SIHLE CHAMANE

SUMMARY OF RESPONSIBILITIES – As part of the HR Leadership Team: Crafting and delivery of Organisational Culture Transformation & Development Strategies together with related interventions for organisational effectiveness across the Group (within 5 business units/mines with a total of 6500 employees).

• Identified areas of improvement through regular performance reviews, providing constructive feedback and coaching for team members.
• Collaborated with other group managers to develop best practices for operational efficiency across departments.
• Drove organizational change initiatives that resulted in streamlined operations, improved employee morale, and increased efficiencies throughout the group.
• Managed budgets for various projects, consistently meeting financial targets while maintaining high-quality output.
• Championed a culture of continuous improvement within the department, encouraging innovation and creative problem-solving among staff members.

Aligned to overall Exxaro and People strategies deliver the following:

• Create a compelling vision and direction (aligned to business, Human Capital & CEO strategic objectives) for culture transformation, incorporating key elements for behaviour change to enable business performance/workplace improvement and effectiveness,
• Develop and implement the following strategies and best practice: employee listening and engagement strategies, frameworks/methodologies for change management, DEIB (diversity, equity, inclusion and belonging), performance management, EVP (employee value proposition) aligned to key touch points of the employee life cycle, employee experience, employer branding, leadership philosophy, mindset and role modelling, culture transformation, talent management, succession planning, capability development, employer branding, values and leadership philosophy & operational deployment, organisational design processes
• Building sound stakeholder/customer relationships, ensure functional excellence, effectiveness, improvement, collaboration within the Human Capital function and external stakeholders (including other functions and leaders), compliance and governance
• Driving strategy deployment/cascading with leadership and functional integration processes through performance management
• Source external partners, provide leadership to staff and manage functional budget
• Key reporting for Exco, Remco and Social ethics and Risk Committee (SERC)

Key Achievements:

• Successfully implemented the Exxaro culture transformation journey in line with strategy & values
• Implementation of leadership philosophy for Executives and business unit leaders
• Developed and implemented EVP strategy aligned to human capital value chain, Traditional and Human Deal Approach
• Implemented re-imagined performance management philosophy, moderation process, related digital application and leadership accountability process (KPIs, 360degree tool)
• Developed and implemented change management framework/methodology, tools & capability development
• Implemented listening strategy (across the employee life cycle) and inclusive culture strategy (as per Diversity, Equity, Inclusion & Belonging
• Developed and implemented Human Capital competency framework (approved by SABPP (South African Board of Personnel Practice)
• Achieved Top Employer status for 2022 & 2023

REASON FOR LEAVING: Career Growth

MAIN RESPONSIBILITIES

• This business focused on HR consulting and managed to secure short-term Project with Etion Technology, providing human capital support to the HR Executive
• Project with Salt working with the MD, on transformation, employment equity for the business, Cyclone Engineering (culture, continuous improvement and business sense training)

REASON FOR LEAVING : Headhunted for Exxaro Role

MAIN RESPONSIBILITIES:

• This role is a generalist position responsible for providing leadership to divisional strategy development and execution of comprehensive human capital initiatives within the division. It is a national role focusing mainly on South African operations. It reported directly into the Managing Director and HR Director, a divisional EXCO role. It has a total team of 4 people reporting in to the Head of Human Capital structure. Key areas of strategic focus include;
• Talent sourcing; job profiles, advertising, interviewing and assessments, offers, DL up to EL roles, employee on-boarding programme
• Remuneration and employee benefits; job grading, benchmarking, salary increases and incentives, leave management, medical aid, provident fund, trustees/administrators and underwriters
• Employee Relations strategy development and implementation. Union relationship management (GIWUSA and CEPPWAWU) and wellness initiatives. Dispute resolution; Wage negotiations, Collective agreements/Bargaining Council, CCMA, Arbitrations, discipline handling, policies and procedures development and review
• Skills development; competency development/profiling (WSP, Graduate development, SETA interface, leadership development, pivotal programmes, induction), interface with talent initiatives
• Talent management initiatives; performance management, succession planning and pipeline management, retention, career management initiatives, assessments and leadership tools
• Organisational development and change management; design/structures, resource planning, organisation culture and values, transformation programmes (BBBEE/Employment Equity, diversity, management, GMP (General Manufacturing Practices) programmes, EVP (employee value proposition) programmes
• Human Capital budget management + R3 500 000 covering headcount, salaries, training, equipment/tools, service providers/consultants and miscellaneous
• Divisional EXCO and Board reporting
• Crafting and implementation of Divisional Human Capital Strategy
• Development and implementation of divisional succession plan
• Develop and manage divisional transformation, talent management and processes cultural climate

