiatives and work with HR to align with individual rewards and recognitions
\n– Drive the team to identify CI initiatives at process level that would help drive tangible outcomes
\n– Lead continuous improvement initiatives such as Green\/Black belt projects , ISO certifications
\n– Monitor improvement programs derived from SSH strategy and goal setting
\n– Oversee the implementation of customer satisfaction surveys and ensure action plan developed is implemented as per defined timelines. Ensure action plan is implemented and feedback from the Opco is documented to track progressPerformance Management
\n– Develop a Performance Management strategy focused on service delivery
\n– Provide guidance on development of performance management dashboards
\n– Influence and escalate key Opco issues in an effective way to ensure timely resolution
\n– Evaluate the operational health of the Service Delivery function and provide independent report to Executive, SSHProcess Training
\n– Review and sign-off the training strategy for the SSH
\n– Manage the functional training budget for the SSH
\n– Review the training needs analysis process to understand the requirement for training interventions and sign-off accordingly
\n– Engage with both the MTN Group and external bodies to adopt best practices to enhance the functional training delivery at the SSH
\n– Review employee surveys to measure the effectiveness of training strategy and other training KPIs
\n– Sign-off on all system training documentation to be incorporated into functional training material
\n– Accountable for roll-out of all training programs for the delivery team As per business planManagerial \/ Supervisory Responsibilities
\nSet overall direction for the division
\nProvide guidance and leadership ensuring future focus and current efficiency
\nCoach and mentor direct reports to ensure staff motivation is high
\nEnsure adequate succession planning and that succession plans that are in place are achieved
\nEnsure skill transfer for staff development, motivation and business continuity
\nEnsure the team is led, motivated and rewarded to achieve high performance areas
\nEnsure assigned team is led, motivated and rewarded to achieve key performance areas (KPAs)
\nEnsure the effective management of diversity among personnel in the division
\nIdentify staff training and development needs and implement necessary actions
\nManage team (including recruitment, on boarding, attrition)
\nSet goals and objectives for direct reports, monitor progress, and maintain motivation
\nProvide career development for direct reports (counselling, coaching, identifying key performance areas, career planning and goal setting)
\nSet up appropriate structure to meet departmental management objectives
\nProvide an advisory function on governance and best practices in client experienceRole Dependencies
\nMTN Policies and Procedures
\nCompetenciesKnowledge
\nComplexity and Ambiguity
\nEnsures Ethical Stakeholder management
\nCreates Vision, Purpose & Long term sustainability
\nDisplays courage to take tough decision
\nEmpowering others
\nGlobal thinker
\nEntrepreneurship
\nOrganisational awarenessSkills
\nLeadership
\nPeople management
\nDecision making
\nReporting & presentation
\nData interpretation
\nNegotiation
\nAnalytical
\nManages conflictBehavioral Qualities
\nComplete candour
\nLeadership
\nIntegrity
\nEmotional Maturity
\nInnovation<\/p>\n