GROUP HR DIRECTOR SPECIFICATION

REPORTING LINES
• Direct reporting line into the Group CEO, dotted line to reporting to Group CFO
• Supportive role to the HR Managers/HR Business Partners, Learning
Coordinator, Group CFO and MD’s of the individual Operating Companies

SKILLS SET
• Proven experience as HR Director – 7-10 years
• Talent management and organisational development experience – 7-10yrs
• Commercially astute – proven budget management
• Multi-level negotiation and selling skills
• Influence of all stakeholders up to a board level
• 7-10 years Executive level coaching and mentoring skills and experience
• Action orientated
• Output driven and able to work to deadlines
• Inspire confidence of the CEO and senior executives through timely delivery of information and plans.
• Strategy development and execution
• Labour Relations skills
• HR skills
• Hands on experience in learning and development including dealing with the SETAs on the skill development initiatives

EDUCATION
• Bachelor’s Degree in Human Resources or a related field required
• Post graduate degree in Human Resources Management or Industrial
Psychology

THE CORE OF THE POSITION

• Championing the achievement of the overall Group HR and Talent Strategy through people (by attracting, retaining and growing the right talent to and in the Group)
• Play a supportive role to the Group Executive and be proactive in delivering strategic talent initiative
• Drive the reputation of the Group as an aspirational organisation to work for by current and potential top talent in the industry
• Lead and develop the HR team
• Assisting Group Operating Companies with HR management
• Assist Group Operating Companies in devising and implementing HR transformation plans
• Taking overall ownership of the Group’s learning strategy and initiatives
• Develops and implements the Group's HR strategy, ensuring it aligns with the overall business strategy
• Identifies and mitigates HR-related risks, such as legal and compliance risks.
• Leads and supports organisational change initiatives, ensuring a smooth transition for employees. Including but not limited to sale of business (s197) and restructuring processes (s189)

KEY RESPONSIBILITIES and KEY PERFOMANCE AREAS
1. Leadership of the Group HR Strategy
2. Supporting the Group Operating Companies HR Strategies by working closely with business leaders and line management providing expert guidance
3. Supporting Senior Executive Career Path
4. Talent Thought Leadership
5. Champion of Talent Diversity
6. Owning Labour Relations
7. Leadership of HR Admin function
8. Leadership of the Group’s learning strategy and overseeing its execution

KPA FUNCTIONS AND MEASUREMENT:
GROUP HR STRATEGY
1. Drive the development and continuous enhancement of the Group
Talent Strategy
2. Lead the implementation and maintenance of the Group HR Strategy
Including but not limited to
a. Recruitment: Policies, Procedures and Best Practice in identifying and recruiting top talent
b. Retention: Induction, Coaching, Mentoring, Recognition and Rewards, Performance Management, Skills and Career Development,
Training, Succession Planning Diversity Management, Health and Wellness
3. Lead the vision of the Group as an Employer of Choice, attracting, retaining and growing the best of breed talent in the industry
4. Lead the harmonisation of the policies and procedures across the Group
5. Lead the development of a pipeline of talent across the group

KPIs
a. Delivery of the plan per agreed upon milestones and deadlines
b. Yearly Improvement of the “Best Company To Work For” Score
c. Reduction of A list staff turnover
d. 360 review from Group Leadership
e. Depth of talent pipeline
f. Reduction in all talent related costs

GROUP OPERATING COMPANIES HR STRATEGIES
1. Lead the cascading of the Group HR and Talent Strategy to the operating companies
2. Develop and Drive feedback mechanisms from the operating companies on challenges and opportunities that are talent related for the group and the specific companies
3. Lead establishment of best-in-class guidelines (adaptable by operating companies) for the operating companies from recruitment to retention

KPIs
a. Standardised Performance Appraisal System
b. Standardised Policies and Procedures
c. 360 review from MD’S on support levels

SENIOR EXECUTIVE CAREER PATH
1. Support the Group CEO in developing individual career paths of
senior executives in the group in line with the succession plans of parent company 2. Support senior executive in execution of their Personal Development Plans 3. Lead the development of a best-in-class executive resource portal for career development of the company’s senior executives

KPIs
a. Senior executive PDP
b. Senior executive resource portal

TALENT THOUGHT LEADERSHIP
1. Lead the reputation of the Group as an organisation with leading edge thinking, approach and execution of Talent Management in the marketing, media and communication industry on the continent

KPIs
a. The number and quality of media profiles of the company as a top employer
b. Deliver white papers, lectures and presentations at industry conferences

TALENT DIVERSITY
1. Support the Group CFO in driving the Transformation targets of the operating companies
2. Support the leaders of the operating companies in turning the respective companies into hubs of the most diverse talent in the industry in relation to race, gender, skill set

KPIs
a. A diverse workforce
b. Exceed industry transformation targets

LABOUR RELATIONS
1. Lead the development of best of class Labour Relations practices, policies and systems across the Group
2. Lead the reputation of the office of the Group HR Director as the point of reference internally for all labour related matters

KPIs
a. Policies, practices and systems that support a fair, efficient and effective labour relations environment

LEADERSHIP OF HR ADMIN FUNCTION
1. Own compliance with relevant labour related legislation
2. Lead timely completion of all labour related reporting requirements

KPI
a. Reduction of cost related to labour related legislation
b. Meeting of reporting deadlines

LEARNING STRATEGY AND OVERSEEING ITS EXECUTION
1. Devise and own the talent development strategy
2. Devise and implement a cost efficient central learning platform that delivers relevant learning programmes to the OpCos

KPI
a. Delivery of the central learning programmes within budget
b. Delivery of relevant learning programmes to the OpCos