Job Purpose and Key responsibilities
Reporting to the Head of Employee Relations & Culture/Retail Lead the role holder will be responsible for planning and coordinating of human resources programs, policies and activities within the Retail segment which include recruitment and retention; talent management, performance management, employee relations.
Key responsibilities
Develop HR strategy for the Retail segment in line with the overall HR strategy and the Business Strategy;
Design and execution of annual action plans and human resource related budgets in line with company human resource strategy and direction.
Monitor the achievement of the Retail segment action plans against human resource milestones and key performance indicators such as employee satisfaction, productivity and employee retention
Alignment of work structures within the Business, for example, job descriptions, organisation structures, processes and operating systems
Alignment of training and development needs across the segment.
Giving advice and guidance on interpretation and application of HR Policies and Procedures to employees
Lead the business culture change initiatives and benchmark best practice
Develop, train, coach, motivate and evaluate functional staff to achieve highest levels of performance
Implement employee development initiatives and career development activities
Lead the business HR strategic initiatives covering talent management, succession planning, performance management
Work with the BUs to execute recruitment and onboarding process and activities for management and leadership teams
Measure effectiveness of HR initiatives on the Business
Drive and/or coordinate the Retail segments HR agenda on Segment projects. As and when required, work with the Head of Employee Relations on the HR Agenda on Strategic Britam HR group Projects
Preparation and submission of monthly progress and update reports
Recommending human resource policies and procedures.
Key Performance Measures
As described in your Personal Scorecard
Knowledge, experience and qualifications required
Bachelor’s degree in a relevant field
Master’s degree in Human Resource Management or a related field is an added advantage
Postgraduate Diploma in Human Resource Management
At least 7- 10 years working experience; with 3- 4 years’ experience in management.
Key Technical Competencies of the Strategic HR Business Partner
Strategic Partner
Developing the next generation of leaders
Redesigning organizational structure based on strategic objectives
Understanding how HRBPs can support the business
Understanding the talent needs of the business
Adjusting HR strategies to respond to changing business needs
Prioritizing HR needs
Identifying talent issues before they impact the business
Identifying new business strategies
Identifying critical HR metrics Operations Manager
Communicating organizational culture to employees
Assessing employee attitudes
Tracking trends in employee behaviors
Designing HR programs to support organizational culture
Communicating policies and procedures to employees
Keeping the line updated on HR initiatives
Knowing how the business makes money
Challenging and influencing line manager behavior based on trust
Managing culture and making change happen
Customising or implementing HR solutions in creative ways
Having personal credibility and managing relationships across different levels
Understanding the full theory and practice of HR
Persuading line managers of the need for new or existing HR programmes
Holding oneself-accountable for Outcomes
Emergency Responder
Quickly responding to line manager questions
Quickly responding to complaints
Responding to manager needs
Responding to employee needs
Preparing for different situations as an Employee mediator
Responding to organizational changes
Operations Manager
Communicating organizational culture to employees
Assessing employee attitudes
Tracking trends in employee behaviors
Designing HR programs to support organizational culture
Communicating policies and procedures to employees
Keeping the line updated on HR initiatives
Employee mediator
Managing competing personalities in the organization
Managing conflict between employees
Managing conflict between managers
Responding to organizational changes
Resolving political problems in the execution of business plans
Change Leaders Competency Descriptions
Deciding and Initiating Action – Ensures key departmental objectives are met, takes responsibility for decisions, actions, projects and people while focusing on achievement of departmental results; takes initiative and works under own direction; initiates and generates activity; makes quick, clear decisions with limited information available which may include tough choices or considered risks; decisions and actions take into account possible impact on all parts of the business.
Leading and Supervising – Provides the department with a clear direction based on the overall strategic intent of the organisation; Building high expectations about the success of the department; motivates and empowers others with a clear sense of purpose; creates a positive departmental climate that fosters learning and development; acknowledges high potential talent; Recognize the potential of individuals sets and articulates the vision and values through own personal behaviour; Push autonomy and empowerment downwards through the department.