REASON FOR LEAVING : Family obligations & pursuing own business interests

MAIN RESPONSIBILITIES

• Managed necessary processes regrading organizational design and interfaced with continuous improvement initiatives such as corporate re-organisation, retrenchments, downsizing
• Managed and implemented the development of talent management strategy/operating model and alignment with overall business strategy
• Aligned and implemented talent management interventions in line with the Regulator needs focusing on change management, organizational values, cultural climate and behaviour improvement and staff engagement and communication platforms incorporating labour structures, leadership development and executive coaching, succession, performance management, retention, integration with learning and development processes, mentoring and coaching, rewards and benefits solutions
• Managed the delivery of skills development strategy, WSP, SETA engagement, levies
• Managed the implementation of talent sourcing strategies
• Aligned implementation of talent management initiatives with HR operating model for example organizational design, workforce planning across the business, capability and competency analysis, talent sourcing/recruitment strategies (7B’s),leadership and pipeline development using tools such as Drotter model, psychometric assessments, levels of work and 9 box matrix), talent development (IDP’s), performance & succession management, performance management cycle, crucial conversations/talent discussion and implementing talent forums and talent mobility platforms
• Managed implementation of the Regulator transformation strategy in line with the Regulator requirements (Recruitment and selection, BBBEE elements, diversity, employment equity, talent management intervention, skills development interventions).
• Effective stakeholder engagement to influence the changes and drive talent interventions
• Prepared and provided HR Executive with necessary information and analysis towards engaging and reporting progress to the EXCO, Board/Council members, Remuneration Committee, Social Ethics Committee regarding progress on talent, culture and performance initiatives (presentations, monthly and quarterly reports such as Transformation/BBBEE against the sector codes)
• Overall management of divisional scorecard (APP) annual performance plan
• Managed the team of 5 people (1x Recruitment Manager, 2x Specialists OD & Training) and 2 x HR Officers)

KEY ACHIEVEMENTS:

• Being appointed to act as HR Executive for 1 month within the period he worked as Senior Manager for Talent and Performance
• Registration of skills levy and interface with SETA
• Driving performance culture in line with APP (Annual Performance Plan)

REPORTING STRUCTURE

HR Executive

Direct reports: 5 (1x Recruitment Manager, 2x Specialists 2x Administrators)

REASON FOR LEAVING: Offered Permanent Role at Adcock

MAIN RESPONSIBILITIES

Reported to the Human Resources Executive/Director his role interfaced all strategic HR projects and assignments with Talent Management, Business Performance, Business Strategy Development, Alignment and Execution within the Operating Group; Develop, adapt and implement effective talent management solutions across the Operating Group’s 5 divisions situated in South Africa, Swaziland, Zambia, Mozambique integrating Finland and Australian operations as well as the corporate office:

• Managed necessary processes regrading organizational design and interfaced with continuous improvement initiatives such as corporate reorganisation, retrenchments, downsizing
• Managed and implemented the development of talent management strategy/operating model and alignment with overall business strategy
• Aligned and implemented talent management interventions in line with Divisional, Operating Group and Group needs focusing on change management, organizational cultural climate improvement and staff engagement and communication platforms incorporating labour structures, leadership development and executive coaching, succession, performance management, retention, integration with learning and development processes, mentoring and coaching, rewards and benefits solutions
• Aligned implementation of talent management initiatives with HR operating model for example organizational design, workforce planning across the business, capability and competency analysis, talent sourcing/recruitment strategies (7B’s),leadership and pipeline development using tools such as Drotter model, psychometric assessments, levels of work and 9 box matrix), talent development (IDP’s), performance & succession management, performance management cycle, crucial conversations/talent discussion and implementing talent forums and talent mobility platforms
• Managed implementation of the operating group transformation strategy in line with Group requirements (Recruitment and selection, BBBEE elements, diversity, employment equity, talent management intervention, skills development interventions).
• Effective stakeholder engagement to influence the changes and drive talent interventions
• Prepared and provided HR Executive with necessary information and analysis towards engaging and reporting progress to the Operating Group EXCO, Board members, Remuneration Committee, Social Ethics Committee regarding progress on talent initiatives (presentations, monthly and quarterly reports such as Transformation/BBBEE against the construction and mining charter, Balance Scorecard)

