KEY PERFORMANCE AREAS (KPA’s)

      1.  Strategic HC Business partnering

• Provides strategic HC business partnership to line management and EMTs in a fast moving, complex and developing environment.
• Uses business acumen/perspective to translate business strategy into a clear people agenda within the direction set by the bank and the overall HC function for a business with multiple core businesses.
• Translates people strategy into specific actions for all departments and branches.
• Actively helps the Executive Officer: Human Resources build the effectiveness of the HC team and develop accordingly.
• Focus on strategic business issues regarding growth and competitiveness and taking a big picture perspective regarding organizational priorities and goals.

• Ensures an understanding of business needs and objectives by reviewing business plans and engaging with management and team.
• Ensure agreed objectives are met within agreed times by reviewing the HC plan and by consulting with business.
• Anticipates and plans for the medium-longer-term and adapts short-term HC tactics to advance the medium and longer term aims.

• Serves as exemplary coach or sounding board to EMTs and other senior managers/leaders across all functions of the bank and CIH Group entities.

• Operate as the relationship manager for client base and is responsible for brokering Centre of Expertise (CoE), ER, Recruitment, People Development and Shared Services to execute people strategies.

• Owns the relationships with line management and EMTs as a trusted advisor.
• Operate as the centralized business partner for the Retail Banking Services division and consolidate the output of the Business Partners that support the different regions.

• Building long-term, trusting relationships with management across all areas of the bank, CIH Group entities and with HC colleagues.
• Manages external networks and is well connected in the appropriate bodies in order to shape the external perception of the bank and other CHI Group entities to be in the position to attract the best capabilities to the organisation and have influence in the marketplace.

• Continuously identify unique HC business requirements and diagnose possible people management challenges.
• Translate business needs into performance requirements by proactively delivering HC solutions and “people strategies” through effective collaboration and consultation.
• Establish and maintain effective working relationships with stakeholders through preempting HC solutions and strategies and influencing decisions that address business concerns.
• Serves as an active member of the management team across all business areas and is able to influence and challenge others at this level.
• Effectively collaborates and partners with Centers of Expertise (CoE) to design and deliver HC solutions that meet business needs; and
• Collaborates with CoE to ensure policies and programs are adhered to within the business.

• Ensures that HCBPs have appropriate people plans, capability and resources to deliver the plans.
• Fulfill a coaching and mentoring role for the HCBPs and line management through building on the significance of human resources in the organisation.
• Leader of a team of HCBPs, raises standards in the function and continues to improve HC delivery and the capability of the team.
• Manage performance of staff through performance agreements ensuring clear key performance indicators, agreeing on goals and objectives, providing regular feedback on performance, recognizing and rewarding achievement and take appropriate corrective action where required.
• Mentor and coach staff on identified performance gaps across the HC value chain by discussing these gaps and agree on appropriate action to be taken.
• Motivate staff to perform and contribute to the success of the business by creating an environment of teamwork and by engaging with staff (and keeping staff informed) and through encouraging participation in decision making processes.
• Maintain a high performing team and ensure an environment for optimal performance is created by identifying a talent pool through conducting career conversations and utilizing the talent grid principles and by developing talent retention programmes; and
• Sets out the direction of the team capability regularly for support service departments, branches and other CIH Group entities and plan how to develop the capabilities.

      4.   Managed Human Capital Processes

      4.1.           Recruitment and Selection

• Implement and manage the recruitment and selection strategy and talent management strategy, to ensure optimal sourcing of the right people in the right positions at the right time.
• Responsible for maintaining the SLA with recruitment team.
• Agree need for a vacancy / resource and identify potential resourcing solutions i.e., internal / external advertisement, head-hunting.
• Promote the company’s image as the employer of choice in the labour market to attract talent.
• Provide Line Management with continuous up skilling and training on Recruitment and Selection.
• Lead the recruitment process for senior management in the bank and other CIH Group entities

       4.2.           Promotions

• Manage all promotions at various career levels up to senior management to ensure reflection of competence, diversity and comparability with like for like roles across Bank Windhoek and CIH Group Entities.

       4.3.           Reward and Remuneration

• Support the Rewards & Remuneration Manager with the salary review process up to and including senior management.
• Support line managers via assigned HCBPs with salary review process guidelines.
• Ensure salary review across departments/branches/entities is completed on time and accurately reflects consistency across all departments, branches and entities; and
• Working with the Rewards & Remuneration Manager and HCBPs to identify the issues by department, branch or function, which need to be considered and factored into strategy.

       4.4.           Performance Management

• Ensure proper implementation of and adherence to the performance management system and process by providing training and understanding of process and tools.

• Monitor and analyze performance results to provide feedback and insight to the support service departments, branches and other CIH Group entities regarding performance trends and areas requiring improvement.

• Monitor and evaluate on-going performance management reviews and final appraisal processes and ensure that HCBPs guide and advise line with grievances and poor performance cases appropriately.
• Embed a high-performance culture through proactive performance improvement guidance and promoting positive changes across all the areas of the business.
• Ensure Line Management receives necessary up-skilling and training to embed Performance Management principles and philosophy; and
• Consult the Centre of Expertise (CoE) for specialist advice and guidance.

