HARRYBAKER

Talent manager (head of people & culture)

Job Summary

We're building a culture at Laudah where exceptional people (Brands like You”) can do their best work. If you're ready to grow your career and help millions of organizations change the face of how work is done and how a career can be visibly & transparently progressed /advanced, you've come to the right team.

  • Minimum Qualification: Degree
  • Experience Level: Management level
  • Experience Length: 7 years

Job Description/Requirements

Personality Required

We appreciate individuality and respect everyone but there are specific personalities suited for specific job roles. The intersection between job demand and person-fit produces tremendous success. Therefore are you: Strategic, Analytical, Empathetic, A Servant Leader, Transparent, honest and opinionated, Confident, Extroverted or assertively Introverted, Intuitive, Organized, and Thoughtful.



Experience Required

As the saying goes, “experience is the best teacher”. A number of our senior roles do not have mentors. Therefore, we’re in search of the people who have done something close to what we’re looking for. This benefits both us and yourself as you can hit the ground running from day 1 adding value to our esteemed clients. Do you have:

  • Minimum 7-year general business experience preferably in technology and service industries?
  • Generally, 2-3 years (out of the 7 years) of experience as HRBP, Talent Manager, or Performance Manager?
  • Senior People generalist with relevant strategic experience in high-growth entrepreneurial companies with a SaaS or Tech focus?
  • 2-3 years (out of the 7 years) supervisory experience?
  • Attracting top talent for start-ups using unconventional methods?
  • Experience in setting up objective and transparent performance assessment systems (not yearly or quarterly appraisal)?
  • Experience in cascading business strategy to people strategy (workforce planning up to skills level)?


Behavioural Competencies Required

Competencies enable top performers to demonstrate critical behaviours: more often, in more situations, and with better results. Behavioural competencies are the behaviours a person demonstrates in applying their knowledge and skills on the job. These behavioural competencies are subdivided into generic (applicable to all employees) leadership (applicable to managers).


Customer Focus & Teamwork: The desire to work closely with internal and external customers to meet and exceed their expectations. Individuals with high levels of this competency must have the ability and willingness to understand and address customers needs and must demonstrate a strong commitment to continually provide high levels of service by keeping customer needs at the forefront of activities.


Driving for Results: The personal drive and ability to focus one’s attention on accomplishing key objectives and positive outcomes for oneself, one’s team and the business. This competency is demonstrated by improving performance, developing oneself and committing available resources to accomplish challenging goals, even in the face of uncertainty and change.


Judgment & Decision Making: The ability and willingness to make sound decisions involving varied levels of complexity, ambiguity and risk. It involves being unbiased and objective, developing and evaluating various alternatives, and considering the short- and long-term impact of decisions on various individuals or groups both within the organization and externally.


Commitment to Continuous Learning: This competency demonstrates the ability and commitment to continuously develop and enhance oneself and others’ personal and professional skills, knowledge and abilities. This implies a deep intellectual curiosity. People demonstrating this competency are not only willing to learn more individually and as a team, but they share their knowledge and skills with colleagues.


Impact and Influence: The ability to persuade, convince, influence or gain the commitment of others (individuals or groups) to get them to accept a point of view, adopt a specific direction, commit to an idea, or take a course of action. The key is understanding others and using that understanding to have a specific impact or effect on them. Successfully influencing in the company requires a thorough understanding of the business needs, pressure, perspectives of others, as well as an appreciation of the dynamic environment in which the company operates.


Leadership/Managerial Competencies Required

Holding Self and Others Accountable: Outstanding leaders expect the best from themselves and others and position the organization for success by establishing appropriate levels of responsibility and implementing appropriate controls to ensure compliance with policies, procedures, and industry regulations. This competency holds team members and others accountable to execute to high standards of excellence, and they hold themselves accountable to the same or higher standards. They provide clear directions, priorities, and expectations. They consistently monitor performance and compliance and provide corrective feedback. They confront performance issues directly and promptly and will not hesitate to take action when improvement is not

forthcoming.