From 2011 – 2013 - seconded to support the Operating Group Managing Director with regards to Business Strategy Development, Alignment, Execution and Business Performance as a special project where I;

• Managed the development and implementation of overall Operating Group strategy in line with local and international growth (SADC, East & West Africa, GCC countries, Australia, South America, Canada) to improve revenue, EBIT, operations and people processes
• Aligned the Divisional and Operating Group strategy with overall Group strategic objectives
• Integrated performance management system and alignment with Balanced Scorecard
• Managed Operating Group strategy review sessions and quarterly Board reporting for the balanced score card.
• Aligned and refined HR deliverables in accordance with overall business strategy
• Aligned business and HR strategy through Balanced Scorecard methodology and integrated with company performance management system for business unit leaders and executives
• Reviewed organizational culture and staff engagement initiative through conducting a climate and culture survey and facilitated interventions for improvement

Appointed to act as HR Executive/Director from October - November 2013 (2 months) and had to lead the team of 15 people and also represent HR at EXCO

• Successful development and implementation of talent management strategy

Appointed to drive the HR strategy development and implementation for 9 months (May 2012 – January 2013) as a project

• Improvement of transformation status through BBBEE improvement from level 5 to level 2
• Developing a successful business case on pipeline development/succession planning
• Integration of competency-based recruitment
• Assisting HR Business Partners and other business leaders understand operations and financial modelling better through implementation of finance for non-financial managers

ACHIEVEMENTS

• Being appointed to act as HR Executive/Director from October - November 2013 (2 months) and had to lead the team of 15 people and also represent HR at EXCO
• Working with the Operating Group MD to drive business performance through the Balanced Scorecard as a strategy implementation tool as well as senior leadership engagement and strategy review sessions
• Driving the Operating Group culture change process through DNA definition, values, leadership behavior embeddment
• Being responsible in setting a new function for organisational development and talent an overall workforce planning for the organisation
• Development and implementation of Aveng Manufacturing Employee Value Proposition strategy
• In 2011 to 2013 he was seconded on a project to work with the Managing Director to implement overall business strategy and integrate the objectives to performance management process. This project sat at EXCO level. Also assisted in the process for corporate reorganization which was a joint initiative with Boston Consulting Group (BCG)
• Successful development and implementation of talent management strategy
• Being appointed to drive the HR strategy development and implementation for 9 months (May 2012 – January 2013) as a project
• Improvement of transformation status through BBBEE improvement from level 5 to level 2 on the old codes
• Developing and implementing business succession planning and performance management strategy
• Integration of competency-based recruitment
• Assisting HR Business Partners and other business leaders understand operations and financial modelling better through implementation of finance for non-financial managers

REASON FOR LEAVING: Retrenchment

MAIN RESPONSIBILITIES:

Reporting to HR Director, Developed and implemented talent management and human resource development strategy, policies and solutions for Africa Region (NIGERIA, ZAMBIA, ZIMBABWE, GHANA, BOTSWANA and SOUTH AFRICA) for EXCO approval and in line with corporate office in Columbus (UNITED STATES) expectations:

