Partner with department heads and collaborate with line managers to
create the conditions that
- Recruit, onboard, retain and
develop the people SmartStart needs
- Enable people to
perform-and-develop in their roles (through “purple” practices that build
relationships we need for doing-and-thinking together)
- Build the organisation’s
people power and capabilities
Key Responsibilities
Recruiting
the new employees SmartStart needs
Partnering with department heads and coaching
hiring managers in:
·Scoping
role needs proactively
·Co-developing
and updating job descriptions (incl. person specifications)
·Interpreting
roles framework and remuneration policy as well as employment equity priorities
and obligations
·Developing
attractive job adverts clearly articulating employee value proposition
·Leading
& managing focused sourcing / searching and outreach for key roles
·Identifying,
building relationships with, and managing recruiting service providers and
agencies
·Managing
candidates’ experience throughout (for key roles at least; incl. providing
every interviewee with appropriate feedback)
·Signing
off on and offering jobs, then contracting incoming employees and/or
independent contractors
Maintaining &
updating roles framework and associated remuneration framework
Onboarding newcomers to SmartStart
successfully
Partnering with department heads and coaching
relevant people managers in:
·Leading
and ongoingly fit-for-purpose developing onboarding (incorporating induction)
oTo
yield incoming employees’ experiences of
§Belonging at SmartStart
§Integration into work
productively
§Purpose
oAcross
the following phases
§Pre-boarding
§Early onboarding
§In-boarding
§Off-boarding
Supervising the induction
procedure managed by People
Administrator
Co-creating
the conditions that retain employees and enable them
to perform-and-develop in their roles
Partnering with department heads and supporting,
guiding, collaborating with, and coaching people managers in:
·Managers’
practicing the “purple” practices that build relationships needed for
doing-and-thinking together
·Supporting
employee wellbeing (including by managing service providers)
·Employees’
engagement with relevant information, communications, mutual recognition
·Managers’
holding
oregular
(weekly-fortnightly) one-on-one performance-development conversations
oannual
one-on-one performance-development review conversations
·Managers’
guiding employees’ & teams’ informal learning
·Managers’
diagnosing ongoing development opportunities and/or performance problems and
then managing these as appropriate (including during probation), incl. but not
limited to
ounderstanding
situations and diagnosing problems accurately
ospecific
and/or focused development support if & as appropriate
olabour
relations procedures and processes if & as appropriate (eg. formal
enquiries)
·Managers
deciding employee ratings for annual bonus determinations (per present Remuneration
Policy)
·Reviewing
remuneration and recommending remuneration adjustments if & as appropriate
·Interpreting,
realising, and monitoring compliance with relevant policies and standard
employment & workplace legislation, including:
oRemuneration
Policy
oLeave
Policy
oDisciplinary
Policy
oLRA,
BCEA, EEA, OHSA, SDA, and skills development within BBBEE framework (supported
by specialised service providers as appropriate)
Coordinate:
·Monthly
org-wide staff meetings
·Twice-annual
staff retreats
Convene then
coordinate a forum for interns and/or inexperienced employees
Managing
employee information for decision-making and risk mitigation
Manage:
·People
(HR) Information Systems and service provider, incl. staff
oSelf-service
portal
oDemographics
for employment equity reporting
oRecords,
incl contracts, disciplinary records, etc.
oLeave
policy & procedure (realised through Employee Self-Service)
·Payroll
service provider (w. Finance Department)
·Employee
engagement & learning platform & service provider
·Labour
relations service provider
·Exit
process
General management
- Budget
& expenditure: Budget appropriately & accurately for the department/function
and manage expenditure responsibly·
- Policies:
Maintain, update, and guide the development of policies related to the above and
more broadly to talent, roles, and remuneration
- Service
providers: Identity, build relationships with, manage, and leave relationships
with service providers as appropriate
- General:
Contribute as an equal member of Manco (broad management group)
Requirements
Qualification & Requirements
- Degree or equivalent in Human Resources or Industrial Psychology combined with evidence of learning & capabilities
- Minimum of 8 years HR generalist experience, incl. labour relations, learning and development, performance management, remuneration and recruitment
- At least 2 years of people management experience
- Understanding of employees as people (human beings) playing roles in complex organisational & wider contexts
- Belief in managers as primarily responsible for managing people-in-roles, their performance-development, and associated decision-making
- Talent and/or People function as focused on collaborating to create the conditions for success
- Proven curiosity and track record of learning
- Demonstrated ability to see & realise the big picture while attending to details
- Professional communication skills
Interested candidates should include a motivating cover letter with their CV.
