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Network Power<100 people
Roles
🗿100%
HR
💸50%
Marketing
✨50%
Business Owner
Geos
🇬🇧50%
United Kingdom
🇺🇸50%
United States
Work Background
Hoffmann HR ConsultingHR Director
Jun. 2017Midrand, Gauteng, South AfricaHoffmann HR Consulting is my own company which I started in June 2017. I have clients in various industries. Responsibilities:
Assisting clients with job profiling, job evaluation, compiling salary structures and updating and writing new policies and procedures. Assisting with employee relations issues as and when required, chairing disciplinaries and prepare employer at the CCMA. I worked as a Project Manager for Fusion Software to implement a HR Module for LSC Staffing Solutions.
MCC GroupHR Manager
Nov. 2016 - Jun. 2017MidrandMCC Group of Companies is a mining project company. The company specializes in mining projects such as Open Cast Mining, Plant Hire and Drilling and Blasting. The HR division at MCC has been expanded with numerous new projects to improve HR services. To develop, improve and change HR systems and Policies:
• Changing the current Recruitment system;
• Changing and updating current Policies and Procedures;
• Conduct job analyses to write job descriptions and develop job competencies.
• Set up HR metrics to measure and analyse HR data and set up new HR strategies for the company. To implement the SAP HR module at MCC:
• Leading the Payroll and Time implementation for the SAP HR module.
• Developing the Change Management strategy for the implementation of the SAP HR module. To assist with day to day HR activities:
• Assisting with employee relations issues as and when these issues are not solved on the different MCC Sites;
• Assisting with recruitment and onboarding problems as and when these issues are not solved on the different MCC Sites;
• Assisting with voluntary retrenchment issues as and when these issues are not solved on the different MCC Sites.
Anglo Platinum Human Resources Project Lead
Jan. 2015 - Aug. 2016City of Johannesburg, Gauteng, South AfricaHuman Resources Project Lead: Organisation Structure Clean-up (SAP) The Organisation Structure Clean-up project is a sub project within the Manning for Success Programme. The Manning for Success Programme objectives are to: • Improve the organisation wide performance of all processes related to “Manning” of the organisation.
• Ensure all current projects associated with the “Manning” process are managed in an integrated and coherent manner. Responsible for all aspects of Project management and reporting to ensure that the project is completed on-time, within budget and to quality.
Project controls to be put in place to ensure that all risks, issues and scope change that affect scope, budget and schedule are reported on and escalated to the Manager Projects if they cannot be resolved.
Close collaboration with the different Anglo Platinum operations and PRO Stream leads to ensure that work plan is completed and deliverables finalized.
Providing training to all Anglo Platinum Business Units in organisational structure clean-up, which is strongly SAP based.
Anglo Platinum HR Manager Operations
Oct. 2009 - Dec. 2014Swartklip, Limpopo, South AfricaKey Achievements: Redeployment:
Redeployed 1500 employees within in three months to the different operations within Anglo American;
Managed the process by building good relationships with organized labour.
In the process also managed a separation process where employees opted for the separation package. Labour Management:
Managed labour at the Declines since 2010 from 2523 total labour force to 1523 in 2014.
Seamless supply of critical skills: In Stoping and Development the percentage supply of critical skills are 103%.
The lead times on engagements and promotions for the Declines are 32 days.
Develop a staff plan according to the organisational requirements and needs.
The development, delivery and ongoing management of the annual labour plan.
Monthly forecasting and planning based on annual labour plan. Employee relations:
No unprotected work stoppage from 2010 until currently.
Declines South Mine achieved a 19% Unavailables target.
Social and Labour Plan Achievements: Declines South Mine achieved a HDSA figure of 57.5% against a target of 47%; WIM progressed from 8.3% mid-year to 9.5% in August 2013. Training and development:
100% compliance on Mandatory training qualification, Medical certificate of fitness & HTS screening
100% at work compliance to legal targets (COF, First Aid, Expired work permits / passports, Qualifications / legal block) Employee and work legislation:
Maintaining applicable Regulations, The Act, Codes of Practice and standards.
Monitor HR standards and procedures. Employee information systems:
Reports completed to required standards using SAP HR as the baseline. Training and development:
Manage training and development interventions.
Incorporating Talent Management in terms of the requirements of the Shaft.
Performance Management System Implementation in terms of the HOD team on the Shaft. Improvement Projects:
Biometrics implemented in full at two of the three shafts of the Declines.
