Head of Employee Relations & Culture/Retail Lead – at Britam


Last Seen: 26th September 2021

Company NameBritam

Job TypeFull Time

Britam is a leading diversified financial services group, listed on the Nairobi Securities Exchange. The group has interests across the Eastern and Southern Africa region, with operations in Kenya, Uganda, Tanzania, Rwanda, South Sudan, Mozambique and Malawi. The group offers a wide range of financial products and services in Insurance, Asset management, Banking and Property. Our Mission is to provide outstanding financial services to our customers. Our Vision is to be the most trusted financial service partner. We aim to provide our clients, with an unmatched offering, ensuring first class solutions that help secure the future.

Job Purpose and Key responsibilities

Reporting to the HR Director, the role holder will be responsible for the development and implementation of policies, processes and structures to drive Employee Relations to ensure effectiveness and efficiency of Human Resources. He/She will be responsible for implementation of the disciplinary and grievance handling policies and procedures across the group; taking into account, application of law, organization values, operational policies and procedures.

Key responsibilities
  1. Develop and implement Employee Relations Strategies, policies and processes (including Organisational development, grievance handling, discipline, dispute resolution, employee welfare on medical, Insurance and HR Management Information Systems) that meet the needs of the business and reflect best practice market trends;
  2. Develop and implement strategies to ensure effective communication with key stakeholders and build positive relationships within the business to maintain employee involvement and commitment to achieve business goals;
  3. Develop and implement negotiation strategy for the review of employee terms and condition of service to meet legal obligations and gain competitive advantage for the business;
  4. Provide sound and effective advice to key stakeholders based on HR best practice and legal requirements;
  5. Develop, agree and implement organisational development strategies to drive culture change and organization transformation and enhance employee productivity;
  6. Accountable for delivery of HR operational services to the Retail Segment and ensure their HR needs are met including recruiting, training and projects
  7. Prepare, monitor and control HR Operations budget to ensure effective cost control;
  8. Drive stakeholder and management forums/meetings in order to adequately understand, appreciate their business issues and advice on HR support for the same;
  9. Implement the Group HR Policies, procedures and processes and provides staff and line management with guidance on matters arising thereof.
  10. In liaison with the Forensic Department and or other concerned Departments, line management and staff, investigate or coordinate the investigation of staff cases relating disciplinary and grievance matters and see to their conclusion and or determination.
  11. Manage staff separation procedures and communication, ensuring that internal policies and related statutory requirements are observed/fulfilled.
  12. Internally manage lawsuits filed against the Group involving former staff; including liaising with the internal legal department for technical legal advice/guidance, collating appropriate case documentation and evidence, contacting witnesses to corroborate the organisation’s legal position.
  13. Manage and maintain relationships with internal and/or external customers, stakeholders, and suppliers relating to the Group: Heads of HR Departments, Survey Consultants, Trade Unions/Committees, Medical, Wellness and Safety Providers and Consultants, Industry bodies (e.g. IRA, Federation of Kenya Employers), lawyers, Functional Directors, Heads of Departments, Branch Managers, staff and line managers,
  14. Prepare substantive monthly management papers, reports, recommendations, opinions, briefs, presentations, proposals and meeting minutes across the group.
  15. Provide secretarial support for business and or staff committees, schemes, initiatives or forums relating to (Disciplinary and Grievance Handling Committees, Appeals Committees, Union/Management Meetings, Staff Recognition Panels, Staff Visits and Engagement Forums).
  16. Lead the development of HR strategy for  Retail Segment in line with the overall HR strategy and the Business Strategy;
  17. Monitor the achievement of the retail segment action plans against human resource milestones and key performance indicators such as employee satisfaction, productivity and employee retention
  18. Alignment of work structures within the Retail segment for example, job descriptions, organisation structures, processes and operating systems
  19. Develop, train, coach, motivate and evaluate functional staff to achieve highest levels of performance.
Key Performance Measures
  • HR Internal Process NPS
  • Retail Employee NPS
  • Employee turnover rate
Knowledge, experience and qualifications required
  1. Bachelor’s degree in a relevant field
  2. Master’s degree in Human Resource Management or LLB will be an added advantage
  3. Postgraduate Diploma in Human Resource Management
  4. At least 7- 10 years working experience in Human resource management; with at least 3- 4 years in Employee Relations and/or Industrial Relations management.
  5. Sound understanding of HR Policies and Procedures.
  6. Knowledge of Labour and Employment Laws and HR Regulatory Guidelines
  7. Excellent leadership, customer service, communication, planning and organizing skills.
  8. A member of IHRM
Key Technical Competencies of the Strategic HR Business Partner
Strategic Partner
  • Developing the next generation of leaders
  • Redesigning organizational structure based on strategic objectives
  • Understanding how HRBPs can support the business
  • Understanding the talent needs of the business
  • Adjusting HR strategies to respond to changing business needs
  • Prioritizing HR needs
  • Identifying talent issues before they impact the business
  • Identifying new business strategies
  • Identifying critical HR metrics Operations Manager
  • Communicating organizational culture to employees
  • Assessing employee attitudes
  • Tracking trends in employee behaviors
  • Designing HR programs to support organizational culture
  • Communicating policies and procedures to employees
  • Keeping the line updated on HR initiatives
  • Knowing how the business makes money
  • Challenging and influencing line manager behavior based on trust
  • Managing culture and making change happen
  • Customising or implementing HR solutions in creative ways
  • Having personal credibility and managing relationships across different levels
  • Understanding the full theory and practice of HR
  • Persuading line managers of the need for new or existing HR programmes
  • Holding oneself-accountable for Outcomes

