The role is reporting to the Chief Human Resources OfficerResponsible for the oversight of the overall Talent Management strategy for the Postbank. This include the development and implementation of a strategy and enabling mechanisms for Organisational Development, Workforce Planning, Talent attraction and retention, Performance Management and Learning and Development in line with the employment equity strategy and plan. The role must ensure that mechanisms for the retention of key talent is integrated into all HR and line management activities and provide mechanisms to increase employee engagement.

The role is reporting to the CEO.Responsible and accountable for developing and executing the Human Resource vision and strategy in support of the overall business plan and strategic direction of the bank, by focusing on strategic HR focus areas that include a change ready organization, organizational design, recruiting and developing a talented workforce, building capacity, reward and recognition, creating and maintaining a high performance culture, developing and maintaining fit for purpose policy and process and sound employee relations.

The role reports to the Managing Director: Postbank Responsible to strategically plan, lead and direct the Human Capital function. Provide strategic direction to guide human capital interventions, applications and outcomes. Support the accomplishment of Postbank’s key performance areas and service delivery objectives regarding human capital. Establish, implement and drive leading human resource practices. On the 1st April 2019, I was responsible for transferring all Postbank Staff to the new entity SA Postbank SOC Ltd following a Section 197 transfer as per the Labour Relations Act. As Head HR at the time (the only HR Resource), I was responsible for developing the entire HR capability for the newly gazetted legal entity which included amongst others the development of organisational structures and appointment of staff. During 2015 my role was focused on the Postbank Corporatisation process. Together with our implementation partner KPMG, I was responsible as HR team lead to deliver on the following: a) An Orgnaisational design relevant to the banking industry and target operating model; b) Critical HR Policies aligned to the banking industry and employee value proposition; c) Development and deployment of a HR strategy, d) Appointment of critical resources required for the banking license; e) Development of a Workforce Transition Plan aligned to S197 of the labour Relations Act ; f) Skills assessment based on industry identified competencies and training plan; g) Change management including leadership and performance alignment workshops, the implementation of a communication tool “Vuselela Times” and Postbank Values and behaviors.The license application was successfully submitted to the South African Reserve bank in June 2017.

The role reported to the Group HR Executive: SAPO.The Human Resources Business Partner served as a consultative partner to Postbank as Business Unit, to build and execute HR strategies aligned with business needs. I have acted as an internal consultant to Postbank’s Executives and line managers, providing coaching and advice on a range of HR products and services across the HR value chain

The role reported to the Group HR Executive:SAPOResponsible for the recruitment, selection, psychometric assessment and placement of all executive positions in the South African Post Office following due search processes.

This role reported to the HR Executive: CFG and involved the establishment of human resources capabilities within the Courier and Freight Group and involved the following: Workforce planning and acquisition, Remuneration Management, Organisational Design and Job Evaluation, Executive HR reporting, Human Resources Administration and Payroll, Policy development and implementation and Performance Management. Represented CFG as trustee on the CFG provident fund and engaged with the National Bargaining Unit for Road and Freight on a regular basis.