Senior Human Capital Business Partner- PBB
stanard bank
18d ago

Job Details

Human Capital : attracting and retaining key talent, providing learning and development initiatives, governance of performance management and reward schemes, centres of excellence to drive and embed Standard Bank values and culture.

Job Purpose

Translate the Human Capital strategy into tactical and operational plans for aglobal or regional business unit. Provide a Human Capital business partnering function to senior management and executives of the business.

Coordinate delivery with other business partners.

Key Responsibilities / Accountabilities

Operationalise the human capital strategy in order to enable the business unit strategy

  • Translate the group and business line's people strategy into operational plans for execution at business unit level. Ensure that all key decision makers in the business unit understand the links and how the people strategy will enable their business unit.
  • Review analytics and organisational health measures such as disciplinaries, grievances, absenteeism and other organisational measures across the business unit on a quarterly basis.
  • Determine if there are areas for concern and send in Human Capital teams to further analyse and investigate. Develop and implement actions to address issues.

  • Review detailed analytics that support people scorecards on a monthly basis. Determine areas of concern and develop actions to address these (for example high turnover among high performers).
  • Identify which of the standard people dashboards are most pertinent to the supported business unit. Highlight key metrics to the business executives.
  • Help them understand what the metrics mean for their business. Provide input into the central business intelligence team if there are new needs from business.

  • Define the people change approach for change initiated in the business or in Human Capital. Ensure that Business Partners are equipped with the right skills and tools to support the business through the changes.
  • Advise business on the level of employee and union consultation required for key changes

    Engage with the business unit leadership to ensure that the business is appropriately resourced

  • Identify where business delivery is impacted due to poor structures, resource or capability gaps. Work with the individual executives to make changes to their organisation structures to enable better service delivery or improved commercial performance.
  • Review the job architecture for the business area at least on an annual basis to determine if there has been creep in the number or grades of jobs, inconsistencies in job title conventions and look for improvements and standardisation opportunities.
  • Work with job family owners to make adjustments.

  • Review the mix of grade levels, permanent and non-permanent resources, spans of control and layers in the business area to determine if there are areas for improvement.
  • Review the composition of the workforce from a diversity point of view. Identify systemic barriers to achieving diversity objectives and develop programmes to address these.
  • Call on support from the central diversity team if necessary

  • During annual and mid-year budget cycles, partner with finance to ensure headcount and budget forecasts are accurate.
  • Participate in interviews for executive appointments and provide input to the resourcing teams for the hiring decisions.
  • Liaise with Group Reward, review and provide input into offers made and approve packages on offer in line with the reward governance thresholds.
  • Approve the appointment of contingency resources relative to budget and ensure compliance with legislation around the employment of non-
  • perm resources. On request, represent the Human Capital function at new starter orientation sessions. Evaluate the feedback from participants and contribute to the continuous improvement of the orientation contents.

  • Conduct exit interviews for senior managers and executives who have resigned. Provide a consolidated business unit view on the reasons for exits of talented or high performing employees and collaborate with other Human Capital Business Partners and Heads of Human Capital to develop a coordinated response.
  • Drive formal succession planning for executives in operationally or strategically critical roles. Review the pipeline of available successors within the business area.

    Develop and deploy interventions to improve the ratio of ready now successors. Ensure that diversity considerations and talent development plans are incorporated into succession plans.

  • Identify, as part of talent discussions, candidates who have the potential to be placed on international assignment. Drive the process to arrange opportunities for individuals.
  • Drive the analysis of the skills gap in the business unit by engaging with learning specialists and providing a forward looking view of the business requirements.
  • Identify the training and other development opportunities already available in the bank. In partnership with line managers and Learning and Development, develop specific interventions to address business needs where existing programmes do not meet the requirements.

    Advise middle and senior managers on employee engagement, performance management, talent and reward best practices

    Drive the process of goal setting in the business unit in line with business unit objectives. Coach senior managers on the process and quality aspects of goal setting.

  • Review the quality of a sample of performance objectives at the end of each cycle and develop interventions to address poor goal setting practices.
  • Ensure that Human Capital Business Partners are equipped to help line managers improve.

  • Coordinate and preside over performance moderation exercises at a senior leadership level of the business. Advise line on the appropriate performance distribution given their business unit performance.
  • Track all employees on performance improvement plans and monitor the impact of the process. Ensure that all governance requirements are met.
  • Engage with third party resources suppliers (such as temporary employment services) to define the performance expectations for the resources that they supply.
  • Create mechanisms to gather feedback from line managers where non-permanent resources are deployed and address systemic performance issues with the resource suppliers

  • Work with Group Vendor Management to determine acceptable rate ranges and terms and conditions for non-perm resources.
  • Ensure that business complies with group governance around the use of non-permanent resources.

  • Engage with business executives across the assigned business unit to explain the remuneration framework and how it supports their business objectives.
  • Drive the business unit budget setting for staff cost and training by providing expertise on expected salary increases, changes in the composition of the workforce and skills gaps that may surface as a result of new strategic focus areas in the business.

