I was responsible for the Human Resources and Administration function for the PGIZ Group. This role entailed Human Resources strategic leadership and direction for the Group including Human Resources policy formulation and ensuring adherence to HR best practice policies, procedures and principles. I sat on the Main Council of the National Employment Council for the Lumber Milling Industry in the Wages Negotiating Committee as the main employer representative. In addition, I sat on the Finance Committee of the same NEC. I steered the Human Resources function in PG into a value adding and respected role in the Group and sat on the Human Resources Committee of the Board by invitation. I revamped the Group Policy and Procedure Manual, introduced a performance management system based on the Balance Score Card. I was also actively involved in the ongoing Group’s remodeling, restructuring, right sizing and right manning exercise since 2010, which resulted in the organization shrinking from a manpower level of over 1300 to a compliment of just over 600. I was part of a team that steered the successful registration of the PG Scheme of Arrangement with creditors including the acquisition of the business by new shareholders. I reintroduced the training and development function in the group and was a change agent, striving to create a positive image for PGIZ and steer the group back to profitability and into an employer of choice status.

HDC was a start up private company whose core business was the growing and exporting of flowers and some mixed farming. I was primarily employed after the company had been in operation for 6 months to establish the Human Resources function for the company. This included the recruitment of personnel for HDC and its sister companies. I drew up job descriptions for all the positions in the company. At the time of my departure I was in the process of introducing the balanced score card performance management system for the group.The ability to set up a functional Human Resources department was my most satisfying achievement during my time with HDC, this coupled with the ability to attract professional people to HDC. It was also challenging to be able to come up with innovative ways of paying staff at all levels and keep them motivated in a hyper – inflationary environment.

I was responsible to the Group CEO initially and then to the Group Chief Operating Officer for the provision of strategic leadership and direction for the human resources function of the Group. Further to this I was responsible for provision of support, counsel and overall analysis of Human Resources issues to the Executive Committee of the Group and the Board.Over my years with the FML Group, I built a solid and efficient human resources and training team and spearheaded staff development at all levels across the Group for both staff and sales agents. In addition, I managed performance based reward systems for sales agents and staff.

I was responsible to the Chief Executive Officer for all aspects relating to Human Resources management within the Life Company and other subsidiaries. These included recruitment and selection, compensation management, performance management, industrial relations, manpower training and organizational development work.

I was engaged as Human Resources Manager / Senior Consultant to provide in-house support and training to partners, managers and employees at all levels on various aspects of human resources management. In addition, my function included a consulting role, which involved providing advice and guidance to clients in the areas of performance management, job evaluation, conditions of service, human resources policies, systems and procedures, salary surveys and staff development programs.I was the first black and female Human Resources Manager for the Firm in Zimbabwe and was involved in successful outreach programs to attract young people to join the Firm for articles both locally and regionally. I was among the pioneers to combine internal HR work for the firm and also engage in consultancy work for external clients, included Exxon Mobil Ghana, Nigeria, Kenya and Zimbabwe, Telecel Zimbabwe and ZIMRA.

This move marked my entry into personnel / human resources management. I headed the Personnel Department which involved a wide range of activities including training, recruitment, industrial relations, grievance handling, payroll and issues pertaining to staff welfare and health. I was appointed the employer representative in the National Employment Council for the Transport Operating Industry and was also the chairperson for the Job Evaluation Sub-Committee.

This move marked my entry into personnel / human resources management. I headed the Personnel Department which involved a wide range of activities including training, recruitment, industrial relations, grievance handling, payroll and issues pertaining to staff welfare and health. I was appointed the employer representative in the National Employment Council for the Transport Operating Industry and was also the chairperson for the Job Evaluation Sub-Committee.

I was responsible for the interpretation of the Labor Relations Act and its affiliated regulations as well as resolving labor disputes for both private and parastatal institutions. During this time I acquired solid grounding in labor relations as well as the labor laws and statutes of Zimbabwe.