Executive Manager - Employee Relations
American University of the Middle East
Total years of experience :23 years, 5 months
Kuwait is an exciting example of growing success in the Middle East, and the American University of the Middle East (AUM) emulates the excitement and speed of development that is the potential here. Established in 2008, AUM has grown to an exceptionally well regarded academic institution in Kuwait and the Gulf Region.
Human Resources (Human Capital) within AUM is as fledgling as the institution itself, and the Employee Relations role was a new role aimed at building employee engagement, in particular with the faculty staff, who join the University from worldwide.
The employee group includes over 30 different nationalities, and this role targets at the settlement of expatriate staff during their move to Kuwait, and whilst at AUM. To date the staff base has increased from >50 in 2012 to >300, and further expansion is anticipated in 2014 to take this to approx. 400.
The role included setting up all processes and procedures across Employee Relations and the Personnel Department, for both AUM and the sister college, The American College of the Middle East (ACM).
Further to this, I implemented an Employee Handbook, which, based on experience and up to date practice, was implemented web based, and was in place by the start of Fall 2012 Semester.
An additional key project was to implement an assessment methodology for new staff, to be applied during the probation period. The Probation Assessment Process came into action in the Fall 2012 semester, and has been rolled out across all faculty staff joining since implementation.
Computershare Services Ltd April 1999 - May 2006
Executive: Human Resources, Development and Logistics
As Head of Human Resources (including Payroll), Development, and Logistics for the South African office of Computershare Services, my role was varied and challenging. My responsibilities of over seven years within the financial services sector included two redundancy programs, a large acquisition of our primary, and larger, competitor, change programs, demutualization of our largest client, as well as re-organisations and re-structures.
I started this role in 1999 as Manager of Human Resources, I was later promoted to Head of Human Resources and Development and then in 2004 I was again promoted to the Executive position with the additional responsibilities of the Logistics function.
My responsibilities included: • Support and guide on all HR matters within the Leadership Team, the CEO and the South African Board, management of the support and guidance provided to the line management, team leaders and staff,
• Overseeing the management of all administrative functions within Human Resources, Development and Payroll,
• Ensured that all labour relations, disciplinaries, grievances, appeals, and such matters were dealt with in line with legislation and in fairness to all employees,
• Initiated and managed the performance management program within the company, which fed into the requirements for the Development Team as well as successfully identified performance concerns and the necessary remedies there of,
• Strong Union interaction, initially as a Company Representative, and later in an advisory capacity,
• Attendance at CCMA (Tribunal) where required,
• Implemented the Adult Basic Education and Training (ABET) initiative, which included designing training for employees covering areas of language, literacy, financial literacy, communication, and life orientation, amount others,
• Designed and implemented the organisation's Pay Structures to ensure equity within the operation and alignment with market related packages,
• Initiation and ongoing management of a employee wellness program, which managed personnel welfare from the aspects of psychological, psychosocial and financial matters,
• Initiation and ongoing management of a HIV/Aids program, which at the time of leaving had run for three years, and had seen over 80% of staff attend voluntary testing and counselling, and continues to be an enormous success,
• Overseeing the management of the Mailroom function, which included approx 2000 pieces of incoming mail, approx 6000 out going (dependent on projects) per day. The mailroom electronically captured approx 80% of incoming mail on a workflow system which was then monitored through the business,
• Management of the Reception Area and Switchboard, inclusive of 4 staff, quality and quantity checks on calls answered,
• Overseeing the management of Document Storage requirements for the business, which entailed two external service providers, and some 80 000 boxes of documentation,
• Overseeing the management of Security requirements and all maintenance of the building (15 floors), this included access system and camera back up,
• Overseeing management of internal and local courier services, delivery and messenger requirements, which was a personal initiative, and saved the Company approx R30K per month,
The HRD Team consisted of a team of 9 and Logistics consists of 50 staff members in total. There was approx 600 staff in total in the South African Operation.
One of my accomplishments at Computershare, was that at the time of my appointment, Computershare had only recently taken over another business (Consolidated Share Registrars) and I was tasked with presenting an induction for all of the employees to be rolled out within 6 weeks. Having not worked in the Finance Sector previously this was an incredible challenge, and within the time frame I designed a two day induction which was rolled out to all employees, meeting the objectives.
Sandvik / Tamrock (Voest Alpine) Nov 1997 - April 1999
Human Resources Coordinator
When I joined the company there was no HR processes or systems in place, this was an entirely new function, which had become necessary due to the growth in personnel numbers over the previous six months. The position entailed initiating the administrative areas of the HR department, i.e. opening a new filing system for employee's personnel files, company policies etc. In March 1998, my senior was moved to the regional office, leaving me to handle the day to day responsibilities of running a Human Resources Division.
Late in 1998, Sandvik took over Tamrock, and Voest Alpine split from the Tamrock Group, I managed the staffing issues of this split, which included setting up the Voest Alpine HR office as a separate function, and managing the integration of the Sandvik policies and procedures into the Tamrock operation.
Prior to leaving, the Company undertook a redundancy program, my responsibility was to set up the conditions in line with legislation and the best interests of the affected members of staff. The process was taken by the unions to the tribunal CCMA, and the program was complimented by the commissioner as both exceedingly fair to the affected staff members and consistent with the financial needs of the organisation.
Renfreight Nov 1994 - October 1997
Executive Personal Assistant and Human Resources Secretary
Current: PhD in Human Resources Management - Hadley University, USA Accepted 2013; Approved Thesis Topic: The relevance and impact of the Psychological Contract of the Expatriate Employee and their Family
MSc in Human Resources Management - Edinburgh Napier University (2008)
BCom Industrial and Organisational Psychology - University of South Africa (UNISA) Partial Completion
HIV/AIDS Care and Counselling (PYC206B) UNISA (with distinction) 2001 (for non degree purposes)
Program in Human Resources Management (HRMPR) - UNISA (with distinction) 1999