DIRECTOR OF EXTERNAL AND CORPORATE RELATIONS
The Role
The University has decided to bring together into a new Directorate the functions of
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Marketing and brand management
Communications – internal and external
Events management
Student recruitment
Domestic and international partnerships
Alumni and development
Business and stakeholder engagement
The intention is to create a fully integrated service that will
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Oversee, support, integrate and manage the University’s external relationships: and
Shape and deliver the internal communications and relationships necessary to
improve the University’s external relations and impact.
The University is therefore seeking to appoint a Director of External and Corporate Relations
to lead this new Directorate. The successful candidate will be expected to establish, lead
and manage the new Directorate, working closely with the University’s Executive and with its
Senior Management Group.
Job Description
Reporting to the Vice-Principal (University Services) and working with senior managers
across the University, the post holder will
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build the University’s brand and reputation locally, nationally and internationally;
provide strong and effective leadership across the functions within the new
Directorate to ensure that there is alignment and complementarity of purpose and
activity between them and effective delivery against strategic and operational targets;
support the delivery of the University’s strategic priorities as set out in its Strategic
Plan 2015-20, particularly in relation to the recruitment of students from other parts of
the UK and from the rest of the world;
as a member of the Senior Management Group and working closely with the
University’s Executive, provide strong corporate leadership for the external and
corporate relations function to ensure that the University’s principles, purpose and
brand identity are promoted across the University and to the wider world.
Ensure effective internal communications, both in support of external and corporate
relations and more broadly to meet the needs of the University and its schools,
services, students and staff.
Person Specification
Essential Selection Criteria
Education/Qualifi
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An appropriate professional qualification at
Desirable Selection
Criteria
cations
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Knowledge and
Experience
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Skills/abilities/
competencies
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post-graduate level or equivalent
A commitment to continuing professional
development
Senior management/strategic-level
experience in more than one of the
functions to be covered by the new
Directorate
Extensive experience of working at a
strategic level with other senior managers
Proven leadership, people management
and team building capacity
Experience of governance through working
directly with Boards and Committees
Strong communication skills
Capacity to lobby and influence at the
highest levels in Government, business and
among other stakeholders
The interpersonal and communication skills
to work collaboratively, foster co-operation
with and influence internal and external
colleagues at all levels
Customer focussed - able to identify,
understand and give priority to meeting the
needs of internal and external customers
Ability to act as a role model of the
University’s values and expected leadership
behaviours
Commercial acumen and an enterprising
approach to work
Budgeting and financial experience
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knowledge of,
interest in and
preferably some
direct experience of
higher education
The essential competencies are set out below,
along with details of the expected levels of
competency.
Competencies
In order to achieve Abertay University’s goals and meet the requirements of the role as
outlined above, the Director will need to demonstrate the following competencies:
Decision Making
Definition: Active contribution to/ leadership of decision making processes within the
team which ensure objectives are achieved and quality standards are maintained.
Expected level: The ability to combine rational analysis and experience to take longlasting and or complex decisions that can be successfully implemented across the
University or by external bodies. Design processes to assist complex and sustainable
decision making and identify possible options previously not considered and implications
that may have wider and longer term impact.
Initiative and Problem Solving
Definition: Showing desire for continuous improvement in individual and team
performance by actively contributing to problem solving and responding positively to
opportunities for development.
Expected level: The ability to co-ordinate the efforts of others, anticipate problems and
turn possible threats into opportunities. Identify ways of maximising opportunities for the
benefit of the University based on analysis, experience and the views of others.
Planning and Organising
Definition: Proactive planning, prioritisation and organisation of work activities and
resources to ensure best value is achieved whilst maintaining service availability and
quality standards.
Expected level: The ability to ensure planning processes are robust and well informed
by gathering intelligence to influence the University’s internal and external operations
involving key stakeholders to gain their commitment to implementation. Carry out
evaluation and provide feedback to support the achievement of the longer term strategy
by using opportunities to create and plan resources to secure the University’s long term
future.
Effective Communication
Definition: The use of appropriate communications media and methods, to convey,
explain or discuss information in a manner that is clear and accurate for the target
audience.
Expected level: The ability to evaluate feedback and adapt their communication style
and make use of appropriate media to influence the views of others while being regarded
as an interesting and a well-informed conveyor of ideas.
Liaison and Networking
Definition: Active participation in, contribution to or leadership of internal/external
networks which build positive relationships and promote collaborative/inter-disciplinary
working.
Expected level: The ability to recognise the need for and set up sustainable networks
to develop institutional best practice and innovation, while developing collaborative
approaches to promote the University, achieve mutual benefit and partnership working.
Teamwork and Motivation
Definition: Working with others in a co-operative and collaborative capacity to motivate
and, where necessary, lead teams to achieve their objectives.
Expected level: The ability to develop team members’ abilities and attain greater levels
of achievement by encouraging joint working. Act as a role model by putting partnership
working into practice and facilitating and encouraging cross team working.