Persuading and Influencing – Gains clear agreement and commitment from others by persuading, convincing and negotiating to the benefit of the department; promotes the organisational strategy during departmental conversations; makes effective use of political processes to influence and persuade others; promotes ideas on behalf of the department and the organisation; makes a strong personal impact on others; takes care to manage the department’s impression and brand on others.
Formulating Strategies and Concepts – Works strategically to realise organisational goals within the department; sets and develops departmental strategies; identifies and develops positive and compelling visions of the department’s future potential; Ensure departmental Balanced Scorecard objectives and KPI’s are met and Exceeded; Ensure Personal Scorecard Objectives are met and exceeded; takes account of a wide range of issues across, and related to, the organisation; Work with direct reports to ensure the cascading of the strategic plan into integrated departmental plans that are meaningful to individuals; encourages others to take a strategic and long-term view in terms of the department’s future; Emphasise the impact and importance of individual contributions to the successful implementation of the organizational strategy in the department; Evaluate my own and others’ performance fairly and objectively; communicates the organisational strategy, vision and objectives effectively across all levels in the department.
Entrepreneurial and Commercial Thinking – Keeps up to date with competitor information and market trends; identifies business opportunities for the department; maintains awareness of developments, changes, Add value to the department by capitalising on new business opportunities; trends and possible risks in the department’s structure and politics; demonstrates financial awareness; Identify ways to increase the Britam competitive advantage, exploiting those that will bring the greatest return within an acceptable level of risk; ensures costs are monitored and controlled and thinks in terms of profit, loss and added value; Ensure that sufficient data about financial and other parameters of departmental performance are available; Interpret departmental information objectively against appropriate benchmarks.
Planning and Organising – Sets clearly defined departmental objectives; plans activities and projects well in advance and takes account of possible changing organisational and market circumstances; identifies and organises resources needed to accomplish projects; manages time effectively; monitors departmental performance against deadlines and milestones.
Relating and Networking – Easily establishes, as well as assists others in building meaningful relationships with customers and staff across all levels of the organisation, inside and outside of the department; relates well to people at all levels; facilitates the resolutions of conflict and manages disagreements with tact and diplomacy.
Creating and Innovating – Promotes departmental improvement within relevant scope of influence; produces and encourages new ideas, approaches, or insights; creates the environment for innovative products or designs; produces a range of solutions to the strategic benefit of the department.
Adhering to Principles and Values – Upholds and encourages ethical behaviour and organisational values; demonstrates integrity; promotes and defends equal opportunities, builds diverse teams; encourages departmental and individual responsibility towards the community and the environment; models the organisational values during every day interactions.
Achieving Personal Work Goals and Objectives- Accepts and tackles demanding departmental and personal goals with enthusiasm; leads by example by working hard and putting in longer hours in order to ensure successful implementation and completion of projects; show self-insight in own development needs.
Adapting and Responding to change – Anticipates and effectively adapts to changing circumstances and ambiguous situations; accepts and actively drives new ideas and change initiatives; adapts interpersonal style to suit different individuals or situations; Monitor changes in departmental issues, structures and dynamics and appreciate their implications for the business; Demonstrate an understanding of the links between the Britam’s structure, goals and capabilities; Constantly aware of competitors, trends and changes in the markets that the Britam works within; Maintains a focus on key priorities and deliverables, staying resilient in the face of pressure; Implement changes within my department to achieve set change goals; Responds flexibly to changing circumstances; Recognises when unable to cope and asks others for help; Uses change as an opportunity to improve ways of working, encouraging others’ buy-in; Takes ownership for communicating change initiatives clearly, ensuring smooth implementation
Analysing – Strategically analyses sources of information, breaking them into component parts, patterns and relationships; makes rational judgements from the available information and analysis; demonstrates an understanding of how one issue may be part of a much larger system.
Cost Management- Demonstrates an awareness of financial issues affecting my department; Use financial information to monitor departmental performance and guide decisions; Consistently identify opportunities to reduce costs within my department.
Staff development- Create a positive departmental climate that fosters learning and development ; Identify development needs within my department; Ensure direct reports have personal development plans in place that are regularly reviewed; Provide honest and constructive feedback on my team’s performance; Act as coach or mentor when appropriate; Allocate power, responsibilities and authority to appropriate subordinates.
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