Lenisha Wright is a South African female Indian human resources professional with over 15 years of experience. She holds a Master's degree in Business Administration and Bachelor's degrees in Psychology and Clinical Psychology. Her career includes positions as General Manager of HR, Senior HR Business Partner, and HR Manager. She has experience in industries such as logistics, automotive, manufacturing, and cement. Her responsibilities have included strategic HR functions, talent management, training, compensation, industrial relations, and compliance.

1. PERSONAL DETAILS
Name Lenisha Wright
Nationality South African
Gender/Race Female/Indian
Cell Number +27 82 651 8136
Email Address lenisha@wrightandwright.co.za
ACADEMIC QUALIFICATIONS
1. Highest Qualification: Master of Business Administration (MBA)
Institute UNISA – Open University England
Completed 2011
2. Qualification: Honors Degree - Clinical Psychology
Institute UNISA
Completed 2004
3. Qualification: BA Degree - Psychology
Institute UNISA
Completed 1998
4. Qualification: Leadership Development Programme
Institute GIBS
5. Qualification: Diploma – Labour Relations
Institute Global Business Solutions
OTHER ACHIEVEMENTS
• Published Thesis “The Cost of Staff Turnover and the role of Talent Management in
Retention”
• Writer - currently writing a book on Talent Management
CV: LENISHA WRIGHT 1

2. EMPLOYMENT HISTORY
EMPLOYER BOLLORE
PERIOD EMPLOYED January 2014 to May 2016
POSITION GENERAL MANAGER HUMAN RESOURCES (HR)
SUMMARY OF RESPONSIBILITIES:
Structure, workforce size and reporting line
In the position of General Manager Human Resources, I was responsible for four countries;
South Africa, Namibia, Botswana and Zimbabwe. There were 7 direct reporting HR staff. The
position reported to the Cluster Managing Director (MD) with a functional reporting line to the
Regional HR Director who was responsible for South and East Africa Regions, a total of 19
countries. The total workforce size for the four countries (permanent and fixed term) was
approximately 700. The company outsourced warehousing and cleaning functions. The number
of labour brokering staff averaged around 200 people.
Day-to-day duties
Day-to-day duties included the full spectrum of HR Management directing and coordinating
activities to ensure strategic goals are met. Managed HR outputs including Industrial Relations
(IR), Training and Development, BBBEE, Employment Equity, Compensation and Benefits,
Recruitment and Selection, employee wellness and other administrative duties. Working closely
with managers across all levels from junior to executive management to resolve matters
concerning discipline, performance and incapacity on a daily basis toward successful outcomes.
Attended CCMA matters. Conducted interviews for senior and specialized roles with relevant
exco member or senior manager.
Strategic
As an exco member, engaged and interacted with executive management team ensuring
strategic objectives are met. For example, one of the strategic objectives was to be the Number
1 Freight Forwarder in SA which meant relooking at our Commercial structures and capabilities
to ensure adequate capacity to achieve this.
Change in business strategy, for example expansion of Chinese business meant working with
relevant regional directors to ensure human resource alignment. In this example, the
establishment of the China Desk to accommodate new business requirements.
Legal requirements
• Timeous submissions of Employment Equity (EE) and Workplace Skills Plans (WSP).
• BBBEE – based on the roadmap/objectives, managed activities to ensure achievement
of goals (level 4).
• Managed Department of Labour audits.
• Ensure compliance with Bargaining Council rules.
CV: LENISHA WRIGHT 2

3. • Managed audits with bargaining council.
Training and Development
Training needs analysis conducted annually following completion of year-end performance
appraisal process. Objectives are based on data from the needs analysis, BBBEE objectives
and departmental goals (current and future).
Managed a large training budget toward achievement of goals.
Established an on-site training center to meet needs of the business – too many people away
from their desk for training. This also ensured effectiveness of our learnership programme.
With the identification of future talent and leaders in the organization, a roll-out of management
and executive development programmes. This inspired and motivated staff. Staff that were not
on the programme enquired how they could be considered for it.
Budget planning
Responsible for all HR budget planning, monitoring and control.
Innovation/expansion
Throughout my HR career, I have strived to improve efficiency in HR. So much time is taken up
with the necessary paperwork that needs to be done.
In 2015, working with a programmer, I was able to automate documentation in Microsoft. For
example, after termination of a staff member, 3 documents are automatically populated and
emails sent to IT, finance and the manager with the click of one button. Activities that took hours
to do, now took 2 minutes. Many other initiatives followed.
In this way, HR became more efficient while at the same time improving accuracy. It is an
achievement I am very proud of which enabled me to receive an additional bonus.
Performance Management
Performance Management for such a dynamic organization meant a lot of HR involvement by
way support, guidance and continuous coaching. I had to work closely with managers on this
matter – coaching them on how to conduct performance meetings as well as how to hold difficult
discussions with staff. Many times I would lead difficult discussions with the line manager
present. The appraisal process (bi-annually) was intense. Tracking and monitoring took place
on a daily basis. A system was put in place for the HR Administrator to ensure all data was
effectively and correctly captured. At year-end, appraisals for certain levels of management had
to be submitted to France for review and approval. The balance of data for all 4 countries was
consolidated and submitted annually.
Restructuring and Retrenchments
Managed restructure and retrenchments in South Africa, Botswana and Namibia. With the
downturn in the economy, these tasks become necessary. All matters were handled effectively
with little difficulty at the Department of Labour/CCMA. No additional loss incurred to business.
CV: LENISHA WRIGHT 3