       4.5.           Talent Management and Succession Planning

• Works with line management to identify and develop talent & plan succession.

• Embed the Group Talent & Leadership Management principles and philosophy in the business.
• Provide and guide Line Management with clear processes and tools.
• Advise Line Management on creating and maintaining a conducive environment for talent attraction and retention.
• Couch Line Management to have constructive Talent Conversations and oversee that talent development plans are finalized and adhered to.
• Monitor and evaluate the talent deployment process through feedback reports.
• Ensure the availability and placement of the most suitable candidates for succession plans and within the business with regards to key talent, critical roles, bursary & graduate candidates.
• Assist Line Management with addressing skills gaps in collaboration with the Head Development and Talent Management.
• Guide Line Management on succession planning with specific focus on critical roles and expertise skills to ensure sustainability, growth and performance of the business; and
• Consult the Head: Talent Leadership Development for specialist advice and guidance.

      4.6.           Employment Relations

• Ensure company compliance to all labour practices, procedures and policies.
• Ensure Line Management receives training and are knowledgeable of processes and procedures.
• Oversee that all disciplinary and grievance issues are attended to and resolved timeously.
• Oversee that sound line manager and employee relationships are built across all business units of the organisation, that will enhance productivity; and
• Liaise with the ER Manager for specialist advice and guidance.

      4.7.           Transformation and Change Management

• Identify and or preempt change opportunities in the business unit assigned to and guide Line Management to commit to the change process.
• Act as a change agent and change leader in support of organizational changes.
• Partner with Line Management to assist with change management opportunities or interventions.
• Lead specific business and or strategic change interventions by identifying, analyzing and communicating all interventions that are applicable to employees.
• Collaborate with respective Change Leaders and Change Champions or Change Agents, and monitor and evaluate the effective implementation of interventions; and
• Assist with appropriate change sensitization strategies that adhere to the organizations values and culture with the objective to create a receptive environment for change management success.

      4.8.           Diversity Management

• Ensure the effective implementation of employment equity targets and objectives by all departments and branches of Bank Windhoek and other Group entities; and
• Promote the compliance to the AA plan by Line Management.

      4.9.           Training and People development

        ·        Monitor finalisation of career development and succession plans completed by Line Management.

        ·        Advice and guide Line Management in skills gap analysis for all existing and new staff.

        ·        Collaborate with Human Capital Development department (regarding learning and development strategies and training needs) and                    Line Management.

         ·        Effectively manage the relationship between the Line Management and Human Capital Development training and People                                   development offerings; and

         ·        Support, develop and coach HC consultants and other HC colleagues with their personal and professional development, ensuring                    that they are appropriately involved in operational issues and project work as appropriate.

      4.10.        Risk Management

• Ensure compliance and adherence to the operational risk factors and statutory requirements that may affect the business unit assigned to.
• Actively identify risks and possible gaps, and propose mitigating actions where appropriate and implement necessary actions; and
• Liaise with the People Risk Consultant and Business Risk and Compliance Specialists for specialist advice and guidance.

      4.11.        HC Projects / initiatives

• Partner with colleagues in the implementation of the strategic HC plan, projects and initiatives to positively add value to both Bank Windhoek and Group Companies and the employees; and
• Partner with key stakeholders within departments / branches to ensure that all HC projects are appropriately communicated and implemented.

      4.12.        HC Operational Functions

• Analyse and investigate internal people trends and identify improvement opportunities for all areas of the business.
• Uses analytics, data and trends both internal and external to diagnose issues and recommend effective solutions.

• Has a good understanding of the marketplace, competitive position and commercial drivers for the client business area.
• Creates and executes the business/function people agenda.
• Provides advice on organisation development/design, talent, leadership, resourcing and on building organisational capability.
• Ensures seamless delivery and interactions with specialist teams.
• Drives projects and change effectiveness across the business functions.
• Sets clear direction and plans for 1-2 years, able to flex and vary resources and priorities in response to changing situations.
• Partner with Talent Specialists to develop interventions (individual and group) aimed at enhancing business performance; lead the implementation of business changes with appropriate specialist support.
• Be proactively involved in key people processes and initiatives e.g., Workforce planning, talent acquisition, career and succession planning; and
• Proactively seek feedback from the business leaders on the quality of HC service delivery.
• Ensure effective roll-out of HC programmes and initiatives within the business unit (such as succession management, talent management and performance management).

      5.   Budgeting and cost management

• Manage team costs and take corrective action where required by reviewing team’s travel plans and other operational costs.
• Meet all strategic targets by analyzing data, monitor and track progress and take appropriate action; and
• Ensure implementation, quality and delivery of strategic HC projects within set timelines by monitoring progress against the project plan.

• Perform any other reasonable and lawful instructions/ tasks from designated supervisors and ensure that duties are carried out on time and correctly.