Glynn Bezuidenhout

Demonstrates commercial awareness and strategic partnering and developing bespoke people solutions to address business challenges.

Utilises deep understanding of functional expertise and business acumen to translate the SME strategy into a clear people agenda, supporting the strategic ambitions of the segment.

Acts as a strategic partner to the SME Exco and functional leaders with key participation in business transformation and optimisation programmes.

Uses key data analytics and trends both internally and externally to diagnose business issues and recommending effective people solutions.

Owns the relationship with the SME leadership as a trusted advisor, adopting appropriate coaching techniques to build leadership capability and influencing key decisions.

Actively assists Managing Executive to build the effectiveness and develop the Exco top team appropriately, playing a partnering role in identification and participation in leadership development programmes.

Owns the end-to-end HR delivery, inclusive of CoE areas such as Talent Acquisition and Learning.

Drives a culture of customer centricity and responsiveness across the SME Human Capital team.

Takes ownership of strategic resource planning and delivery, and is a key member of the SME Efficiency steerco.

Drives effective employee engagement for SME and supports the SME Exco in driving the segment's culture transformation journey through a leader-led approach.

• Uses business acumen/perspective to translate Business Unit strategy into clear people agenda (1470 complement) within direction set by bank and global People Function for business with multiple core lines of business.
• Is strategic partner to Business Unit Functional Leaders in fast moving, complex and developing environment.
• Articulates strategy and can translate into actions and results for function.
• Owns relationship with Business Unit leadership as trusted advisor.
• Translate business strategy into people strategy and ensuring that workforce planning is embedded whilst providing People analytics that deliver relevant insights.
• Ensure development of high performing team through embedding formal Performance development and informal coaching.
• Understands cost drivers and manages budgets successfully.
• Strategic Capability
• Ability to continuously evaluate and redirect business strategy and value proposition thereby promoting competitive viability of organisation.
• Ability to set ambitious goals, maintain bias for action, drive delivery and take accountability for outcome.
• Demonstrates ingenuity and curiosity to do things better and fosters environment of disruptive thinking and action
• Ability to analyses and quickly grasp implications of situation, relating data from different sources, critically evaluating, and integrating information/ facts, and diagnosing problem.
• Ability to build, inspire, and develop teams towards high performance
• Ability to build extensive collaborative network amongst different stakeholders within and without organisation (at most senior levels) that supports achievement of business goals

Supported Regional Management (Eastern Cape) from September 2014 to August 2018) and from September 2018 to January 2021 the Head Office business areas within Physical Channels and worked directly with business leaders and other other People stakeholders. Integral part of design and implementation of Physical Channels People Agenda, providing strategic insights and advisory on People related matters and initiatives to drive achievement of business strategy and objectives. Since September 2019, have taken up additional responsibility as acting People Head for Central Region (Relationship Banking and Physical Channels), and taken ownership of implementing core Absa People practices and target experiences aligned to business area People agenda. Key responsibilities include development and implementation of bespoke business People related solutions.

Projects:

* Retail & Business Banking Restructures - People Project Lead for Physical Channels and Co-opted Project Lead for RBB

* Stabilised the Central Region from a climate and culture perspective

• Deliver Human Resources and people development agendas across region to ensure optimal delivery of HR strategy for ABSA Group, its Clusters and Divisions within specified Region
• Further to this, assumed role of Human Resources Business Partner for Regional Business Leadership Team of ABSA Group as per Super Regions
• Utilize allocated resources to achieve optimal delivery of HR in province
• Fulfill coaching and advisory role for management in province as Head of Human Resources
• Ensure that all relevant HR compliance and governance are adhered to in province for purposes of audits
• Managing Super Region's HR environment in terms of integrating various Divisional Tactical plans into Regional inter-divisional HR plan
• Perform people management functions, including but not limited to: workforce and recruitment demand planning, recruitment, talent management and succession planning, mentoring and coaching, management of discipline and grievances, performance development, reward and recognition management, training and development
• Ensure that Code of Good Practice targets are met for team.

• Operationalise people strategy set for supported business area and translate into practical deliverables for execution by HR Business Partners and other members of HR team
• Business areas under my responsibility were initially Business Bank, Wealth, Investment Management and Insurance, Vehicle Finance, Home Loans and COO functions
• My portfolio was later expanded to include Retail Bank and Private Bank as we optimized to only having 1 Senior HR Business Partner
• Other key responsibilities included: o To build effective and collaborative relationships by including awareness of, understanding of and actioning of people strategies across all areas of responsibility
• Participate and influence BU/Cluster/Regions in terms of various performance drivers in business pertaining to people component of business
• Address OD related needs in terms of management and leadership development, utilising Absa Leadership Framework
• Advise and coach line leaders on effective management and leadership practices as prescribed by Absa Group HR framework and governance
• Ensure that key programmes in unit are aligned and support by People Change Enablement Framework
• Act as key change manager/enabler, with support of various cluster/Group specialists – deliver integrated view to BU/Regions, and ensure key risks and issues, as well as overall programmes are managed effectively
• Promote and create full understanding of Absa Reward Framework with business unit/Region – consulting on incentive schemes, optimal salary scales for various key roles, and overall payround process
• Ensure delivery of all key transformation enablers into business
• Manage HR Business Partners and HR Consultants effectively – ensuring disciplined implementation of various HR plans, derived from overall BU/Cluster/Region People Agenda
• Achievements:
• Successfully managed and coordinated Sales and Process Operating Model restructuring in Business Bank during 2011 for Free State and Northern Cape provinces
• HR Delivery was biggest HR business unit that covered Provincial footprint of all HR functions (HR Operations, HR Specialists and Business-aligned HRBP’s) and was first Senior HRBP tasked to manage combined portfolios and did so successfully.

• Anaged local, Business and provided professional HR service to rest of businesses for both Bloemfontein Centre and Beaconsfield Depot (Kimberley)
• The Human Capital Business was made up of various departments, inter alia, Employee Relations, Payroll & Benefits, Recruitment, Employee Assistance Programme, and Training & Development
• Key focus areas: o Ensure that all businesses have employment equity plans in place and effective functioning of Centre Employment Equity Committee
• Ensure that recruitment processes supported appointment and promotion targets at identified job levels
• Assist businesses in developing human capital plans taking cognizance of operational goals and financial budgets
• Implement Transnet organisation development initiatives, e.g., Culture Charter roll-out
• Ensure that all capacity building initiatives and events were planned and scheduled according to Workplace Skills Plan
• Ensure harmonious environment by engaging and involving all stakeholder (management and trade unions) via appropriate forums.