Building Organizational Capability: Effective leaders build their organization’s capability to produce and sustain results and to ensure they have the talent in place to meet future business needs. They do this by creating the right learning climate and developing and managing their talent, and developing the processes, systems, and infrastructure to ensure the organization has the capability to consistently deliver against the organization’s objectives today and into the future.


Team Leadership: The ability to inspire others to work toward common goals by engaging and empowering them. It involves providing inspiration, clarity and direction through a compelling vision of the future. This includes focusing the team on priorities, leading and supporting the team through change, soliciting the team’s input to form plans, providing them with the required resources and motivational support, and the commitment to achieve personal, team and organizational goals. Leaders measure their success through the success of others.


Developing Others: The genuine intent to foster the long-term learning or development of others by recognizing and supporting their developmental interests and needs and encouraging opportunities for learning. The individual’s actions are driven by a genuine desire to develop and empower others, rather than simply a need to transfer skills to complete tasks (i.e., a developmental intent vs. a formal role of training).


Technical Competencies Required

This role requires a Senior People Operations leader with experience in managing change and transformation to shape our future structures and underlying process infrastructure required to drive profitability and growth. You will work in the capacity of Head of: Performance & Reward + Talent Manager + Talent Attraction + CHRO


1. Performance & Rewards: Designs organisation-wide performance management strategies and total rewards philosophy for the organisation to attract and retain talent. Establishes performance review cycles and key performance indicators (KPIs) for the business units. Formulates compensation and benefits policies and

maintains alignment with the organisation's strategic direction and employee value proposition.


Performance Management - Establish organisation-wide performance management policy, framework and processes that fairly reflect the relative performance of people so that performers are appropriately rewarded and non-performers are dealt with through improvement plans or planned exits.


Compensation Management – Develop and administer compensation strategies to attract, motivate and retain the workforce


Benefits Management – Develop and administer non-monetary compensation to enhance the organisation’s employee value proposition


2. Talent Attraction: Responsible for strategic workforce planning to support the organisation's growth strategies through establishing talent sourcing strategies, determining the philosophy for the selection and securing of candidates, and overseeing the onboarding and integration of new hires into the organisation. Develops various approaches to meet workforce requirements and designs employer branding strategies.


HR Strategy & Workforce Planning - Plan and manage the efficient and effective deployment of the organisation’s manpower resources to maximise productivity in pursuit of organisational vision, mission, strategy, and plans.


Sourcing - Source for the right candidates by building a compelling employer brand, setting hiring standards, and accessing a range of recruitment channels to maximise the effectiveness of sourcing.


Selecting - Select candidates with the right competencies, experience and culture fit through effective and cost-efficient screening

and assessment processes.


Onboarding - Onboard new joiners through well-designed orientation, induction, and assimilation programmes to help them become effective contributors quickly.


3. Talent Management: Responsible for establishing the overall talent management strategies and frameworks to identify, prepare and position the right talent to drive organisational success. He/She formulates career development frameworks and programmes to provide fulfilling career opportunities to employees in the organisation. He liaises with senior business stakeholders to formulate robust succession plans for business-critical roles in the organisation, ensuring future viability and alignment with business plans and direction.


Career Management - Develop organisation-wide career development policy, framework and programmes for people to develop meaningful careers during their tenure in the organisation. Compensation Management – Develop and administer compensation strategies to attract, motivate and retain the workforce


Talent Management -Manage high-performing individuals to retain and develop them for mission-critical or pivotal roles within the organisation.


4. Chief Human Resource Officer (CHRO):  responsible for the effective and efficient running of the human resource (HR) function. Applies his business and financial knowledge of the organisation and advises senior business leaders on HR matters and the relevant impact to the organisation. Drives the culture of the organisation by championing organisational values and cultivating the desired culture of the organisation with other senior business leaders and stakeholders.


Steer Organisational Culture and Change - Lead and direct changes in organisational

strategies, policies, structure, and culture, by providing effective and strong leadership


Apply Business and Financial Acumen - Using knowledge of key business drivers and important company data to make informed decisions with a keen appreciation of their impact on business outcomes





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