Responsible for the management of the human resources function across 8 centres of the organisation which comprises 78 staff members. The role focuses on the strategic HR partnership element as well as the generalist and operational side of the total employment cycle.The priorities in the role include:1. To compile and present a HR strategy aligned to the organisation’s 5-year business plan. 2. To support members of the SLT with strategic and management thinking, practice guidelines and practices. 3. To represent at the Trustee board as a team member and drive the HR sub-group agenda.4. Roll-out an organisation wide staff engagement survey, and plan actions, programmes, and projects to address gaps and concerns.5. To initiate apprenticeships, work experience programmes, and to build relations with community-based stakeholders. 6. To develop HR capacity and internal expertise to support people practices. 7. To manage ER cases, and put policies, practices, and interventions in place to improve employee relations. 8. To oversee and manage the Community and partnerships department’s strategic and operational mandate.

Management of the human resources function of the company within the UK and Europe for 105 members of staff. The key objectives of the 6-month contract were:1. To assess business HR policies, processes, and practices.2. To make recommendations and implement specific interventions and solutions following presentations to the SMT.3. To build partnerships with departmental stakeholders.4. To assist with the facilitation of the new business strategy at the respective departmental levels via the formulation of departmental vision and mission statements, and departmental goals. 5. To coordinate the return to work process and the adoption of home-based, hybrid, and dedicated office-based work models. 6. To recommend an integrated performance management framework for the business. 7. To recommend a framework to build organisational commitment and identification.8. To recommend from both a model-based and practical perspective, a framework for a talent management programme. 9. To facilitate operational HR processes including disciplinary and capability matters, and more vaild and structured recruitment and selection procedures.

Set up and established a thriving HR consultancy service for an array of clients while covering a wide range of HR functions and processes.Showcased in-depth HR knowledge and experience when advising and assisting with redundancies, employment relations issues, disciplinary and grievance matters.Developed and implemented watertight employment contract and HR policy reviews for key clients.Conducted thorough needs analysis and training programmes in employment equity, transformation, management development and labour relations.Oversaw employment equity forums and played a key role in workplace skills planning by helping clients apply the new legislative Employment Equity Plan and accompanying equity committee requirements.

Undertook full management of the complete HR function across the head office and three distribution centres for a food producer in the FMCG sector comprising 330 staff.Developed and embedded systems and practices that worked including career development, performance management, a graduate programme, employed / unemployed learners and initiatives for apprenticeships.Cultivated and sustained constructive and trusting relations with trade unions to oversee labour relations incorporating disputes, negotiations of wages and grievances / disciplinary issues.Oversaw a large scale redundancy management programme of 45 members of staffDeveloped the graduate programme as part of a talent management initiative.Achieved the first Black Economic Empowerment (BEE) recognition in the company's history at the first attempt which significantly raised the company's profile in terms of new DTI codes.

Overall remit to take charge of the HR department covering the head office and two production facilities for a chocolate manufacturer and the largest independent producer in South Africa employing 850 staff.Capitalised on extensive HR knowledge to successfully transfer staff during the acquisition of three companies including TUPE of a company from Mondalez, South Africa.Facilitated an ethical HR audit process as a key requirement for major business suppliers and key clients.Proficiently handled labour disputes, wage negotiations and strike planning. Represented the company at a prominent FMCG national salary survey and remuneration committee.

Similar to previous responsibilities for a company with 110 staff and offices in Zambia, Zimbabwe, and Mozambique .Standardised all HR policies and practices for the African offices.Investigated a R12M fraud matter in conjunction with the South African Police Commercial Crimes Unit.

Similar to previous responsibilities above for a company with 1500 staff members, two production sites, and a distribution centre including the management of large-scale retrenchments prior to the eventual closure of the business.Undertook dispute management at bargaining council level and managed major training tenders for business coaching and secretariat re-structuring from the national government, the Nuclear Energy Corporation of SA and management development for South African Airways