Joyce Ras has over 18 years of experience in the field of Organisational Behaviour/Development and Leadership Development, 7 of which she gained in South African Breweries, one role being National Leadership and Performance Management Specialist. Her executive coaching methodology includes combining Neuroleadership, Systems thinking and Positive Psychology to assist her clients to truly ignite their authentic passion, potential and performance. She is the Owner and Director of Capability2Lead as well as a Registered Industrial Psychologists with HPCSA, Certified Results Driven Coach, Certified Lumina Practitioner, Certified Neurozone Practitioner and Coach, SETA Accredited Assessor, Moderator and Skills Development Facilitator and she is a registered Chartered Human Resource Practitioner with SABPP. She specializes in Executive Development and Coaching, Strategic Planning and Reflection sessions, Culture Change Interventions, Change Leadership, Team Development as well as designing and facilitating customized Leadership Development Interventions. Other research topics of interests includes Emotional-, Cultural-, Social and Agility Intelligence. Her clients include the private, public, non-profit and Higher Education Sector with whom she works close with to customize solutions for their needs. Her passion lies with the Higher Education Environment where she has Group Coached over 300 leaders during the past 4 years as part of her customized accredited Engaged Leadership Short Learning Group Coaching Program, and coached over 20 HE Executive Leaders in 2021. She is further involved in national projects in collaboration with HELM and HERS-SA. She is also proud to be associated with UFS Business School where she is the Lead Executive Coach in their Executive Development Program and the Organisational Behaviours Specialist for their MBA program.

Executive Coach for high performing senior managers at UFS and contracted as Industrial Psychologist on a part time base with UFS.

Involved in the development, design and facilitation of modules forming part of the Business School including - Organisational Behaviour on MBA Level- Facilitator, Executive Coach and co-designer of the UFS Business School Flagship Executive Leadership Program.

Key purpose of role is to contribute to research in the field of Industrial Psychology and to facilitate the subject of Organisational Behaviour and Development to masters students. Responsibilities include lecturing, design and development of courses, internal and external assessment of material, co-ordination of Masters of Industrial Psychology programme, coaching all levels of students and conducting research. Secondary to this role I am also involved in the Business School of UFS as facilitator of BML courses (such as conflict management, power and influencing, diversity management) and their MDP leadership online course.

Key purpose of role is to deliver and manage various national solutions and projects in the field of Performance management, Leadership and 360 degree processes. The impact of the role is significant in terms of overall business performance leverage and preservation of an optimum business leadership and performance culture. Responsibilities includes Co-Design, develop and implementation of leadership, management and performance management (PM) interventions nationally for all SAB leaders; Evaluate, manage and facilitate related local and global SABMiller projects; Implementation of a coaching culture; Management of diagnostic tools such as OE survey and 360 degree feedback processes; Consulting, coaching and guiding senior business partners/executives and providing solutions; co-ordinate, facilitate and monitor leadership and PM change management initiatives; align and integrate PM and leadership initiatives with HR processes and Talent Management Way process, including new HR business partnership models; Collaborate with Centre of Excellence and Human Resource Executives including heads of Talent Management, OD Management, HR Management and S&D capability building; Global vendors which I consult and manage include the Oxford group, The Ken Blanchard companies and Harvard Manage Mentor; Local vendors include GIBS, Henley Business School, the Win-win-group, BTS. Leadership research areas include Neoroleadership, Situational Leadership, Systems thinking and Design thinking; Highlights includes co-design of new Leadership behaviours, entrenchment of coaching culture and successfull roll out of Remuneration strategy. Report to Performance management and Leadership Consultant (Executive level 4)

Key purpose of role was to deliver effective and sustainable learning solutions within the context of SAB's five strategic thrusts for SAB's sales force, which in turn enhanced SAB's sales capability to out execute the competitor in every channel and geography. Responsibilities included Design, develop and implementation of sales learning interventions nationally, including tools such as trackers, learning pathways and One point lessons; Evaluate and assess impact of training initiatives and providing formal feedback including after action reviews to regional business partners; Management of internal and external suppliers, facilitators, developers and training administrators; Management of training logistics through L&D administrators; Engagement and collaboration with Centre of Excellence and subject matter experts; Business partnering with key stakeholders, including regional executive teams, HR and National trade marketing; Support internal and external change management initiatives; Support line management with implementation of new sales strategies; Budgeting forecasts. Highlights included project management of implementation new sales global processes; management of Sales Leadership programs and implementation of sales coaching culture. Reported to Learning and Development Consultant for sales (Executive level 4)