Emergency Responder

  • Quickly responding to line manager questions
  • Quickly responding to complaints
  •  Responding to manager needs
  • Responding to employee needs
  • Preparing for different situations as an Employee mediator
  • Responding to organizational changes

Operations Manager

  • Communicating organizational culture to employees
  • Assessing employee attitudes
  • Tracking trends in employee behaviors
  • Designing HR programs to support organizational culture
  • Communicating policies and procedures to employees
  • Keeping the line updated on HR initiatives

Employee mediator

  • Managing competing personalities in the organization
  • Managing conflict between employees
  • Managing conflict between managers
  • Responding to organizational changes
  • Resolving political problems in the execution of business plans

Change Leaders Competency Descriptions

  • Deciding and Initiating Action – Ensures key departmental objectives are met, takes responsibility for decisions, actions, projects and people while focusing on achievement of departmental results; takes initiative and works under own direction; initiates and generates activity; makes quick, clear decisions with limited information available which may include tough choices or considered risks; decisions and actions take into account possible impact on all parts of the business.
  • Leading and Supervising – Provides the department with a clear direction based on the overall strategic intent of the organisation; Building high expectations about the success of the department; motivates and empowers others with a clear sense of purpose; creates a positive departmental climate that fosters learning and development; acknowledges high potential talent; Recognize the potential of individuals sets and articulates the vision and values through own personal behaviour; Push autonomy and empowerment downwards through the department.
  • Persuading and Influencing – Gains clear agreement and commitment from others by persuading, convincing and negotiating to the benefit of the department; promotes the organisational strategy during departmental conversations; makes effective use of political processes to influence and persuade others; promotes ideas on behalf of the department and the organisation; makes a strong personal impact on others; takes care to manage the department’s impression and brand on others.
  • Formulating Strategies and Concepts – Works strategically to realise organisational goals within the department; sets and develops departmental strategies; identifies and develops positive and compelling visions of the department’s future potential; Ensure departmental Balanced Scorecard objectives and KPI’s are met and Exceeded; Ensure Personal Scorecard Objectives are met and exceeded; takes account of a wide range of issues across, and related to, the organisation; Work with direct reports to ensure the cascading of the strategic plan into integrated departmental plans that are meaningful to individuals; encourages others to take a strategic and long-term view in terms of the department’s future; Emphasise the impact and importance of individual contributions to the successful implementation of the organizational strategy in the department; Evaluate my own and others’ performance fairly and objectively; communicates the organisational strategy, vision and objectives effectively across all levels in the department.
  • Entrepreneurial and Commercial Thinking – Keeps up to date with competitor information and market trends; identifies business opportunities for the department; maintains awareness of developments, changes, Add value to the department by capitalising on new business opportunities; trends and possible risks in the department’s structure and politics; demonstrates financial awareness; Identify ways to increase the Britam competitive advantage, exploiting those that will bring the greatest return within an acceptable level of risk; ensures costs are monitored and controlled and thinks in terms of profit, loss and added value; Ensure that sufficient data about financial and other parameters of departmental performance are available; Interpret departmental information objectively against appropriate benchmarks.
  • Planning and Organising     – Sets clearly defined departmental objectives; plans activities and projects well in advance and takes account of possible changing organisational and market circumstances; identifies and organises resources needed to accomplish projects; manages time effectively; monitors departmental performance against deadlines and milestones.
  • Relating and Networking – Easily establishes, as well as assists others in building meaningful relationships with customers and staff across all levels of the organisation, inside and outside of the department; relates well to people at all levels; facilitates the resolutions of conflict and manages disagreements with tact and diplomacy.
  • Creating and Innovating – Promotes departmental improvement within relevant scope of influence; produces and encourages new ideas, approaches, or insights; creates the environment for innovative products or designs; produces a range of solutions to the strategic benefit of the department.
  • Adhering to Principles and Values – Upholds and encourages ethical behaviour and organisational values; demonstrates integrity; promotes and defends equal opportunities, builds diverse teams; encourages departmental and individual responsibility towards the community and the environment; models the organisational values during every day interactions.
  • Achieving Personal Work Goals and Objectives- Accepts and tackles demanding departmental and personal goals with enthusiasm; leads by example by working hard and putting in longer hours in order to ensure successful implementation and completion of projects; show self-insight in own development needs.
  • Adapting and Responding to change – Anticipates and effectively adapts to changing circumstances and ambiguous situations; accepts and actively drives new ideas and change initiatives; adapts interpersonal style to suit different individuals or situations; Monitor changes in departmental issues, structures and dynamics and appreciate their implications for the business; Demonstrate an understanding of the links between the Britam’s structure, goals and capabilities; Constantly aware of competitors, trends and changes in the markets that the Britam works within; Maintains a focus on key priorities and deliverables, staying resilient in the face of pressure; Implement changes within my department to achieve set change goals; Responds flexibly to changing circumstances; Recognises when unable to cope and asks others for help; Uses change as an opportunity to improve ways of working, encouraging others’ buy-in; Takes ownership for communicating change initiatives clearly, ensuring smooth implementation
  • Analysing – Strategically analyses sources of information, breaking them into component parts, patterns and relationships; makes rational judgements from the available information and analysis; demonstrates an understanding of how one issue may be part of a much larger system.
  • Cost Management- Demonstrates an awareness of financial issues affecting my department; Use financial information to monitor departmental performance and guide decisions; Consistently identify opportunities to reduce costs within my department.
  • Staff development- Create a positive departmental climate that fosters learning and development ; Identify development needs within my department; Ensure direct reports have personal development plans in place that are regularly reviewed; Provide honest and constructive feedback on my team’s performance; Act as coach or mentor when appropriate; Allocate power, responsibilities and authority to appropriate subordinates.