The Operations Manager is responsible for ensuring and improving the performance, productivity, efficiency of departmental and organizational operations through the provision of effective methods and strategies. The OM is responsible for managing change, continuous improvement and operational effectiveness.
Support the implementation of the short and long-term Business Unit (BU) strategy in conjunction with overseas counterparts.
Formulate BU wise policies and procedures that would maximize output.
Partner with leadership to lead change by managing strategic initiatives to meet business needs.
Operations Management/Operational Effectiveness:
Drive initiatives in the management team and organizationally that contribute to long-term operational excellence.
Manage stakeholder relationships.
Lead work transition projects for the BU.
Lead process enhancement/continuous improvement projects by leading gap analysis, developing to-be processes, identifying training needs and ensuring training materials are created.
Maintain effective governance, control systems and compliance requirements of the company.
Oversee metrics in order to meet strategic objectives and monitor and evaluate performance of the team in line with the Service Level Agreements.
Continuously review and establish a robust performance measurement structure.
People Management/ Development:
Assist with interviewing and selection of team members and serve as a role model and mentor your team and others.
Responsible for developing Team Leaders and Operations Managers through coaching and team building while serving as an escalation point for the Operations issues and complaints.
Work with HR to develop & implement a Talent Management strategy for the BU.
Conduct periodic and annual performance reviews for all direct reports.
Required Qualifications, Skills, Knowledge, Experience:
Minimum bachelors degree preferred
Languages: English is essential
Excellent communication skills both verbal and written
Excellent computer skills and proficient in excel, word, outlook, and access
6 plus years experience in the financial services industry, with at least 2 of these in Operations Management.
Knowledge and experience in organizational effectiveness and operations management, implementing best practices.
Proven ability in delivering excellent levels of client and key stake holder service.
Preferably experienced in conducting transitions/ knowledge transfer activities.
Ability to establish robust performance measurement structure.
Highly developed critical thinking and analytical skills
Demonstrated leadership and vision in managing staff groups and major projects or initiatives.
Excellent interpersonal skills and a collaborative management style.
Technical Learning :
Picks up on technical things quickly; can learn new skills and knowledge; is good at learning new industry, company, product, or technical knowledge-like Internet technology; does well in technical courses and seminars.
Decision quality :
Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgment; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions.
Problem Solving :
Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn t stop at the first answers.
Dealing with ambiguity :
Can effectively cope with change; can shift gears comfortably; can decide and act without having the total picture; isn t upset when things are up in the air; doesn t have to finish things before moving on; can comfortably handle risk and uncertainty.
Timely decision making :
Makes decisions in a timely manner, sometimes with incomplete information and under tight deadlines and pressure; able to make a quick decision.
Can marshal resources (people, funding, material, support) to get things done; can orchestrate multiple activities at once to accomplish a goal; uses resources effectively and efficiently; arranges information and files in a useful manner.
Clearly and comfortably delegates both routine and important tasks and decisions; broadly shares both responsibility and accountability; tends to trust people to perform; lets direct reports and others finish their own work.
Developing direct reports and others :
Provides challenging and stretching tasks and assignments; holds frequent development discussions; is aware of each person s frequent development discussions; is aware of each person s career goals; constructs compelling development plans and executes them; pushes people to accept developmental moves; will take on those who need help and further development; cooperates with the developmental system in the organization; is a people builder.
Managing and measuring work :
Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into work.
Process management :
Good at figuring out the processes necessary to get things done; knows how to organize people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can t; can simplify complex processes; gets more out of fewer resources.
Command skills :
Relishes leading; takes unpopular stands if necessary; encourages direct and tough debate but isn t afraid to end it and move on; is looked to for direction in a crisis; faces adversity head on; energized by tough challenges.
Conflict management :
Steps up to conflicts, seeing them as opportunities; reads situations quickly; good at focused listening; can hammer out tough agreements and settle disputes equitably; can find common ground and get cooperation with minimum noise.
Managerial courage :
Doesn t hold back anything that needs to be said; provides current, direct, complete, and "actionable" positive and corrective feedback to others; lets people know where they stand; faces up to people problems on any person or situation (not including direct reports) quickly and directly; is not afraid to take negative action when necessary.
Hiring and staffing :
Has a nose for talent; hires the best people available from inside or outside; is not afraid of selecting strong people; assembles talented staffs.
Energy and Drive:
Action oriented :
Enjoys working hard; is action oriented and full of energy for the things he/she sees as challenging; not fearful of acting with a minimum of planning; seizes more opportunities than others.
Pursues everything with energy, drive, and a need to finish; seldom gives up before finishing, especially in the face of resistance or setbacks.
Organizational agility :
Knowledgeable about how organizations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices, and procedures; understands the cultures of organisations.
Comfort around higher management :
Can deal comfortably with more senior managers; can present to more senior managers without undue tension and nervousness; understands how senior managers think and work; can determine the best way to get things done with them by talking their language and responding to their needs; can craft approaches likely to be seen as appropriate and positive.
Personal and Interpersonal Skills:
Is easy to approach and talk to; spends the extra effort to put others at ease; can be warm, pleasant; and gracious; is sensitive to and patient with the interpersonal anxieties of others; builds rapport well; is a good listener; is an early knower, getting informal and incomplete information in time to do something about it.
Genuinely cares about people; is concerned about their work and non-work problems; is available and ready to help; is sympathetic to the plight of others not as fortunate; demonstrates real empathy with the joys and pains of others.
Customer focus :
Is dedicated to meeting the expectations and requirements of internal and external customers; gets first-hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect.
Fairness to direct reports:
Treats direct reports equitably; acts fairly; has candid discussions; doesn t have hidden agenda; doesn t give preferential treatment.
Motivating others :
Creates a climate in which people want to do their best; can motivate many kinds of direct reports and team or project members; can assess each person s hot button and use it to get the best out of him/her; pushes tasks and decisions down; empowers others; invites input from each person and shares ownership and visibility; makes each individual feel his/her work is important; is someone people like working for and with.
Can negotiate skilfully in tough situations with both internal and external groups; can settle differences with minimum noise; can win concessions without damaging relationships; can be both direct and forceful as well as diplomatic; gains trust quickly of other parties to the negotiations; has a good sense of timing.
Building effective teams :
Blends people into teams when needed; creates strong morale and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms of the whole team; creates a feeling of belonging in the team.
Integrity and trust :
Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn t misrepresent him/herself for personal gain.
Is cool under pressure; does not become defensive or irritated when time are tough; is considered mature; can be counted on to hold things together during tough times; can handle stress; is not knocked off balance by the unexpected; doesn t show frustration when resisted or blocked; is a settling influence in a crisis.
Is personally committed to and actively works to continuously improve him/herself; understands that different situations and levels may call for different skills and approaches; works to deploy strengths; works on compensating for weakness and limits.