Key purpose of role was to deliver an effective and sustainable learning solution within the context of the CRM strategy for SAB's Sales force, which in turn will improve our trade execution, differentiate us from competition and improve management decision making capabilities. Responsibilities included defining learning strategies and solutions to support project roll out; Design, develop and implement the project's training need analysis, approach, curriculums, material and strategies; Evaluate and assess the impact of training initiative; Development and implementation of entrenchment plans; Management of all facilitators, developers and training administrators (12 + employees); Conduct stakeholder analysis and manage stakeholder engagements; Ensure total QMS; support internal and external change management; Collaborate, support and coach line management on the implementation of new technologies and strategies. Acting in role of change lead. Highlights includes co-design of new functionalities on ME sales outlet tool and piloting new technologies. Reported into OD lead (Executive level 4)

Key purpose of role was to deliver an effective and sustainable learning solution within the context of the CRM strategy for Sales, Operations and Customer Interaction Centre (CIC). Key responsibilities included recruitment and interviewing CIC telemarketers; Define learning strategies and solutions to support the project roll out; Design, develop and implement the project's training need analysis, approach, curriculums, material and strategies; Design and oversee development of training materials, manuals and E-learning programs; Evaluate and assess the impact of the project’s training initiatives; development and implementation of training entrenchment plans; management of all facilitators, developers and training administrators (20+ employees); conduct stakeholder analysis and manage stakeholder engagements; Support internal and external change management interventions; Support CIC employees, regional line management and regional employees with the implementation of new technologies, strategies and learning initiatives. Highlights includes overseeing and facilitating the training of over 2500 ABI and SAB employees, Design of 4 week onboarding program and curriculums for CIC employees and being part of history since this was the first Call Centre for South African Breweries. Reported into OD lead (Executive level 4)

Key purpose of role was to create and sustain a progressive learning environment by providing an effective service to the regional value chain focused on the acquisition of competence and performance improvement. Responsibilities included define learning strategies and solutions to support business goals and improve individual performance; Drive successful implementation of learning strategies; Evaluate and assess the impact of HRD initiatives and business performance; Manage administration and reporting related to HRD; Initiate the development and implementation of the learning/development process; Coach and support line management on the implementation of learning solutions; Ensure total QMS; Facilitate change management initiatives; promote sound IR processes; apply job evaluation systems; Recruitment and personnel administration; Support Equity strategy. Highlights included supporting and delivering training solutions to over 13 depots in the Free state, North-West and Vaal province, Managing Training projects such as DSD and Route to Market. Reported into Regional Human Resource Business Partner (Executive level 3)

Key purpose of role was to create and sustain a progressive HR environment through partnering with the business and supporting our staff (+- 350 employees). Responsibilities included management of overall Human Resources; General HR duties including recruitment, selection, talent management, employee engagement, management of leave and personnel administration; Manage administration and reporting related to HR of company; Compiling and implementing the company's EE plans, WSP and TNA; Chairing of disciplinary hearings; Implementing FAIS legislations; Management of Training department and staff (6+ employees reported into me); Project and change management; compilation of job descriptions, work arrangements etc.; Conducting psychometric testing. Reported into CEO directly

Key purpose of role was to create and sustain a progressive HRD environment through partnering up with the business and supporting our staff. Responsibilities included management of Training Centre and team; Design, develop, implement and evaluate learning solutions; coordinating learnerships within the Call Centre; Implementation of the FAIS legislation; assisting with recruitment and personnel administration; Manage administration and reporting related to HRD of the company; Compiling and implementing the company's Employment Equity plans; Compiling and implementing WSP, TNA and QMS systems; Project and change management; Liaising with the ETDP SETA. Reported into CEO of company (Executive level)

Key purpose of role was to educate and up skill first year students in the field of HR Management. Responsibilities included development and implementation of course modules; Lecturing on the subject of HR management; Evaluating competencies and marking of tests and assignments. Reported into Sita Lombaard

Key purpose of role was to effectively assist the Industrial Psychology department with value adding research. Responsibilities included research and report writing; Sourcing and writing articles; Corresponding with international companies and universities; Lecturing for first year students in Industrial Psychology; Assisting with the development of course material. Reported into Prof CL Bester

Key purpose of role was to complete internship for registration of supervised psychometrist. Responsibilities included assessing personality and aptitude tests; marking, interpreting and report writing on tests; receiving training in psychometrics. Reported into E. Lotter and E. Boshoff

Handling of Finances for group as well as lead actor in play while completing studies.

Responsibilities included opening and closing of store, handling the cash registry, management of store in absence of store manager, waitress