Anglo Platinum HR Manager: Employee Benefits
Jan. 2007 - Sep. 2009Swartklip, Limpopo, South AfricaThe role is responsible for an efficient and accurate administrative support of Remuneration Administration for the group within the prescribed standards with 7500 permanent employees and 840 Contractors.
The role reports to the Employee Benefits Manager of Union Mine.
Within the role I manage a staff compliment of two Supervisors in a direct reporting relationship and 6 in an employee-once-removed relationship. Key Achievements: Remuneration Administration:
Engagements (90% effective).
Terminations (90% effective).
SAP master data capturing (Efficiencies achieved at 95%). Effective Governance:
No Audit findings. Effective Employee Query resolve:
Enquiry handling & problem solving – No outstanding queries.
WOW vs. OUCH – No Ouch On average 800 engagements and re-engagements for mine employees and contractors. Implemented Front and Processing Office for better service to employees. Developed and Implemented a Training Matrix for the Central Walk In Centre. The following functions were added to the Central Walk In Centre due to a good implementation of the Front and Processing Office:
Terminations; Promotions; Demotions; Fixed Term Contractors. Implemented the policy on Boarding School Fees. Improved on Disability Management – cases solved within timeframe Improved the turnaround time of Death Claims to 1 month. Implemented controls for a more effective processing of Letters offer (audit time in and out – 24 hours). Service Delivery to all employees (WOW and OUCH) Implemented a Filing system, which is audited quarterly.
Palabora Mining CompanyHR Manager
Oct. 2000 - Oct. 2004Phalaborwa, Limpopo, South AfricaJob Description:
This role incorporates the full complement of Human Resources for Palabora Mining Company such as Personnel management through to strategic functions such as organisation development. The role incorporates the head office role, as all policies and procedures, remuneration structuring and strategic direction is done within the spectrum of this role.
Key Performance Areas:
• Managed the full spectrum of HR functions such as: Recruitment, Selection and placement; Remuneration; Salary Administration; Job Evaluation; Redeployment and Medical Separation;
• Maintained and monitored all related policies and procedures;
• Developed and implemented new HR systems to assist and comply with business needs;
• As part of a team developed and implemented a new Performance Management system for the company;
• Developed and implemented a new Succession Planning and Potential Talent Assessment system;
• Developed change management strategies along with leadership development to assist the business with business improvement projects;
• Developed and implemented a redeployment strategy with supporting outplacement services for the restructuring project;
• Managed the SAP Manage People team as Process Custodian;
• Implemented the SAP Manage People module successfully during 2002 (Personnel management, payroll, personal development, performance management, succession planning);
• Implemented with success due to well-developed change management strategies, which included: continuous communication and training workshops, buy-in by continuous syndication with business;
• Managed the full spectrum of training and development section, which consists of: Skills Development; National Compliance; Process and Developmental training; Technical Training Centre; E-Learning; and
• Managing a staff compliment of three Superintendents in a direct reporting relationship and 27 in employee-once-removed relationship.
ArcelorMittalHR Generalsit
Jan. 1991 - Sep. 2000Vanderbijlpark, Gauteng, South AfricaJob Description:
To render a total Human Resource service to line management as a business partner; as a business partner I was responsible to focus on the business and to initiate interventions that are focused and directed to support and improve the business.
Key Performance Areas:
• Rendered a total Human Resource service to line management.
• Change Manager for the project to implement a total planning system from market demand to operational planning.
• Facilitating the Full Range Leadership programme.
• Assisting and supporting the business unit in implementing the new performance management system called Balanced Score Card.
• Facilitated dynamic teams of professional individuals, to achieve results using good teamwork techniques and world best practices. • Developed with a team of technical facilitators training material to assist teams during this process redesign.
• Developed and implemented a Change management and Communication strategy for the project.
• Assisting Project Leader with diagnoses, action plans, implementation and evaluating of HR issues.
• Facilitate the re-engineering of current functions, workflow and structure into a new Planning structure.
• Facilitated and trained teams regarding Total Quality Management and continuous improvement as an OD intervention.
• Assisted in setting up the newly established OD Department and creating a strategy for the new department.
• Chosen as a change agent for the first major change project and after the project was nominated as the best change agent.
• As a Facilitator Quality Circles I worked with employees in small teams within their workplace to identify and solve any problems that has an effect on the outputs of their job
• Developed training material and trained employees in the forming of teams and how to use different problem solving techniques for work related problems.
• Researched different creativity techniques and implemented specific new techniques.
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