Position Description
Position title
International Manager
Department/School
International Office
Faculty/Division
Strategic Engagement
Reports to (Title)
Senior International Manager, International Office
Direct Reports
None
Deputy Vice Chancellor Strategic Engagement; Dean; Faculty Senior
Management Team; all areas of the International Office team; Academic
Heads & academic staff; Student and Academic Services Manager or
Functional
Student Academic Services and Engagement Manager or Student
Relationships
Development and Engagement Manager (depending on Faculty); student
with
support roles (particularly those with International portfolios);Faculty
marketing staff, , Equity office, university central service departments and
services as appropriate.
MAIN PURPOSE OF POSITION
To work closely with the Dean, Associate Deans, the Senior International Manager, the Deputy Director
and the Director International Office to develop and implement strategies to achieve the Faculty’s
internationalisation goals, including international student recruitment targets. The International
Manager will work to build key relationships with Agents and partner institutions, identify business
opportunities, negotiate and close articulation agreements and other institutional arrangements and
maintain extensive knowledge of current market conditions and trends.
KEY ACCOUNTABILITIES
RESULTS/STANDARDS EXPECTED

Strategy, Planning & Decision Making
• Use extensive knowledge of the market to
contribute to the establishment of annual and
long term international student recruitment
targets for the Faculty and University.
• Alert the Dean and other International Office
and Faculty senior managers to strategic
opportunities that would support achievement
of international student recruitment targets
including new programme opportunities,
articulation and other partnering opportunities.
• Champion the international marketing and
recruitment challenge within the Faculty by
presenting to colleagues, engaging in dialogue
and by regular reporting of progress,
opportunities and achievements.
• Contribute to the development of the strategic
and annual operational plans for the
International Office.
• Be responsible for the implementation of the
approved faculty marketing and recruitment
plan.
• Develop and manage relevant international
agreements with sponsors relating to the
placement of students at the University.
Operational Activities
Business Development
• Prospect for potential new students by attending
recruitment fairs and other events; briefing the
Communications and Marketing team to develop
effective marketing campaigns and web and print
collateral; growing, maintaining, and leveraging
the Faculty’s and University’s existing networks of
agents and institutional partners.

• Identify potential institutional partners, and the
decision makers within the institution.
• Research and build relationships with new
institutional partners; plan approaches and pitches;
work with senior academic leaders to develop
proposals that address the needs, concerns, and
objectives of institutional partners ;participate in
pricing the solution/service as required; handle
objections by working through differences to a
positive conclusion.
• Present new products and services and enhance
existing relationships with agents and institutional
partners.
• Arrange and participate in internal and external
client debriefs.
• Offshore and domestic travel is required.
Some evening and weekend work is required.
• Additional duties as required
Student Conversion and Retention
• Work closely with the Student and Academic
Services Manager, Applications and Admissions
Office and the Deputy Director International
Office) to ensure that Faculty and University
targets are understood and initiatives and
objectives to recruit International Students are
communicated within the Student and Academic
Services and Student Development and
Engagement function.
• Contribute expert knowledge and advice to
influence international admissions policy to
support the achievement of University
international recruitment targets in key markets.
• Work with the International Marketing Manager,
Applications and Admissions, and the Contact
Centre to maximize and monitor the conversion of
international applications to enrolment of
undergraduate, postgraduate and study abroad
students against set targets.
Relationship Management
• Demonstrate a high level of interpersonal skills
through relationship management, advocacy and
negotiation either internally or with outside
organisations or key stakeholders
• Manage group dynamics, providing effective
leadership and direction.
• Develop and maintain strong collegial relationships
between International Office, faculty and other
service divisions to ensure plans and strategies are
aligned.
• Work with International Office leadership to
manage relationships with key external
stakeholders; including government organisations,
recruitment agents, foundation providers and
regional sponsorship bodies.
• Represent the University at national and
international events, as requested

