1. ROLE DESCRIPTION
HR ADVISOR
1
Cluster
Department of Trade & Industry – Cultural Institutions – Museum
of Applied Arts & Sciences
Department/Team/Unit Corporate Resources / Human Resources
Location All MAAS Sites
Classification/Grade/Band Clerk 7/8
Kind of Employment Ongoing
ANZSCO Code 132311
Role Number 50036568
PCAT Code 3224992
Date of Approval October 2014
Agency Website www.phm.gov.au
Agency Overview
A catalyst for creative expression and curious minds
The Museum of Applied Arts and Science (MAAS) is Australia’s contemporary museum for excellence and
innovation in applied arts and sciences.
The Museum is uniquely placed to use its collections, disciplines and ideas to demonstrate how applied arts
and sciences impact Australia and the world.
MAAS comprises the Powerhouse Museum, Sydney Observatory and the Powerhouse Discovery Centre
(collection stores at Castle Hill).
The Museum is the custodian of significant collections and iconic buildings and provides a compelling
program of exhibitions, events and research to engage audiences and build reputation.
The Museum achieves its goals through four strategic ambitions: Curiosity, Creativity, Collaboration, and
Sustainability. These ambitions are interdependent, fostering a whole-of-organisation approach.
Organisational Context of Position
The HR Advisor reports to the Head of HR, and is part of the HR team. This team is located in the
Corporate Resources Department which incorporates the teams of Finance, Facilities & Asset
Management, and Projects, Policy & Governance.
The HR Team is responsible for delivering a wide range of services including workforce planning,
recruitment & selection, workplace relations, volunteer coordination, change management, coaching and
performance management, learning & development, and Workplace Health & Safety.

2. 2
Primary purpose of the role
To provide support in all operational areas of HR to the management and employees of the Museum,
delivering value-adding services and initiatives to the business including recruitment and retention,
workforce planning, on-boarding, provision of employee relations advice, employee engagement,
performance management, and off-boarding.
Key accountabilities
 Support the Head of HR to help develop and design initiatives and strategies to drive culture,
behaviours and performance which have a tangible end result on productivity and efficiency.
 Manage the end to end recruitment process from working with managers on specific needs, devising
recruitment methodologies, posing adverts, phone screening, creating shortlists, scheduling interviewing
and drawing up letters of offer ensuring that documentation is accurate and compliant.
 Provide advice and information to line managers and staff in relation to workforce planning and
recruitment matters.
 Partner with managers to build a sound understanding of their teams and be able to anticipate and
respond to people and performance challenges and emerging business issues. Attend scheduled and
ad hoc meetings during business hours.
 Provide accurate advice to managers regarding sensitive or contentious people management issues
including the development and implementation of responses, working closely with relevant functional
specialists (e.g. L&D, WH&S).
 Create and maintain effective stakeholder relationships by always providing accurate, appropriate
advice and highlighting risks involved with any course of action.
 Guide management in the understanding and application of HR policies, good people management
practices and compliance with NSW Public Sector frameworks.
 Share information and work collaboratively with the HR team to ensure the delivery of consistent and
integrated service to the Museum.
 Prepare detailed reports on HR metrics including workforce planning, attrition, productivity as well as ad
hoc reports, correspondence and other documentation as required.
 Ensure the organisational charts are updated as structural changes occur and headcount changes.
 Participate in other programs and projects as required.
 Work in an interdisciplinary manner across project teams and Museum initiatives
 Adhere to all obligations, responsibilities and legislative requirements under current Work Health &
Safety (WHS) Acts and Regulations, ensuring all areas under supervision are monitored for WH&S risks
and hazards and are reviewed regularly
Key challenges
 Respond promptly and accurately to internal and external enquiries which require an up to date and in-
depth knowledge and understanding of HR policies, practices and issues both within the Museum and
across the NSW Public Sector.
 Keep up to date with relevant legislation, Awards, policies and NSW public sector employment matters.
 Manage competing priorities.
 Gather and analyse statistical data for the annual report, the NSW Public Sector workforce profile and
the EEO annual report which requires providing accurate and timely statistical data.

3. 3
 Work collaboratively with Museum staff who are physically distributed across sites
 Develop and maintain stakeholders and relationships to align to MAAS strategies and business needs.
Key relationships
Who Why
Internal
Executive Provide timely and accurate advice as required
Senior Management Provide timely and accurate advice as required.
Corporate Resources Liaise and work collaboratively to ensure a high quality service
delivery to the Museum
External
Director Industrial Relations
NSW Trade & Investment
Obtain advice in relation to IR and workplace relations issues
Public Service Commission Assistance and guidance with systems, processes and policy.
HR Peers in the Cultural Sector Networking; sharing ideas and best practice principles.
Auditors Provide information as requested.
Role dimensions
Decision making
Accountable for delivering performance objectives, deferring to Head of HR for key decision making
activities.
Reporting line
Head of HR
Direct reports
Nil
Budget/Expenditure
Nil.
Essential requirements
1. Tertiary qualification in Human Resource Management.
2. Experience in the provision of strategic HR advice and people management initiatives in at least 3 of
the following areas, preferably in a NSW Public Sector environment:
 People management practice improvement
 Employee relations
 Recruitment, Selection & Retention
 Performance management policy and practice
2. HR expertise: A sound understanding of HR policies and practices, preferably in the NSW Public
Sector environment. Experience at managing the recruitment and selection process from end to end.
3. Communication and relationships: Exceptional client focus, consulting and influencing skills;
capacity for building and sustaining high quality relationships with colleagues and clients; positive

