Tracey-Lee Gand

• Strategy - as a member of the senior management team, I collaborate on formulating strategic company objectives and am fully responsible for setting and achieving the HR objectives on a quarterly and annual basis
• Talent – I am responsible for recruiting high performing team members
• Performance Management – I monitor that our performance assessment procedure is followed by both departmental heads and their team members
• Employee engagement and company culture – this is a key focus with regular interventions
• Employee health and wellness – this is key due to remote work so I continually focus on identifying any areas of need
• Training and development – I conduct training needs analyses and help to identify relevant learning interventions
• Disciplinary – I handle any disciplinary or IR issues
• Remuneration and reward - this includes salary reviews, job gradings, salary surveys and EVP
• Onboarding and offboarding - ensure a smooth transition for both new and exiting team members
• Payroll – accurate capturing of the monthly payroll
• HR policies and procedures – ensuring compliance and updating where necessary

• Strategy - I was the only member of the senior management team who was not a partner of the business and I was involved in all business related discussions and decisions
• Talent – I was responsible for across the board recruiting with particular focus on recruiting of Trainee Accountants (Article Clerks)
• Managing of Trainee Accountant Learnerships
• Performance Management – staff performance appraisals and Trainee development sessions
• Training and development – working closely with the Training Partner to establish training needs
• Disciplinary – handling of any disciplinary or IR issues
• Remuneration and reward - including salary reviews and surveys
• Onboarding and offboarding - ensure a smooth transition for both new and exiting team members
• HR policies and procedures – ensuring compliance and updating where necessary
• Preparing and submitting Annual Training Reports, Workplace Skills Plan and Learnership Cash Grants
• National HR Committee - I drove this initiative and worked on national projects with the 12 other Moore Stephens offices around the country
• HR advisory - I provided advice and assistance to Moore Stephens clients as and when required (this was billed on an hourly basis)
• Team management - I managed a team of 4 (HR Administrator, Receptionist and 2 Office Cleaners)
• Office Management - responsible for overseeing all aspects of the office including cleaning and maintenance

I was employed by Moore Stephens to launch the HR function from scratch and put HR policies and practices into place. I also planned and managed the entire relocation of our premises over a period of 18 months from July 2006 to December 2007.

• Conducted learning needs analysis
• Assisted in the design and development of learning events to meet learning needs
• Worked through learning committees to deliver learning
• Planned and co-ordinated learning events

Reason for leaving: Unilever was restructuring and outsourcing the HR function.

Reason for leaving: Moved from an HR Generalist role into a Learning (Training) role as I wanted more exposure to the learning function

Robertsons Foods merged with Unilever and due to this merger my job title changed back to HR Officer as Unilever indicates seniority by grade and not job title.

During October 2002 to February 2003, I was seconded to Unilever Head Office to work on the conversion of Robertsons employees to Unilever following the merger of the 2 businesses. I received an "Oscar Award' for my role in this team.

Reason for leaving- became part of Project lmbumba and then accepted a position at Unilever Head Office.

Reason for leaving - promoted to Senior Human Resources Officer at the Robertsons Factory.

Reason for leaving - promoted to HR Officer