Provide Human Resources support during transition period. Auditing staff records, policies and procedures. (1 month notice)

• I provide generalist HR services and advice; OD, Training & Change interventions and HR Project Management services through my own consultancy, or in collaboration with others.• Memorable projects include: o Project-managing all HR aspects of the purchase and integration of a cosmetics business worth R350 million.o Assessing & improving the capacity of the IT function of a bank across 16 African countries.o Assisting with the retrenchment and subsequent restructuring exercises in Standard Bank IT group.o Assisting a bank to roll out a Joint Venture into Africa with an American company, which entailed restructuring and re-training local staff to support the JV.o Support a major growth initiative by the Standard Bank Africa Business division. My role was to plan the HR aspects of the rollout in conjunction with in-country staff. In particular, I enjoyed developing and presenting a customised Project Management training course when formal training vendors were unable to do so.o Planned an upgrade and retraining project for a Lesotho clothing factory.o Change initiatives for departments within FNB and Massmart.o Helped an NGO establish and staff a number of regional offices within a three month period.

(JATO Dynamics gathers and disseminates data and statistics for vehicles and vehicle sales. It had 300 staff across 42 countries.)My remit was to improve the HR department processes & procedures to industry standards and to hire the first HR Director. I also headed the HR department . All aspects of the remit were completed successfully and within agreed timelines.I was offered the director role but chose to return to South Africa.

Managed a redundancy programme across seven countries.

(Level 3 Communications owned and operated about 1/3 of the world’s fibre optic cable networks, including international and undersea cables. The London office managed the UK, Belgium, France and Germany.) Joining during start-up as European Recruitment Manager, I grew the company from 300 to 1,600 staff in five countries in less than a year. I was the sole recruitment resource. With only one other HR Manager and administrator providing a full HR service, including creating policies and procedures for Europe for 18 months. Once recruitment for a full Recruitment department began, I set up the Training & OD functions. I also ran the Netherlands HR office for nine months.Once the dotcom bubble burst, I was asked to set up and run the redundancy programme which retrenched 80% of the European staff in three months. I was chosen partly because of my experience of hiring them, my knowledge of employment law in all five countries and my rapport with staff in those countries. The project met all its goals.(Redundancy)

(CMS was a large British Corporate Law firm with a number of satellite offices in other countries. )I provided a full HR service to a third of the practice’s 150 lawyers, with 3 subordinates.(Head-hunted to Level 3)

(This branch of the French telecoms company sold and seviced large industrial telecoms switches to the large operators.)I provided a full Human Resource function for 150 high-tech staff, with two subordinates.(Contract ended)

Train & develop 100+ displaced staff to assist them to find alternative employment.Part-time lecturer on Employee Relations at the University of Greenwich.

(Initially working in the UK Head Office, I later worked in the Dagenham factory.)I was an Employment Policy Specialist on the UK Wage Negotiation team, specifically responsibility for staff policies and procedures for all hourly-paid staff (28,000 people). I developed all negotiated amendments to the existing hourly-paid policies and procedures. I was a member of the Ford National hourly-paid and weekly paid negotiation terms.I also provided Employment Law advise to all UK HR operational staff. I developed a Labour Law training course for junior HR staff.I kept track of industrial relations trends, practices and conditions of service in the British manufacturing industry. As the Ford representative on the National Motor Industry Industrial Relations Forum, I monitored our competitors in the motor industry, with a keen eye on the recently arrived Japanese car builders whose innovative work practices were disrupting the car industry at that time.I later joined the Dagenham factory as an HR Manager in the Body Plant, with additional responsibilities for another factory in Croydon.Projects and Achievements:• Successful settlement of Wage and Salary Agreements for the period 11/91 to 11/93.• Development of 1991/92 Redundancy programmes.• Successful defence of all Industrial Tribunal cases.

• HR Officer for the Cape distribution operation comprising of 150 staff (July ’84 to Sept ’87). - Recruitment and selection - Advice to Line Management - Employee Relations - Supervision of Canteen and Clinic facilities - Project work• I was later promoted to HR Manager for the Krugersdorp Distribution operation (09/87 to 07/90). In addition, I was the Acting Employee Relations Managers for 13 months, as well as acting HR Manager for the whole unit for the same length of time.As the IR Manager, we negotiated successful annual wage agreements in 1988 and 1989, while the other two Johannesburg sites both suffered strike action.As site HR Manager, I provided a full human resource service to 375 salaried staff and 990 hourly-paid employees. I managed a department of 43 salaried and 21 hourly-paid staff. I was a member of the Chamdor Executive Management Committee and Regional H.R. Management Team.Projects & Achievements:• Developed and Implemented a Black Opportunity Improvement Programme (a truck owner-driver scheme).• Planned, built and initiated new training and clinic facilities and facilitated the transfer of training staff from the region to factory level.