The Ugandan Jobline

• Provide input into the operational and
  strategic planning in the business area by providing a view on the
  strategic priorities that have been identified for Human Capital at a
  group and business line level.
• Offer support to line managers in creating
  effective organisation structures for their own functional areas in line
  with business unit objectives and processes performed in the business.
• Identify gaps and overlaps in accountability
  and work with the line managers to improve the job designs and levels of
  responsibility.
• Extract organisation management reports from
  the SAP system if needed. For complex or large scale organisation designs
  support can be obtained from the Head Human Capital or the Group
  Organisational Effectiveness team.
• Keenly review appropriateness of job contents
  with line managers and job family owners for all new and updated job
  descriptions, prior to submitting for job evaluation and publication.
• Educate line managers on the value of proper
  job design. When required, complete job analysis and design or request the
  Group Organisation Effectiveness team to support when there are projects
  to address job allocations in the business area.
• Ensure that the rest of the Human Capital
  team in the business area are informed of the changes.
• Ensure that structural changes are checked and
  updated monthly on the SAP (Standard Application Program) system including
  reporting line changes, new joiners and vacancies.
• Actively participate in employee relations
  interventions.
• Regularly review the merits of new cases and
  participate in decision making with employee relations specialists.
• Represent the bank at external tribunals’
  enquiries (such as the CCMA in South Africa). Participate in the
  preparations of union packs and ensure that the proper approvals are
  obtained before submission.

• Taking into consideration business plans for
  expansion or disinvestment, suport line managers to plan their workforce
  requirements for the year ahead. Proactively identify gaps and create
  improvement plans with support from Resourcing and Learning. In business
  areas where the functionality exists, work with workforce planning or
  productivity managers to ensure that Human Capital governance is adhered
  to.
• Approve requests for replacement vacancies as
  part of the quarterly workforce planning reviews. Render support in
  managing the headcount budget in partnership with finance.
• As part of engaging with employees across the
  business, identify potential opportunities for employees to move to other
  areas and arrange interaction with resourcing teams where appropriate.
• For non-permanent resources that are
  contracted through payroll, review and approve the terms of the contracts
  prior to distribution to the candidate
• Participate in interviews
• Keenly review requests for non-permanent
  resources and challenge line on the appropriateness of appointing
  non-permanent giving consideration to duration of the work, rates, skills
  levels and labour regulations governing non-permanent appointments
• Actively participate in the selection and
  contract negotiation process for fixed term contractors on request
• Build, strengthen and manage relationships
  with labour brokers and other non-permanent resource providers at a local
  level
• In line with bank – wide and local diversity
  requirements, review the composition of the workforce in the business area
  and advise line on specific interventions to ensure that the bank’s
  workforce meets diversity standards. Identify potential barriers and work
  closely with the Diversity team to create programmes to overcome the
  barriers.
• Actively participate in the orientation
  process held in the business by meeting new starters during their first
  week and position the offerings from Human Capital. Business Partners are
  responsible for arranging introductions to key business stakeholders.
• Conduct exit interviews for junior and middle
  managers who have resigned as well as other employees. Compile analysis of
  the results of the exit interviews and share with the Head of Human
  Capital if any concerns are flagged.
• Drive succession plans for senior management.
  Review the completeness of the plans and highlight gaps to the business
  senior management. Actively participate in the development actions of
  identified successors. When international assignees are identified for
  roles in the business area, request costings for the assignment from the
  International Assignment (IA) team. In consultation with the IA and tax
  consultant the additional assignment costing forms should be completed and
  explained to the hiring manager. Ensure that proper approvals are obtained
  before the offer is extended to the candidate.
• Facilitate discussion with home Business
  Partners to agree assignment period as well as the notice period in the
  current role of the assignee.
• On the assignment start date provide the
  workplace orientation in consultation with the line manager.