Continuous Improvement
• Work collaboratively toward operational and
strategic continuous improvement initiatives at a
university level and throughout the faculty.
• Undertake projects as agreed with the International
Director, Dean, Associate Deans and/or identify
projects that will advance the development of
department activities within the faculty.
Qualifications
Essential: Bachelor’s degree of relevant
tertiary qualification or equivalent experience
Preferred: Postgraduate qualification
Experience
Essential: Experience in the tertiary education sector,
marketing and recruitment fields, ability to analyse
and synthesize data to identify evidence-based
strategies
Preferred: Proven business development experience
and relationship management experience in
international education Involvement and experience
with international student recruitment, functional
proficiency in a foreign language spoken in one or
more key source markets.
Technical Skills and Knowledge
Essential: Organisational skil s; excel ent computing
skil s including Microsoft Office; exceptional
organisational skil s and time management
Preferred: Advanced Microsoft user and experienced
with CRM systems
Attributes and Skills
Essential: Good oral and written communication skil s;
presentation skil s; cultural awareness and appreciation
of overseas cultures; demonstrated ability to work as part
of a team; ability to relate to staff at al levels; maturity
and professionalism
Preferred:
Functional proficiency in a foreign language spoken in one
or more key source markets
Leadership Capabilities
Essential: Refer to the Leadership Framework Table One
or Table Two (at the back of this document) depending on
the role.
The five leadership dimensions and associated capabilities (5D Leadership) reflect and encourage a culture
of distributed leadership for all staff. The Leadership Framework is an important part of how we attract,
select, develop and enable staff achievement.
For the annual Professional Staff performance and development planning and review process (EVOLVE),
you and your manager will choose the appropriate capabilities as outlined in the EVOLVE process.
DELEGATED AUTHORITY
Human Resources
No formal responsibility for staff.
HEALTH AND SAFETY

Staff must have a personal commitment to safe work practices and beliefs:
• Shares the responsibility to maintain a safe and healthy workplace in order to prevent harm to
themselves and to others.
• Complies and carries out work-related activities in accordance with health and safety procedures and
guidelines.
• Wears appropriate protective clothing and equipment as required for activities.
• Immediately reports all hazards, accidents and incidents to supervisor / line manager and via the
University reporting system.
• Familiarises themselves and follows emergency procedures and provides appropriate assistance to
others.
• Raises awareness of health and safety issues among staff members.
FINANCIAL RESPONSIBILITY
Budget Expenditure
•
No authority to commit to expenditure.
Purchase Orders
•
No authority to approve or issue purchase orders.
Purchase Card (P-Card)
•
No authority to use a Purchase Card (P-Card)
Correspondence
•
Authority to sign external correspondence

TABLE ONE: 5D LEADERSHIP CAPABILITIES
These capabilities are for Professional Staff (except Senior Leaders) and
Academic Staff: Lecturer, Research Fellow, Senior Research Fel ow, Professional Teaching Fel ow and Senior Tutor
Dimension
Capabilities
Personal Attributes: Displays integrity, professionalism, adaptability and
courage, accurately perceiving and interpreting own and others’ emotions and
Exhibiting Personal
behaviours in the context of the situation to effectively manage own responses,
Leadership
reactions and relationships.
Rangatiratanga
Role modelling leadership
Interpersonal Effectiveness: Communicates with clarity, using constructive
behaviours to engage others and
support the University’s values and
interpersonal behaviours and interactions to influence others, resolves conflict and
aspirations.
inspires cooperation and achievement.
University Awareness: Displays an understanding of the international and
commercial context in which the University operates and how the University works
to successfully achieve results.
Planning & Organising: Establishes courses of action for self/and others to
ensure that work is completed efficiently, while building/contributing to a successful
Setting Direction
work/project/research team.
Mana Tohu
Establishing and committing to
Stakeholder Service: Ensures that the service provided to stakeholders is a
plans and activities that will deliver
driving force behind decisions and activities; crafts and/or implements service
the University’s strategy.
practices that meet the needs of stakeholders (including students and staff) and
the University, including a safe and healthy environment.
Relationship Building: Establishes and maintains effective working relationships
with stakeholders inside and outside the University, using an appropriate
interpersonal style to advance the University’s objectives.
Innovating and Engaging
Whakamatāra
Facilitating Change & Innovation: Facilitates and supports University changes
Identifying, creating and
needed to adapt to changing external/market demands, technology, and internal
responding to relationships and
initiatives; initiates new approaches to improve results by transforming
opportunities to improve and
University/community culture, systems, or programmes/services.
progress the University.
Scholarship / Professional Development: Engages in discovering, integrating,
applying and disseminating the knowledge and professional skil s necessary to be
successful in current and future roles; promotes col egiality and actively pursues
development experiences to improve personal impact and that of the University.
Valuing Equity: Works effectively to support the University’s commitment to
Māori, Te Tiriti o Waitangi and equity, and values the capabilities and insights of
individuals (both inside & outside the organisation) with diverse backgrounds,
styles, abilities, and motivation.
Enabling People
Hāpai
Coaching and Developing Others: Provides feedback, instruction, and
development guidance to help others (individuals and teams) excel in their current
Developing self, others and teams
so they can realise the University's
or future responsibilities; plans and supports the development of individual/team
strategy and values.
skil s and abilities.
OR
Leading Teams: Uses appropriate methods and interpersonal styles to develop,
coach, motivate, and guide the work/project/research team to attain successful
outcomes and objectives.
Decision Making: Identifies and understands issues, problems, and opportunities;
compares data from different sources to draw conclusions and uses effective
approaches for choosing a course of action or developing appropriate solutions;
Achieving Results
takes action that is consistent with available facts, constraints, and probable
Whai hua
consequences.
Accepting accountability for making
decisions and taking action to
Delivering Results: Sets high objectives for personal/group accomplishment; uses
deliver the University's strategy
measurement methods to monitor progress toward goals; tenaciously works to
and deliver excellent results.
meet or exceed goals managing resources responsibly; seeks continuous
improvements.

