Achieved a 12% decrease in employee turnover by implementing a comprehensive employee onboarding programme, including office tours, team welcomes, checklists, buddy systems, and a 2-week inductionAttained a 35% growth in nominal sales value across three regional business units by implementing a performance-based incentive pay system for sales employees, shifting from team-focused bonuses to individual-based incentives linked to sales percentages and KPI groupsImproved gender diversity by driving the recruitment of more competent female candidates and lowering the male-to-female employee ratio from 81:19 to 58:42 between 2021 and 2024Reduced recruitment lead time by 44% and increased the quality of applications through an Employee Referral campaign, prompting its implementation across other Bosch regions in Africa

Formulated and implemented an exit strategy to rightsize the workforce by 50% with 0% litigation, aligning with the business's strategic direction and focusing on core areasWorked as part of the Global Samsung Task Force to facilitate staff training on a new HR management tool – Workday, across African subsidiaries, ensuring compliance with guidelinesCleared a six-quarter backlog of labour cost reports across West Africa, leading to a more transparent HR budget spending and reconciliation within six months by identifying line item postings and division cost centresDesigned and deployed a compensation and benefits policy guide across West Africa, aligning Nigeria, Ghana and Senegal by collating existing practices and sub-policies, interviewing business leaders, and gathering unwritten policies from the HR teamsIdentified 9% redundant roles and established a salary band with three notches through an internal job evaluation exercise across West Africa, working with PWC to align salaries based on Samsung's standards

Instituted HR policies and procedures for the company, structuring the department and establishing clear benefits guidelines, resulting in the creation of an HR Policies and Procedures Manual for the Group, including up to 4,000 employeesCreated a plan for right-sizing the workforce by merging similar roles and implementing a redundancy communication and exit process after conducting a staff audit to identify areas of strength and needImplemented a strategic adjustment to adhere to the 2014 Pension Act's increased contribution requirements without increasing employers' pension costs by redistributing specific percentages of Basic, Housing, and Transport allowances into other allowances

Designed, rolled out, and integrated a new Performance Management System utilizing Balanced Scorecard (BSC) performance metrics