4. 4
contributor to team dynamics and values; expert communicator, both written and verbal. Ability to
manage work-related issues with empathy, sensitivity and confidentiality.
4. Analytical and conceptual skills: Demonstrated strong capacity to analyse HR issues and develop
effective solutions, escalating when required.
5. Ethical and effective delivery: Proven ability in managing deadlines and deliverables in an
environment of change and complexity; demonstrated integrity, resilience, confidence and a
professional approach to complex interpersonal and organisational issues.
Capabilities for the role
The NSW Public Sector Capability Framework applies to all NSW public sector employees. The Capability
Framework is available at www.psc.nsw.gov.au/capabilityframework
Capability summary
The capabilities in bold are the focus capabilities for this role. Refer to the next section for further
information about the focus capabilities.
NSW Public Sector Capability Framework
Capability Group Capability Name Level
Display Resilience and Courage Adept
Act with Integrity Adept
Manage Self Adept
Value Diversity Intermediate
Communicate Effectively Adept
Commit to Customer Service Adept
Work Collaboratively Adept
Influence and Negotiate Intermediate
Deliver Results Adept
Plan and Prioritise Intermediate
Think and Solve Problems Adept
Demonstrate Accountability Adept
Finance Foundational
Technology Adept
Procurement and Contract Management Foundational
Project Management Foundational
Manage and Develop People Adept
Inspire Direction and Purpose Adept
Optimise Business Outcomes Foundational
Manage Reform and Change Adept

5. 5
Focus capabilities
The focus capabilities for the role are the capabilities in which occupants must demonstrate immediate
competence. The behavioural indicators provide examples of the types of behaviours that would be
expected at that level and should be reviewed in conjunction with the role’s key accountabilities.
NSW Public Sector Capability Framework
Group and Capability Level Behavioural Indicators
Personal Attributes
Act with Integrity
Adept  Represent the organisation in an honest, ethical and
professional way and encourage others to do so
 Demonstrate professionalism to support a culture of integrity
within the team/unit
 Set an example for others to follow and identify and explain
ethical issues
 Ensure that others understand the legislation and policy
framework within which they operate
 Act to prevent and report misconduct, illegal and
inappropriate behaviour
Personal Attributes
Manage Self
Adept  Look for and take advantage of opportunities to learn new
skills and develop strengths
 Show commitment to achieving challenging goals
 Examine and reflect on own performance
 Seek and respond positively to constructive feedback and
guidance
 Demonstrate a high level of personal motivation
Relationships
Communicate
Effectively
Adept  Tailor communication to the audience
 Clearly explain complex concepts and arguments to
individuals and groups
 Monitor own and others’ non-verbal cues and adapt where
necessary
 Create opportunities for others to be heard
 Actively listen to others and clarify own understanding
 Write fluently in a range of styles and formats
Relationships
Influence and
Negotiate
Intermediate  Utilise facts, knowledge and experience to support
recommendations
 Work towards positive and mutually satisfactory outcomes
 Identify and resolve issues in discussion with other staff and
stakeholders
 Identify others’ concerns and expectations
 Respond constructively to conflict and disagreements
 Keep discussion focused on the key issues
Results
Deliver Results
Adept  Take responsibility for delivering on intended outcomes
 Make sure team/unit staff understand expected goals and
acknowledge success
 Identify resource needs and ensure goals are achieved within
budget and deadlines
 Identify changed priorities and ensure allocation of resources
meets new business needs
 Ensure financial implications of changed priorities are explicit

6. 6
NSW Public Sector Capability Framework
Group and Capability Level Behavioural Indicators
and budgeted for
 Use own expertise and seek others' expertise to achieve
work outcomes
Results
Think and Solve
Problems
Adept  Research and analyse information, identify interrelationships
and make recommendations based on relevant evidence
 Anticipate, identify and address issues and potential problems
and select the most effective solutions from a range of
options
 Participate in and contribute to team/unit initiatives to resolve
common issues or barriers to effectiveness
 Identify and share business process improvements to
Business Enablers
Technology
Adept  Demonstrate a sound understanding of technology relevant
to the work unit, and identify and select the most appropriate
technology for assigned tasks
 Identify opportunities to use a broad range of
communications technologies to deliver effective messages
 Understand, act on and monitor compliance with information
and communications security and use policies
 Identify ways to leverage the value of technology to achieve
team/unit outcomes, using the existing technology of the
business
 Support compliance with the records, information and
knowledge management requirements of the organisation
People Management
Manage and Develop
People
Adept  Define and clearly communicate roles and responsibilities to
achieve team/unit outcome
 Negotiate clear performance standards and monitor progress
 Develop team/unit plans that take into account team
capability, strengths and opportunities for development
 Provide regular constructive feedback to build on strengths
and achieve results
 Address and resolve team and individual performance issues,
including unsatisfactory performance in a timely and effective
way
 Monitor and report on performance of team in line with
established performance development frameworks
People Management
Manage Reform and
Change
Adept  Actively promote change processes to staff and participate in
the communication of change initiatives across the
organisation
 Provide guidance, coaching and direction to others managing
uncertainty and change
 Engage staff in change processes and provide clear
guidance, coaching and support
 Identify cultural barriers to change and implement strategies
to address these