Friday, June 24, 2016

Senior Human Resource Business Partner , Barclays Bank Zambia

Barclays is an international financial services provider engaged in personal banking, credit cards, corporate and investment banking and wealth management with an extensive presence in Europe, the Americas, Africa and Asia. Barclays’ purpose is to help people achieve their ambitions – in the right way.

With over 300 years of history and expertise in banking, Barclays operates in over 50 countries and employs approximately 140,000 people. Barclays moves, lends, invests and protects money for customers and clients worldwide.

We provide large corporate, government and institutional clients with a full spectrum of solutions to their strategic advisory, financing and risk management needs. Our clients also benefit from access to the breadth of expertise across Barclays.  We’re one of the largest financial services providers in the world, and are also engaged in retail banking, credit cards, corporate banking, and wealth and investment management.

At Barclays, we recruit based on merit and are committed to promoting diversity throughout our organisation.

Barclays Bank Zambia plc has over 950 employees servicing 220 thousand customers with  240 thousand accounts across 52 branches and 133 ATM’s.

For further information about Barclays, please visit our website

Job Purpose• The Senior HR Business Partner works as a strategic enabler for their assigned business function.
• To lead the implementation and development of the overall People strategy for their assigned business unit/function (BU) ensuring HR delivers commercial, add value HR solutions that are truly aligned to the overall business strategy
• To provide strategic insight and challenge to their business to ensure high performance is achieved within their business unit

Main accountabilities and approximate time split

Strategic Business Partnering: Time split 40 %

• Has a deep understanding of the Financial marketplace, competitive position and commercial drivers for assigned business units.
• Uses business acumen/perspective to translate BU strategy into a clear people agenda within the direction set by the Bank & business Unit strategy
• Aligns business strategy to HR strategy and operationalize it by having optimal supporting organisational structures.
• Is a strategic partner to BUs CMC/functional leader in fast moving, complex and developing environment.
• Ensures BUs have appropriate people plans, capability and resources to deliver the plans.
• Able to prioritise, manage and facilitate people solutions for delivery of the BU strategies.
• Exemplary coach/sounding board to CMC and other senior leaders in the business on handling complex HR matters.
• Trusted and exemplary advisor, initiator and executor to BU functional head in managing disciplinary, grievances and capability matters in the function
• Has influence and credibility with senior leaders and the unit & functional heads
• Talent management: Actively helps the functional head build an effective top talent team, develop and manage appropriately
• Identify key resources and drivers  of BU strategy and clearly quantify impact
• Develops and build strong influential relationships across the senior management teams in order to deliver value add, commercial HR solutions in line with the overall People & Business Strategy.
• To coach and challenge business leaders on all aspects of people strategy and HR related issues to raise the bar on performance across the function and a highly engaged workforce
• Review annual workforce plans & budget with functional heads as prepared by line managers and support all other HR Business Partners to ensure that the plans reflect the actual need and that they support the people strategy for their business areas.
• Able to challenge business leaders/functional heads on people impact in MTP, STP and RAF
• Protect the integrity of the pre-employment risk assessment process by ensuring compliance with policy and manage on going employment practices in the functions.
• Monitor vacancies and the speed of execution of the recruitment process.
• Support line managers in timely initiation, execution and disposal of DCG matters in the functions. Where cases are complex, engage specialist support from the ER Manager.

Business Management: Time split 20%Accountabilities:
• Lead strategic workforce optimisation initiatives and any associated change projects in order to actively increase revenue and business performance
• Supports and challenges the senior business leaders on all aspects of their people agenda providing active leadership, in partnership with business leadership teams, on HR issues such as Reward, Employee Relations, Resourcing, Talent, Performance, Organisation development/change, Culture, Leadership, Learning and Development
• Champion (with other HRBPs and Talent Manager) talent management within the business units and ensure a cohesive approach across functions from acquisition to talent development and to key employee retention.
• Ensuring that all key HR operational processes are delivered successfully to the business including HR functional systems for line managers and colleagues.
• Provides HR support to all business change programmes from inception and works with the Business Support team on implementation, ensuring delivery at pace and business objectives are met.
•  Lead Senior recruitments, placements, displacements and compensation for top roles in the business
• Ensure that CMC, BU heads and line managers are support to own and drive HR processes.
• Able to initiate, design and brilliantly execute integrated people solutions that address key business drivers, bringing together the resources within the business areas and HR Centres of Excellence (CoEs).
• Analyse and investigate internal people trends and identify improvement opportunities for BU and the bank.
• Review the number of Employee Relations issues raised in assigned functions and create improvement plans to address recurring issues.
• Monitor usage of the wellness programmes through reviewing reports generated by wellness teams. Contribute to the improvement of the wellness offering.
• Together with the CMC/functional head, ensure formal succession plans for critical roles are in place and periodically reviewed.
• Identify top talent in the function and network with other HR Business Partners in other functions to identify potential future employment opportunities for identified talent within the business
• Support line managers in leave and absence management and determine acceptable absence thresholds for the business area.
• Collaborate with all other HR Business Partners & the Talent Manager (LLT) to ensure that identified talent has development plans that are periodically reviewed and monitored. Evaluate the plans and provide feedback for potential improvement.
• Create implementation plans for talent identification and negotiate budgets for the development of talent.

Reward & Performance Management: Time split: 20%
• Interpret the reward strategy and customise for the function together with the CMC. Communicate the refined strategy to senior line managers and align with all HR Business Partners for uniform execution. Where required, engage the Reward specialist for support in complex matters.
• Proactively manage the Performance management process in functions on an ongoing basis and as scheduled to ensure the business exceeds planned targets.
• Actively manage underperformance, declining performance and top performance. Where required, initiate in collaboration with line managers and ER Manager Capability processes in order to raise and sustain the performance bar.
• Ensure effective communication of annual pay round outcomes in line with set guidelines. Where relevant, collaborate with Reward specialist and other HR Business Partners to ensure delivery at same pace and feedback overall execution to Head of HR.
• Complete Performance Development Rating and Reward recommendation consistency checks for the function. Manage escalations where appropriate
• Continuously reinforce the bank's focus on the performance development process in conversations with line managers and HR Business Partners.
• Actively drive engagement programmes between CMC, Senior managers, Line managers and all colleagues in the function.
• Develop EOS action items for the division together with the line leaders and monitor implementation.
• During restructuring exercises, facilitate the organisation design process in the function to ensure adherence to the Organisation Structure Design Principles and Spans & Layers. Call in specialist support if required.
• Question the need for redundancy or redeployment when required and determine the availability of alternatives, including networking with other HR Business Partners. Ensure that all restructures have valid reasons. Assist line managers with the drafting of redesigned role profiles.
• Develop communication and implementation plans for people changes, including implementation toolkits and standard communication templates.



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