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POSITION OVERVIEW

Under the guidance of the IT Project Manager, the Business Systems Analyst conducts in-depth business process analyses, needs assessments, and preliminary cost / benefits analyses by meeting with functional leads and subject matter experts. The Business Systems Analyst is responsible for documenting current processes, providing guidance on process improvement, and translating business needs into work items for the software development team. The goal of the Business Systems Analyst is to assist in aligning software solutions with business initiatives in an effort to transform manual business processes to automated processes, reducing redundancies and inefficiencies.

ESSENTIAL DUTIES & ACCOUNTABILITIES

• Perform system administration and maintenance including configurations and security management.
• Gather and analyze business requirements from stakeholders
• Translate business needs into functional and technical specifications
• Identify inefficiencies and recommend process improvements
• Design and document solutions in collaboration with IT teams
• Support system testing, including user acceptance testing (UAT)
• Act as a liaison between business and IT
• Assist in project planning, tracking progress, and reporting
• Develop and deliver user training and support materials
• Analyze data to support business decision-making
• Ensure compliance with regulations and internal policies
• Manage risks related to system changes and data integrity
• Develop reports and dashboards to provide business insights
• Provide post-implementation support and troubleshoot issues

QUALIFICATION REQUIREMENTS

ORGANIZATIONAL CORE COMPETENCIES

1) Safety - Taking responsibility to put the tools and processes in place that will ensure your own safety and the safety of those around you. The key components of Safety are : System (SMS), Risk Management, Safety Assurance, Personal Responsibility, Discipline, Compliance (Integrity), and Capacity for Collective Action.

2) Quality - Meeting the customers' needs and conditions for success over the long term and to the greatest extent possible. The key components of Quality are : Leadership Position, Technology, Technical Proficiency, Measurement and Accountability, and Innovation.

3) Efficiency - Ability to maximize the benefits and profits, while minimizing effort and expenditure. The key components of Efficiency are : Process Efficiency, Organizational Efficiency, Resource Allocation & Maximization, Measurement and Accountability, and Organizational Transparency

4) Customer Service - Anticipates and meets the needs of both internal and external customers. Delivers high-quality products and services; is committed to continuous improvement. The key components of Customer Service are : Communication, Consistency, Accessibility, Reliability, and Maintaining an Honest, Respectful and Professional Relationship.

BEHAVORIAL COMPETENCIES

1) Drive & Energy - Effective performers have a high level of energy and the motivation to sustain it over time. They are ambitious and passionate about their role in the organization. They have the stamina and endurance to handle the substantial workload present in today's organization. They are motivated to maintain a fast pace and continue to produce even in exhausting circumstances.

2) Functional / Technical Expertise - Effective performers are knowledgeable and skilled in a functional specialty (e.g., finance, marketing, operations, information technologies, human resources, etc.). They add organizational value through unique expertise in a functional specialty area. They remain current in their area of expertise and serve as a resource in that area for the organization.

3) High Standards - Effective performers establish and model standards that guarantee exceptional quality and necessary attention to detail. They continually seek to improve processes and products, and they hold staff accountable for quality. They find best practices, share them, and then improve upon them.

4) Initiative - Effective performers are proactive and take action without being prompted. They don't wait to be told what to do or when to do it. They see a need, take responsibility and act on it. They make things happen.

5) Integrity - Effective performers think and act ethically and honestly. They apply ethical standards of behavior to daily work activities. They take responsibility for their actions and foster a work environment where integrity is rewarded.

6) Conflict Management - Effective performers recognize that conflict can be a valuable part of the decision-making process. They are comfortable with healthy conflict and they support and manage differences of opinion. They thwart destructive competition or friction and use consensus to debate and resolve issues.

7) Mission Focus - Effective performers understand and support the organization's mission - its core purpose for being. They believe in the mission, value it, and are committed to it. They communicate it to staff, stand behind it, and interpret its applications for others. They frequently refer to the mission and incorporate it into daily activities.

8) Positive Impact - Effective performers make positive impressions on those around them. They are personable, self-confident, and generally likable. They are optimistic and enthusiastic about what they do, and their excitement is contagious. They energize those around them.

9) Problem Solving & Decision Making - Effective performers are able to identify problems, solve them, act decisively, and show good judgement. They isolate causes from symptoms, and compile information and alternatives to illuminate problems or issues. They involve others as appropriate and gather information from a variety of sources. They find a balance between studying the problem and solving it. They readily commit to action and make decisions that reflect sound judgement.

10) Team Player - Effective performers are team oriented. They identify with the larger organizational team and their role within it. They share resources, respond to requests from other parts of the organization, and support larger legitimate organizational agendas as more important than local or personal goals.

11) Customer Orientation - Effective performers stay close to customers and consumers. They view the organization through the eyes of the customer and go out of their way to anticipate and meet customer needs. They continually seek information and understand market trends.

12) Leader Identification - Effective performers identify with the role of leader and enjoy positions of responsibility and the exercise of authority. They understand that management is a distinct vocation and choose to be in a leadership position.

13) Talent Management - Effective performers keep a continual eye on the talent pool, monitoring skills and needs of all team members. They expand the skills of staff through training, coaching, and development activities related to current and future jobs. They evaluate and articulate present performance and future potential to create opportunities for better use of staff abilities. They identify developmental needs and assist individuals in developing plans to improve themselves. They stay proficient in appropriate talent management processes, including best practices for prospecting, recruiting, selection, orientation, and succession management.

14) Team Management - Effective performers create and maintain functional work units. They understand the human dynamics of team formation and maintenance. They formulate team roles and actively recruit and select to build effective workgroups. They develop and communicate clear team goals and roles, and they provide a level of guidance and management appropriate to the circumstances. They reward team behavior and foster a team atmosphere in the workplace.

15) Organizing & Planning - Effective performers have strong organizing and planning skills that allow them to be highly productive and efficient. They manage their time wisely and effectively prioritize multiple competing tasks. They plan, organize, and actively manage meetings for maximum productivity.

16) Results Orientation - Effective performers maintain appropriate focus on outcomes and accomplishments. They are motivated by achievement and persist until the goal is reached. They convey a sense of urgency to make things happen. They respect the need to balance short- and long-term goals. They are driven by a need for closure.

DISCLAIMER

The above Statements are intended to describe the general nature and level of work being performed by people assigned to this classification. They are not intended to be construed, as an exhaustive list of all responsibilities, duties, and skills required of personnel so classified.

POSITION OVERVIEW

Under the guidance of the IT Project Manager, the Business Systems Analyst conducts in-depth business process analyses, needs assessments, and preliminary cost / benefits analyses by meeting with functional leads and subject matter experts. The Business Systems Analyst is responsible for documenting current processes, providing guidance on process improvement, and translating business needs into work items for the software development team. The goal of the Business Systems Analyst is to assist in aligning software solutions with business initiatives in an effort to transform manual business processes to automated processes, reducing redundancies and inefficiencies.

DISCLAIMER

The above Statements are intended to describe the general nature and level of work being performed by people assigned to this classification. They are not intended to be construed, as an exhaustive list of all responsibilities, duties, and skills required of personnel so classified.

PHI Aviation, LLC provides equal employment opportunities to all employees and applicants for employment and prohibits discrimination and harassment of any type without regard to race, color, religion, age, sex, national origin, disability status, genetics, protected veteran status, sexual orientation, gender identity or expression, or any other characteristic protected by federal, state or local laws