Package:
- R1 350 152.00 – R2 082 175.00 per annum (CTC)
Requirements:
- National Senior Certificate (Matric)/Grade 12 and an Honours Degree (NQF8) or Postgraduate Diploma (NQF8) in Human Resource Management, Industrial or Organisational Psychology, Organisational Leadership or Development and Public Management as recognised by SAQA Minimum of Eight (8) years related experience of which at least five (5) years must be at management level
The candidate must be competent in the following:
- Management and Leadership Skills
- Human Resources Management (best practices)
- Leadership Development
- Organisational Culture
- Employee Engagement
- Organisation Structure Design
- Strategic Workforce Planning
- Business Process Improvement
- Policy Development
- Problem Solving and Analysis Skills
- Research Skills
- Communication Skills
- Report writing Skills
- Presentation and Facilitation Skills
- Monitoring and Evaluation
- Contract Management Skills
- Applying Technology
- Knowledge of the Energy Regulation sector
- Knowledge of Labour legislation.
Purpose:
- Reporting to the Chief Human Capital Officer (CHCO), the incumbent will ensure that the Human Resource Value Creation Department provides leading practice, strategy aligned and value-adding services and solutions in Strategic Human Resource Management, Organisational Development, Organisational Effectiveness, Change Management, Organisational Design, Transformation, Organisational Culture, Employee Wellness, Strategic Workforce Planning, Talent Management, Training and Development, Performance Management, Recruitment and Selection, Talent Attraction, and Employee Relations.
Key responsibilities: The successful incumbent will be responsible for:
- Strategic HR Agenda: - Provide leadership in determining a strategic and customer-driven HR agenda Execute HR strategies that enhance the value of human resources within NERSA Support the Chief Human Capital Officer in the measurement of sustainable people practices Align HR and people management practices within the governance, risk and compliance framework.
- Strategic HR Value-Creation Plan: - Compile a strategic HR value-creation plan and communicate it to customers (i.e., Executive Committee Members, Heads of Department, the broader NERSA community, etc.) and HR staff. The strategic HR value-creation plan should demonstrate how the HR department will: [a] improve the quality of HR services; [b] improve the effectiveness and efficiency of HR services; [c] customize leading HR practices (benchmarked against some of the best-in-class organisations in the energy regulation “sector”) and apply them where it is relevant; and [d] continually measure the impact of its service offering in order to ensure that they are delivering the desired value
- Strategic HR Value-Creation Plan Execution: - Oversee the successful execution of the HR Value-Creation Plan
- People and Performance Management: - Manage the performance of staff (particularly direct reports) by setting them clear performance objectives; coaching and/or mentoring them at all times; motivating them to achieve their goals; providing them with regular performance feedback; creating opportunities for them to grow; and supporting their development through formal and informal training and development initiatives
- Work Environment : - Create and sustain a working environment that engenders trust; promotes collaboration and teaming; empowers staff; and encourages innovation/creativity Stakeholder Management: - Nurture and maintain strong relationships with various internal and external stakeholders. Internal stakeholders include the Board (i.e., the Regulator), the Human Resources and Remuneration Committee (HRRC), the Executive Committee, NEHAWU, and NERSA staff. External stakeholders could include institutions of higher learning, research agencies, sector relevant organisations, international bodies operating in the energy regulation field, etc
- Monitoring, Evaluation and Reporting: - Monitor, evaluate and report on HR Value-Creation performance indicators (as agreed with various stakeholders). Various reports on talent management, employee relations, recruitment and selection, training and development, performance management, etc. must be compiled and presented to the Executive Committee (monthly) and the HRRC (quarterly) HR
- Value Creation Budget or Financial Management: - Develop and manage the HR Value Creation Departmental Budget aligned to NERSA's strategic objectives, workforce requirements, and regulatory mandate, ensure optimal allocation of financial resources across HR Value Creation programmes, projects, and operational activities to achieve value-for-money outcomes and oversee expenditure against approved budgets, monitor financial performance, and implement corrective actions to address variances.