• Performance management: policy & guidelines development and approval by EXCO, alignment with corporate and regional expectations, roll out of performance management deliverables e.g. training of EXCO/MANCO on key principles and utilization of PMS electronic system (OnTrack – Oracle Application), provided support to various businesses within the region, audit/monitor and evaluate effectiveness of PMS process, linkage with rewards and recognition process by distinguishing performers from non performers, establishing training and development needs, management of performance evaluation process.
• Succession planning: working together with regional businesses in term of their HR planning processes to identify key bench positions, utilized performance management processes and assessments (psychological) and models (such as Drotter’s Leadership Pipeline and 9 Box) to motivate succession debate within key leadership and critical positions and establish potential and successors to bench positions, developed MDP, regional/regional assignments and graduate recruitment process, Tracking talent dashboard via OneSource (an internal Oracle application software) and facilitate succession planning forums and evaluate progress quarterly.
• Employee & career development: utilized various assessment tools, performance management and training needs analysis processes to establish career paths, readiness levels and aligning this process with various customized development programmes e.g. academic, assignments (regional/global), business leadership development, mentorship and coaching roll out where mentors were identified/selected and allocated to mentees.
• Organizational design, change management & transformation: Develop and implement organization design processes (7-S McKinsey model being the driver of the process). Conducted organizational assessments/audits and benchmarking, employee surveys and focus groups, collated and analyzed data, presented results to EXCO, gave feedback to various organizational/regional teams, identified interventions and developed action plans with EXCO. Established BBBEE and Employment Equity forum/transformation committee with milestones in line with business imperatives. Aligned business targets in line with BBBEE scorecard, compiled and submitted EE report to Department of Labour. Participated in diversity management programme which was part of corporate diversity programme. HR planning in terms of organizational design (looking at operational structure versus people requirements).
• Training and development: established training needs utilizing performance management and functional integration plan to collate data, scheduled training, developed training manuals, conducted training programmes e.g. Interviewing skills, competency based interviewing using Targeted Selection process, Industrial Relations Training (Disciplinary Hearings and Grievances, CCMA, Discrimination, Labour Relations Act, Sexual Harassment), Management Development, Diversity management training, Induction training. Establishment of learnerships in line with MERSETA and SEIFSA requirements, management of apprentice training in line with MERSETA requirements, compilation and submission of training report to MERSETA and recovery of Skills Levies. Management of training budget of R2milion and supplier management.
• Staff Retention: analysing attrition trends through exit reports and exit interviews, presented data to EXCO and established suitable interventions for implementation. Conducted salary surveys via REMCHANNEL to align internal compensation model with the market, Analysis of (role profile alignment, job evaluation processes), presented findings to EXCO and corporate (US) for approval, implemented mentorship and coaching programme, implemented recognition programmes for the employee of the month utilizing 6 sigma projects and various employee ideas and achievements.
• Recruitment and selection: strategic input towards the recruitment and selection policy, training on Targeted Selection/competency based interviewing skills.
• Communication: attended EXCO, union (NUMSA) and departmental meetings, conference calls to corporate office, local management meetings, presentations and reports, written electronic communication and informal discussions.

KEY ACHIEVEMENTS

• Retention plan for engineering technicians reducing attrition rate from average monthly rate of 6% to 2% in four consecutive months and general attrition rate from average 7% to 3%.
• Developed and implemented Cummins Leadership Development programme for succession planning
• Implementation inaugural, mentorship and coaching programme
• Alignment of our compliance and technical training programs resulting in Cummins receiving its first rebate of R800 000 from MERSETA
• Improved BBBEE rating score from level 4 contributor to level 1 contributor