TABLE TWO: 5D LEADERSHIP CAPABILITIES
These capabilities are for Professional Staff Senior Leaders and
Academic Staff: Associate Professor, Professor and Academic Heads
Dimension
Capabilities
Personal Attributes: Displays integrity, professionalism, adaptability and
courage, accurately perceiving and interpreting own and others’ emotions and
Exhibiting Personal
behaviours in the context of the situation to effectively manage own responses,
Leadership
reactions and relationships.
Rangatiratanga
Role modelling leadership
Interpersonal Effectiveness: Communicates with clarity, using constructive
behaviours to engage others and
support the University’s values and
interpersonal behaviours and interactions to influence others, resolves conflict and
aspirations.
inspires cooperation and achievement.
Global & Commercial Acumen: Demonstrates an understanding of the
competitive global environment and key market drivers, as wel as an awareness of
economic, social and political trends that impact the University’s strategy, and uses
this understanding to create and seize opportunities, expand into new markets and
deliver programmes, teaching and learning, research and service.
Establishing Strategic Direction: Establishes and commits to a strategic
Setting Direction
direction for the Faculty/Service and University based on an analysis of information,
Mana Tohu
internal/external drivers, consideration of resources, and organisational values to
Establishing and committing to
clearly communicate a compel ing view of the future.
plans and activities that will deliver
the University’s strategy.
Stakeholder Service: Ensures that the service provided to stakeholders is a
driving force behind decisions and activities; crafts and/or implements service
practices that meet the needs of stakeholders (including students and staff) and
the University, including a safe and healthy environment.
Building Strategic Partnerships: Identifies opportunities and takes action to
build strategic relationships with stakeholders inside and outside the University to
help achieve strategic aspirations and objectives.
Innovating and Engaging
Whakamatāra
Facilitating Change & Innovation: Facilitates and supports University changes
Identifying, creating and
needed to adapt to changing external/market demands, technology, and internal
responding to relationships and
initiatives; initiates new approaches to improve results by transforming
opportunities to improve and
University/community culture, systems, or programmes/services.
progress the University.
Scholarship / Professional Development: Engages in discovering, integrating,
applying and disseminating the knowledge and professional skil s necessary to be
successful in current and future roles; promotes col egiality and actively pursues
development experiences to improve personal impact and that of the University.
Championing Equity: Leads strategic decision making and implementation for Te
Tiriti o Waitangi and equity objectives, and values the capabilities and insights of
Enabling People
those with diverse backgrounds, styles, abilities, and motivation.
Hāpai
Developing self, others and teams
Building Talent and Engagement: Establishes systems and processes to attract,
so they can realise the University's
select, develop, engage, and retain talented individuals; creates a work
strategy and values.
environment where people can realise their full potential, thus al owing the
University to meet current and future chal enges; coaches and develops others to
excel in their current or future position; drives a culture of col aboration and
engagement.
Decision Making: Identifies and understands issues, problems, and opportunities;
compares data from different sources to draw conclusions and uses effective
approaches for choosing a course of action or developing appropriate solutions;
Achieving Results
takes action that is consistent with available facts, constraints, and probable
Whai hua
consequences.
Accepting accountability for making
decisions and taking action to
Implementing Strategy: Translates strategic priorities into operational reality and
deliver the University's strategy
drives high standards for own and others’ accomplishment; creates alignment to
and deliver excellent results.
ensure activities produce measurable and sustainable results; tenaciously works to
meet or exceed chal enging objectives; maintains fiscal responsibilities and seeks
continuous improvement for al levels.

Document Outline