Job description
MAIN PURPOSE OF THE ROLE:
Supports the Managing Director, Management & Employee Teams, by taking responsibility for particular HR functions including employee relations, performance management and training and development.
JOB SCOPE AND CONTEXT:
Service Level
Office based, with regular travel as required
This job description is a broad reflection of the role and does not attempt to capture all specifics of the position. There may be variations within the same roles due to seniority or regional differences
Performance Indicators (KPI)
HR Strategy Implementation 1. Development of human resources function
A. Assist with planning and implementation of HR strategy
Focus on people development issues
Plans, identify future recruitment and training needs
Plans include forecasts of future remuneration costs
Plans include a SWOT analysis of the HR function
Plans lead to HR department competently servicing organisation’s needs
HR Consulting to Internal Stakeholders
1. Competent handling of employee relations issues
A. Assist with recruitment initiatives within employee teams
Job descriptions relevant and up to date
Vacancies filled in line with policies, headcount and budget
Employment equity considered in recruitment process
Suitably qualified persons appointed
Succession plans in place
B. Support the development of employees
Suitable development opportunities and training identified
Development plans implemented
Employees and managers coached and developed
C. Oversee management of employee performance within teams
Expectations and objectives clearly communicated and employees and managers held accountable
Performance monitored through review meetings held at least every six months and feedback on performance provided
Managers adhere to group timelines
D. Provide employee relations advice
Company Policy and Procedures Manual followed and amendments suggested when required
Grievances and complaints resolved
Disciplinary offences addressed
Team dynamics and performance assessed and corrective action taken
Exit interviews conducted
E. Adopt talent management practices appropriate to business unit needs
Talent management review processes conducted every second year
Top performers identified and progressed
Adherence with Group Talent processes
Performance of key talent monitored
F. Monitor employee engagement
Employee surveys reports collated
Action plans implemented to address survey results
Performance Management 1. Performance management processes lead to optimal performance and development
A. Drive the performance management process
Performance management processes occurring bi-annually
Up-to-date communication on group processes given to employees and manager
Managers trained on effective performance management and group performance management processes
Performance reviews results calibrated by management team members and relevant managers
Post-reviews evaluations conducted with assessment of results
Performance management process aligned to group Talent process
Group Performance Management process factors and assesses behavioural and technical competencies
Performance review results drive remuneration and bonuses
Culture and Employee Engagement
1. Initiatives undertaken to measure and address workplace culture and employee engagement
A. Conduct employee surveys
Participation in PR Group employee surveys every two years
PR Group initiatives to address culture and employee engagement implemented
Bi-Annual employee survey conducted
Employee surveys reports collated
Survey results analysed and trends identified
Action plans implemented to address survey results
Talent Management
1. Best-practice talent management initiatives adopted and talent progress through PR Group
A. Implement talent management strategy
Talent management review processes conducted in alignment with group Talent calendar
Top performers identified and managed
Adherence with Group Talent processes
Talent database up-to-date
Performance of key talent monitored
Succession planning for key roles
Training and Skills Development 1. Training and skills development programs linked to personal development plans
A. Conduct and update skills audit
Conduct job analysis to identify required skills
Audit conducted to identify skills and technical abilities within organisation and highlight potential gaps
Performance identify skills development reviews requirements
Employee surveys identify development needs and requests
B. Draft and implement training plans
Training plans implemented for each department and/or regional offices
Plans take account of technical and soft-skill requirements
Plans updated regularly to take account of changing circumstances
Best-practice training implemented
Manage training materials for internal programs
Personal Development Plans for employees implemented and tracked
C. Source competent training providers
Identify competent and professional training providers with wide range of expertise and throughout various regions
Training providers are accredited or have reputation of excellence
References obtained at commencement of relationship
Training providers adopt new technologies in their programs
Maintain database of training providers
Negotiate discounts wherever possible
Focus on leadership development throughout organisation
D. Maintain record of training conducted
Database records all employee (external, internal and on-the-job) training
Ensure employee enters into Training Agreement that require retention for nominated period
Certificates of completion obtained, filed and distributed
Investment in training is maximised by ensuring learning is cascaded throughout organisation
Training providers are evaluated and results actioned
Employees undertaking company-sponsored training have signed training agreement
Stakeholder Relations
1. Productive relationships with internal and external stakeholders maintained
A. Coordinate relationship management with various departments
Managers communicate skills development needs and personal development plans
Managers receive assistance with locating, booking and facilitating external training
Managers receive assistance with internal and on-the-job training
Managers assessed on effectiveness of training and apply knowledge
B. Collaborate with external agencies
Training providers, tertiary institutions, printers and audio-visual vendors are consulted when required
HR consultants, labour lawyers consulted when required for projects
Finance
1. HR budgets managed effectively
A. Forecast annual capital and operational expenses
Accurate forecasts made
Budget compiled and approved in line with policy guidelines
B. Manage costs against approved budget
Potential areas of saving and optimisation highlighted
Expenditure aligns with budget
Meaningful variance analysis reports provided
Functional T&E budget monitored and adhered
Employee Engagement, People Development & Team Management
1. Talented staff recruited, developed, managed and motivated
A. Recruit talented employees
Structure and resourcing levels evaluated
Job descriptions relevant and up to date
Vacancies filled in line with policies, headcount and budget
Employment equity considered in recruitment process
Suitably qualified persons appointed
Succession plans in place
B. Develop employees
Suitable development opportunities and training identified
Development plans implemented
Employees coached and developed
Employment equity considered in training and development initiatives
Knowledge and training is applied
Promotions recommended where appropriate
C. Manage performance
Team aware of and aligned to company vision and values
Team members inspired by communicating the shared purpose
Expectations and objectives clearly communicated and employees held accountable
Performance monitored through review meetings held at least every six months and feedback on performance provided
Management style adapted to facilitate high-levels of team performance
Salary increases recommended
D. Maintain employee relations
Company Policy and Procedures Manual followed and amendments suggested when required
Grievances and complaints resolved
Disciplinary offences addressed
Team members empowered to make decisions, provided with guidance and supported when required
Collaboration and team work encouraged
Team dynamics and performance assessed and corrective action taken
Desired Skills and Experience
Minimum Educational Requirements and Work Experience:
Degree or similar qualification in human resources
5 years human resource generalist experience
Functional and Technical Competencies:
Performance & Career Management, Employee Relations, Coaching & Mentoring, Performance Orientation, Verbal and Written Communication Skills, Relationship Management, Problem Solving, Commercial Strategy, Results Orientation, Negotiation Techniques, Evaluation of Commercial Activities
Behavioural Competencies:
Effective Decision Making, Planning and Organising, Team Work, Communication, Technical Expertise, Presentation Skills, Influencing & Negotiation, Big Picture Thinking, Innovation, Change Management, Making Things Happen, Initiative
Leadership Competencies:
Strategic Vision, Result Orientation, Live the Values, Team Management, People Development
To apply, visit Pernod Ricard Career Page
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