• Continuously engage with employees and line
  managers in the business unit to determine the level of engagement.
  Identify areas of concern and address with the business unit’s leadership.
• Advise line managers on effective goal
  setting for their employees. Review a sample of performance contracts
  during each performance cycle with a focus on those prepared by new line
  managers. Provide feedback to line managers on areas for improvement.
  Facilitate goal setting sessions where required.
• Coordinate and preside over performance
  moderation exercises. Advise line on the appropriate performance
  distribution given their business unit performance.
• Keenly track all employees on performance
  improvement plans and monitor closure/exit. Monitor the performance
  improvement process and ensure that governance and documentation standards
  are adhered to.
• Keenly review overall pay levels for the
  business unit against market information and incorporate trends identified
  during recruitment. Highlight gaps or concerns to the Head Human Capital
  for consideration when determining the remuneration plans for the following
  year.
• Review requests for interim increases against
  the policy requirements. Make recommendations for approval and facilitate
  the process between line and Reward.
• Review remuneration matching by comparing the
  job market match to the individuals and highlighting areas that require
  correction to the Reward teams. Analyse pay data against market
  information to make recommendations to line managers where significant
  adjustments are required.
• Manage the process of distribution of the
  increase and bonus pools. Monitor spend and allocation of funds. Ensure
  that the remuneration cycle is managed as a project within the timelines
  defined by the Reward team.
• Drive the reward moderation process by
  advising the business unit leadership on the moderation principles and
  guiding the conversations in the moderation meetings. Ensure that fair and
  consistent standards and guidelines are applied.
• Explain the recognition programmes together
  with the opportunities to drive employee engagement and   retention to line managers. Act as a
  champion for driving nominations.
• Drive the process of identifying middle
  management and professional level talent. Engage with the talent team to
  drive talent validation processes. Advise the business unit leadership on
  the thought processes around talent identification and development.
  Participate in the creation and monitoring of development plans for
  identified talent.
• Create a 1 to 2 year view of the skills
  development needs in the business area with support from Learning and
  Development. Help line managers understand the importance of development
  activities together with any local regulatory requirements around
  training. Provide input into the business area’s skills development plans.
• Participate in the development of career maps
  and learning pathways for job families that are unique to the business
  area. Coach line managers on how to have career discussions with their teams.
• Keenly monitor the business area’s adherence
  to mandatory compliance training requirements. Drive the understanding of
  the importance of completing the training within the regulated timelines.

• Ensure a thorough understanding of all Human
  Capital processes and policies. Guide line managers across the business.
• Proactively brief line managers at the start
  of major events in Human Capital calendar (for example when the annual
  remuneration process starts).
• Participate in the group-wide designs of
  Human Capital solutions and process improvements as business representatives
  on request.
• Act as the change champion for improvements
  in Human Capital processes and systems by explaining the benefits to line
  managers. Call on support from the group teams in the change management
  process if needed.
• Engage with line managers to determine which
  people metrics they require for decision making.
• Aggregate and consolidate the demands and
  feed into the Business Intelligence team.
• Conduct detailed trend ananlysis on metrics
  and indicators to create a proactive view of emerging risks in the
  business area. Provide a summary view to the business together with
  potential mitigation plans.
• Analyse the impact of internal (projects,
  systems, process, structure) changes as well as external (market dynamics,
  labour issues, regulatory changes, union involvement) on the people in the
  business area.
• Ensure that the business is adequately
  prepared to deal with the people impacts.
• Review and understand the services provided
  by PeopleFirst. Encourage line managers and employees  to use their services.
• Ensure that change requests are logged for
  any changes to be affected.
• Ensure a personal deep understanding of the
  capability that exists on the Human Capital systems and to encourage
  business users to use all the available functionality.

• The applicant for the Stanbic Bank Senior
  Human Capital Business Partner career opportunity should hold a first
  Degree in Industrial Psychology or Human Sciences or Commerce
• At least five to seven years’ experience in
  Business Partnering and a deep understanding of the core Human Capital
  functions including: Resourcing, Reward, Employee Relations, Industrial
  Relations, Diversity and Inclusion, Learning and Development and
  Organisational Effectiveness.
• Some experience in the financial services
  industry would be advantageous.
• Business Acumen: Proven ability to analyse business
  financial performance as well as competitor and external factors as it
  would apply to the people practice in the organisation.
• Workforce Planning: Knowledge of the concepts,
  principles and practices related to determining workload projections and
  current and future competency gaps.
• 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.
• 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
• 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 business.

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