REASON FOR LEAVING: Retrenchment

MAIN RESPONSIBILITIES

• Talent sourcing/recruitment: using Targeted Selection to recruit for various organizational levels up to senior management excluding executives, assisted by various psychological assessments, university recruitment, media advertising, career exhibitions, electronic platform using Taleo (Oracle Application) recruitment system to track, update recruitment status and run recruitment reports, appointments, contracts (local and international), salary structuring, placement and induction
• Performance management: aligning performance management policy & guidelines and approval by EXCO, alignment with regional (AMEA – Africa, Middle-East & Asia) expectations, roll out of performance management deliverables e.g
• Training of MANCO on key principles and utilization of PMS electronic system (HR Centre – Oracle Application), provided support to various businesses within the region, audit/monitor and evaluate effectiveness of PMS process, linkage with rewards and recognition process by distinguishing performers from non-performers, establishing training and development needs, management of performance evaluation process
• Training and development: identifying training needs using performance management and functional integration, conducting training such as IR training, recruitment and selection/competency based interviewing skills
• Managed skills development processes in line with CHIETA
• Compensation and benefits: conducted job analysis & grading, salary benchmarking using REMCHANNEL, managed salary structuring processes for fixed and variable pay through VIP system, managed employee share scheme, provident fund, medical aid, promotions, transfers, linkage with performance management in terms of bonus calculation and allocation
• Succession planning: Talent identification, classification using 9 Box Matrix and Executive Centre (Oracle Application system) to track talent bench and maintain dashboard, interfacing with performance management results to validate and distinguish performers from non- performers and to identify employee training and development needs
• Facilitate and motivate for promotions, internal and global mobility programme in collaboration with departmental heads
• Retention: update, track (using spreadsheet) to analyse exit interview data to establish attrition trends
• Formulate reports and present to EXCO using PowerPoint in order to demonstrate challenges and come up with interventions and priorities for the business
• Organizational change management
• Conducting organizational assessment and employee surveys and focus groups, collating data, present survey results and reports to EXCO in order to create awareness and to engage senior management on possible deliberations and communication processes
• BBBEE and Employment Equity management and compiling required reports to relevant statutory state institutions e.g
• Department of Labour
• Sit in the transformation committee as a facilitator of the deliverables and HR representative
• Employee Relations Management
• Managed all aspects relating to industrial relations e.g
• Bargaining Council (FMCG and Chemical Industry), CCMA cases where I represented the company on approximately 7 conciliations and 8, successful arbitrations, Disciplinary and grievance hearings, union negotiations and collective agreements with CEPPAWU and CWIU
• Provided line management advice and training, workplace forums and communication, policies and procedures

KEY ACHIEVEMENTS:

• Developed and implemented succession planning pipeline utilizing dashboard from Taleo
• Reduction of attrition rate from a monthly average of 9% to 4%
• Departmental redesigning/restructuring to allow for efficiency, retention and staff development
• Graduate recruitment programme implementation

MAIN RESPONSIBILITIES: As the head of HR, overseeing Polokwane (Enterprise), Free State, North West, Eastern Cape, Gauteng and Western Cape (Dairy Belle) operations;

• Led employee relations strategy development and implementation. Annual wage negotiations (centralized and plant bargaining), dealt with 2 unions (FAWU & FEDCRAW), Recognition agreements, managed staff communication process (attended union meetings as HR head, MANCO meetings as HR head, workplace forums as HR head). Managed disciplinary and, grievance processes and provided guidelines and advisory to line and MANCO, CCMA (10 successful conciliations and 16 successful arbitrations and 1 successful Labour court. Implementation of (Sexual Harassment, Dispute Resolution, Managing and chairing disciplinary and grievance hearings, disciplinary code, Labour Relations Act, Basic Conditions of Employment Act, diversity management training, discrimination and fair employment practices)
• Attended FMCG-Bargaining Council meetings to track industry trends
• Implementation of employee health and wellness programs
• Talent acquisition: using Targeted Selection to recruit for various organizational levels up to senior management excluding executives, assisted by various psychological assessments, media advertising, electronic platform spreadsheet to track, update recruitment status and run recruitment reports, short listing, conducting interviews with line management, appointments, managing offer of employment with successful candidates, contracts, salary structuring, placement and induction
• Managing service providers and headcount budget
• Managed transformation aspects within recruitment in terms of EE and representation
• Talent management and organizational effectiveness programs
• Enhancement, clear definition of roles and re-evaluation of certain roles by the Remuneration Committee
• Implementation of culture and climate program to drive culture improvement with MANCO, identifying priorities and interventions for implementing change
• Implemented a continuous improvement initiative called INVOCOMS which was based on 20 Keys and 6 Sigma principles (aimed at staff behaviour modification, operations improvement and overall business efficiencies)
• Managed Employment Equity processes (policy, meetings, reports to Department of Labour, relevant BBBEE components e.g
• Skills development, representation and targets reports)
• Workforce planning, restructuring/corporate reorganization, talent identification and classification using Drotter’s Levels of work pipeline model to establish succession needs
• Retention of staff management: update, track (using spreadsheet) to analyse exit interview data to establish attrition trends and reasons for staff attrition
• Formulate reports and present to MANCO using PowerPoint in order to demonstrate challenges and come up with interventions and priorities for the business to reduce/counter valuable staff turnover
• Career management: handling motivations for acting positions, promotions, secondments, transfers, study assistance programme, managing assessment centre for developmental purposes and to interface with mentorship and coaching process
• Managed overall performance management processes together with talent bench for succession planning
• Compensation and benefits
• Organizational design and restructuring of manufacturing (HR and structural planning)
• Conducted job analysis & grading, salary benchmarking using REMCHANNEL, managed salary structuring processes for fixed and variable pay through CRS system, managed employee share scheme, provident fund, medical aid, promotions, transfers, linkage with performance management in terms of bonus calculation and allocation, allowances, overtime, leave management, fuel cards etc
• Staff management: 4 direct reports (3x HR practitioners and 1x HR administrator) Forecasting and Managed HR Budget of approximately R3 million per annum
• The above budget was spread over the following expenses: headcount, salaries, equipment and resources e.g
• Stationery, telephones, computers, office furniture etc, training, recruitment
• Managed compliance and technical training and development processes: skills audit, develop manuals, schedule, conduct and evaluate various managerial and supervisory soft skills training programmes e.g Labour Relations, Basic Employment Law, Discipline Handling, Interviewing skills using Targeted Selection method, fair practices), performance management guidelines, mentorship and coaching guidelines, succession planning guidelines and Patterson Job Evaluation training. Skills development interventions such skills levy rebate via FOODBEV SETA

