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Non Executive Director Hospital Job Description
Non-Executive Directors have an important contribution to make to the effective running of the Organisation. The purpose of the role is to help develop strategy, to provide effective oversight of the agreed plan and scrutinise performance. In carrying out that role it is important that Non-Executive Directors promote the highest standards of corporate governance. A Non-Executive Director should have the independence and the skills to offer constructive challenge and thorough scrutiny. They will also have a key role in providing leadership inside the Organisation and be an external ambassador for the Organisation.
The Board functions as a corporate decision-making body. Non-Executive Directors and Executive Directors are full and equal members.
Their role as members of the Board of Directors is to consider the key strategic and managerial issues facing the Organisation in carrying out its statutory and other functions in accordance with the Constitution.
provide entrepreneurial leadership within a framework of prudent and effective control arrangements which enable risk to be assessed and managed;
set strategic aims, ensure that the necessary financial and human resources are in place to meet objectives, and regularly review management’s performance;
set values and standards and ensure that the Organisation’s obligations to its patients, staff, members and the public are understood and met;
ensure that the Organisation promotes equality and recognises diversity in its dealings with patients, staff and stakeholders;
develop a constructive relationship with the Governing Body;
consult with the Governing Body on the annual plan of the Organisation to ensure that the local and wider health needs of the population served by the Organisation are considered.
In addition, Non-Executive Directors:
constructively challenge and help develop proposals on strategy;
scrutinise the performance of management in meeting agreed goals and objectives and regularly review performance;
satisfy themselves as to the integrity of financial information and that financial controls and other systems of risk management are robust and effective;
determine appropriate levels of remuneration of executive directors and for the appointment of the chief executive and other executive directors, ensuring that the appropriate recruitment process is followed
demonstrate independence in character and judgement and have an enquiring mind;
have an understanding of the wider ORGANISATION and the external environment in which it operates, become well-informed about Colchester Hospital University ORGANISATION Foundation Organisation and develop a strong command of issues relevant to the Organisation;
continually develop and refresh knowledge and skills to ensure that their contribution to the Board remains informed and relevant.
uphold the highest ethical standards of integrity and probity;
The ideal candidate, whilst being a qualified accountant, could come from a wide range of backgrounds but will have the skills and experience that will allow them to make a positive contribution to the Board. Candidates will have gained Board or senior level experience within a comparably complex environment and will be able to engage with a broad cross-section of people in and outside the organisation.
Patient and community focus - a high level of commitment to patients, carers and the community, especially to disadvantaged groups.
Strategic direction – the ability to think and plan ahead, balancing needs and constraints.
Holding to account - the ability to accept accountability and probe and challenge constructively.
Effective influencing and Communication - be able to influence and persuade others.
Team working - be committed to working as a team member.
Self belief and drive - the motivation to improve ORGANISATION performance and confidence to take on challenges.
Intellectual flexibility - the ability to think clearly and creatively.
Skills and Experience:
Qualified accountant with the knowledge and skill to Chair the Audit & Risk Committee.
Experience of ORGANISATION strategic development, capital development projects, procurement or process re-engineering.
Considerable exposure to resolving challenging issues in a comparably complex environment.
Strong external networks.
The determination and communication skills to contribute to the constant dynamic of change within the Organisation, the ORGANISATION and the communities Colchester Hospital University ORGANISATION Foundation Organisation serves.
The ability to use particular skills to add value to the Board and work constructively with clinicians, managers, other professionals and staff, the Governing Body and a wide range of external stakeholders.
The skill to chair a sub-committee of the Board and to chair a consultant appointment panel.
An understanding of public sector values and accountability.
support executives in their leadership of the Organisation while monitoring their conduct;
question intelligently, debate constructively, challenge rigorously and decide dispassionately;
listen sensitively to the views of others;
promote openness and Organisation in relationships with all Board members;
demonstrate high standards of corporate and personal conduct as stated in the Nolan principles of standards of conduct in public life;
act as ambassadors for the Organisation.