  • Review variations in overall payroll cost for the business unit on a monthly basis and ensure correlation with movements in the business.
  • Drive the allocation of the business unit bonus and increase pots. Sense check allocations of bonuses and increases across the business function and engage with business executives where changes are required.
  • Facilitate, challenge and support grievance processes in this regard.

  • Assess the effectiveness of the recognition programmes in place in the business unit. Collaborate with Human Capital peers across the group to make adjustments to the programmes.
  • Drive the talent identification, potential assessment, talent review and development planning in the business unit. Ensure business executive participation in development interventions and mentoring.
  • Work with learning and development to identify the most effective development relative to individual needs of identified talent.

  • Ensure the integration of the Human Capital calender into the business calendar. Proactively brief business unit leadership at the start of major events in the Human Capital calendar (for example when the annual remuneration process starts)
  • Lead a Human Capital team

  • Develop a high performing team by embedding the bank's performance process, regular performance feedback and coaching.
  • Address poor performance. Motivate team members and ensure that they receive recognition for work well done.

  • Determine development needs of the team and ensure that development opportunities (training, rotation, on-the-job learning) are budgeted for and executed.
  • Maintain a succession plan for the team by reviewing the skills of the team at least twice a year and having career conversations with them.
  • Interview and recruit new members of the team, including determining the appropriate salary with input from the Human Capital Business Partner for Human Capital.
  • Create workforce plans for the area to ensure that current and future business requirements can be met. Such plans should be revisited at least twice a year.
  • Use workforce plans to obtain headcount approvals on an annual basis and as input into the financial budgeting cycles.

  • Create quarterly leave plans to ensure adequate coverage in the team. Approve leave requests and leave sale requests.
  • Monitor overtime on a monthly basis. Analyse reasons for overtime and create actions to address the issues.
  • When required, initiate disciplinary processes for team members. Resolve grievances raised by team members, escalating only if unresolved.
  • Allocate work packages to teams. Monitor progress of deliverables.
  • Evaluate requests for new resources (people, budgets and equipment) and motivate to mandate holders for approval.
  • Obtain a thorough understanding of the business strategy and translate it into team deliverables.
  • Analyse the performance of the team and address gaps in process, technology or people that could prevent achievement of the goals defined.
  • Work with group Human Capital if needed.

  • Monitor departmental expenditure against approved budgets. Approve purchase orders and invoices within the allocated financial mandate.
  • Escalate out of budget or items higher than the approved mandate to a more senior manager.

  • Continuously identify areas in the department that can work more efficiently or where cost can be reduced.
  • Review scorecards on a monthly basis and compile summary views for decision making.
  • Ensure that processes, control requirements and risk management frameworks that are in place for the area are understood by all members of the team.
  • Review assurance and audit reports that relate to the area and contribute to the development and implementation of remediation plans.
  • Ensure that all evidence requirements for control reviews and audits are supplied timeously.
  • Log Risk Incidents as a result of operational errors or fraud in the department. Participate in formal investigations.
  • Ensure that all events are properly analysed and closed out.

  • Ensure that the teams understand the compliance requirements in the function. Create actions to address gaps. Monitor compliance training attendance on a monthly basis and ensure that teams understand the importance of completing it.
  • Ensure that all team members understand control requirements related to physical and systems access control and other information security requirements.
  • Ensure that the department has trained and adequate numbers of health and safety representatives.
  • Preferred Qualification and Experience


    First Degree in Human Sciences or Industrial Psychology


    More than 10 Years Broad experience and a deep understanding of human capital policies and processes and how these can enable business performance.

    A level of expertise in resourcing,reward management, employee relations, diversity management, learning and talent management.

    More than 10 Years Experience in the Financial Services Industry

    More than 10 Years Experience in managing senior teams

    Knowledge / Technical Skills / Expertise

    Business Acumen

    The ability to analyse business financial performance as well as competitor and external factors as it would apply to the people practice in the organisation.

    People Strategy Development

    The ability to translate organisational goals into strategic people plans.

    Workforce Planning

    Knowledge of the concepts, principles and practices related to determining workload projections and current and future competency gaps.

    Human Resource Consulting

    The ability to engage with leadership, managers and employees using a consultative and engaging approach while balancing the needs of the employee with that of the employer.

    Talent Management

    Knowledge and practical skills in the identification of talented individuals, assessment of potential, creation of develop plans and developing retention and engagement activities for these individuals

    Organisation Planning and Design

    The ability to design organisational structures using Levels of Work, business processes and organisational strategic objectives.

    Change Management

    The ability to ensure that isolated and independent organisational change actions are integrated and sustained through a disciplined change process.

    Ability to apply change management principles and techniques for planning and implementing change in an or

    Managerial Budgeting

    The ability to plan the work unit budget and manage income and expenditure, through responsible implementation of policies, practices and decisions.

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