KEY ACHIEVEMENTS

• Achieved 0 strike rate on all operations
• Managed the implementation of operations continuous improvement program using (20 Keys principles) which resulted in + R2million saving on factory costs
• Reducing recruitment costs from total annual figure of 16% to 8% of total HR budget (through negotiating & standardizing service provider agreements, utilizing direct media advertising, establishing a referral system and head hunting
• Reducing staff attrition rate from an average of 6% to an average 3% per month
• Retention plan for Millwrights (through benchmarking and presenting motivation to MANCO and EXCO adjust salaries above average market increase to enable competitive salaries with mining sector)

REASON FOR LEAVING: Retrenchment

MAIN RESPONSIBILITIES:

• Public Sector Partnering: engaged with various Gauteng government departments in order market Talent/HRD services and to identify gaps. Development of service level agreements and project plans including EXCO sign off.
• Organizational change management, design and development: conducting organizational assessments through questionnaires/surveys and focus groups, collation and analysis of da formulating EXCO report and presenting to EXCO, assist with communication strategies such as presenting feedback to MANCO and teams, identify problem areas and establish solution with EXCO. Assisted entities to align and resource their functions in terms of strategy, structure, systems, processes and relevant skills required.
• Talent management and Human Resources Development: managed assessment centre for career management and development solutions, implemented succession planning process roll out of overall performance management process (EXCO, management training on guidelines and system execution and administration, link with rewards and recognition/compensation processes such as bonuses, succession planning and managing talent pool)
• Staff Management: managed a team of 9x HRD specialists
• HRD department budget development and management: presenting HRD unit budget to EXCO for motivation in terms of salaries, equipment and resources, headcount. Managed the departmental budget of R3 million per annum.
• HRD Reporting: ensured regular monthly reports to MANCO and EXCO with regards to pro implementation and progress within provincial institutions.
• Successful implementation of SLA and HRD interventions at Gauteng Department of Economic Affairs and Development, Gauteng Department of Health which also included Customer Service Training, Office of the Premier and Department of Safety and Liaison. Projects met customer expectations and in line with SLA and scheduled timelines. Problem areas focused on were performance management, succession, IR skills and PFMA regulations training.

KEY ACHIEVEMENTS

• Achieved 74% overall performance with the team under-staffed by 50%
• Promoted to the position of Team Leader for HRD unit from November 2004
• Successful implementation of SLA and HRD interventions at Gauteng Department of Economic Affairs and Development, Gauteng Department of Health which also included Customer Service Training, Office of the Premier and Department of Safety and Liaison.
• Projects met customer expectations and in line with SLA and scheduled timelines. Problem areas focused on were performance management, succession, IR skills and PFMA regulations training.

REASON FOR LEAVING: Promotion

MAIN RESPONSIBILITIES:

• Recruitment and selection:
• Talent Management and Development, Performance and Succession Management
• Industrial Relations:
• Learning and Development:
• Compensation/Remuneration and employee Benefits Management:
• Staff Management: 3 x HR administrators (Johannesburg, Durban and Cape Town)

REASON FOR LEAVING: Promotion & Career Growth