4. Compensation and Benefits
Conducted salary benchmarking exercise for all roles within the organization (internal and
external). This allowed HR to determine whether there were inconsistencies in the organization
to ensure it could be addressed appropriately. Handled all day-to-day compensation and
benefits activities including reporting to France when required.
Reason for leaving: Retrenched
EMPLOYER VOLVO SOUTH AFRICA
POSITION SENIOR HR BUSINESS PARTNER
PERIOD EMPLOYED March 2013 to December 2013
SUMMARY OF RESPONSIBILITIES BELOW:
Structure and reporting line
As Senior HRBP I reported to the Managing Director for Volvo South Africa with a functional
reporting line to the HR Director. The total workforce size was around 300 permanent staff. This
was a National role which required me to travel around the country on a regular basis. Volvo SA
is divided into Regions within SA which meant me working very closely with Regional Directors.
I travelled on a regular basis to the various Regions and dealerships.
Day-to-day Functions
Being the manufacturer and owning their own dealerships made the structure of the
organization complex. Business entities took care of body-building of trucks (manufacturing
element), commercial/sales, aftersales/workshops, parts sales and finance were the other
divisions.
As the HRBP, I worked closely with managers and employees across all these disciplines
including employee forums and unions. Given the differences in work outputs for the various
departments, culture differed from one division to another. Greater understanding on my part
was required to ensure HR effectiveness.
This was a generalist role managing all aspects of recruitment and selection, training, IR,
BBBEE, Employment Equity (EE), Compensation and Benefits, union negotiations, cadet and
apprentice programmes.
Recruitment and Selection
Staff turnover in the motor industry averaged around 40%. At any given time, I had
approximately 30 vacant positions, mainly technical/sales roles. With the shortage of
technicians’ country-wide at the time, attracting candidates and then retaining them, presented a
huge challenge. To attract candidates we used recruitment agencies, head-hunters and media
advertisements.
CV: LENISHA WRIGHT 4

5. Staff Retention
On a monthly basis, I presented statistics on staff turnover to the senior management team at
the monthly meeting. Tracking and monitoring movement of staff was a daily task. At any given
time, I needed to present data on the issue of staff turnover and retention required by exco or
head office in Sweden. At the same time, headcount for certain positions were being managed
down by head office.
Approval processes existed both locally and by Sweden for replacement of positions. This was
rigorously followed.
Developing and implementing retention strategies meant getting buy-in and input from
management at various levels, union representatives, HR colleagues and other departments
e.g. finance.
Employee satisfaction surveys
An online tool was implemented by Sweden and conducted annually. Putting together a plan to
ensure 100% participation meant inclusion of staff who were not computer literate. I was able to
achieve this with ease due to effective planning and obtaining the buy-in and support from
management.
The findings/data from these surveys were analyzed and scrutinized closely which resulted in
implementation plans that needed to be put in place and monitored regularly. Action plans were
put in place and feedback provided on a quarterly basis to ensure objectives were met.
Managers were measured (KPIs) on this issue.
Reporting
Local (Regional), National and International reporting requirements had to be rigorously
adhered to with no exceptions to meeting deadlines. Working closely with the Senior HRBP for
UD Trucks, we devised an effective system to ensure deadlines were met as well as accuracy
with our reporting.
Performance Appraisal
Performance appraisals needed to be done quarterly. As HRBP I had to provide a lot of support
to management to ensure this was done accurately and timeously. For commission earners,
deadlines had to be adhered to.
Training
Volvo had an on-site technical training centre referred to as the Training Academy. Training
initiatives and planning was done annually based on needs analysis, input from Sweden about
any technical changes and performance management processes. Identification of staff for
succession planning also contributed to the type of training and development initiatives
embarked on.
Compensation and benefits
Managed day-to-day activities. Salary increase schedules and bonus schedules were sent to
regions for completion and return. Checking accuracy and submission for payment was my
responsibility as well as offering advice/help to managers through the process.
CV: LENISHA WRIGHT 5

6. Submitted regular reports to Sweden (online systems and other formats).
Completed benchmarking exercise for the organization – Volvo and UD Trucks.
Reason for leaving: The opportunity at Bollore meant exposure into Africa – experience I
welcomed.
EMPLOYER IMPERIAL
POSITION HR BUSINESS PARTNER
PERIOD EMPLOYED October 2010 to November 2013
SUMMARY OF RESPONSIBILITIES BELOW:
Structure and reporting line
Reporting to four Franchise Directors with a functional reporting line to the HR Director, I
occupied a generalist role taking care of the full spectrum of duties for the Franchises I was
responsible for. These Franchises included both Truck and Passenger vehicles; Volvo, Hyundai,
BMW, Honda, MAN, UD/Nissan Trucks and International Trucks. The workforce size I was
responsible for was around 500.
Performance Management
Working in the retail industry meant performance management was a key area of focus and
took up a good part of my time and effort.
Key Performance Indicators were monitored on regular basis. Commercial and sales staff
performance was reviewed and discussed weekly and sometimes daily. I would lead poor
performance discussions with the line manager present to ensure goals are clearly
communicated, ensure the employee has the capacity to achieve these objectives and set
deadlines for next review. Where relevant training/learning programmes had to be put in place.
Paperwork ensuring legal requirements are met needed to be in place and managed effectively.
Reward and recognition programmes were reviewed constantly to maintain staff motivation.
Managed incapacity relating to poor performance.
Recruitment and selection
I managed all aspects of recruitment and selection. Being motor industry, recruitment was
always a challenge trying to attract and retain the right talent. Some franchises needed to work
shifts which placed further pressure to recruit technical staff.
Compensation and benefits
Monthly submission of payroll data – payroll was centrally paid. Managed package structures,
offers etc.
CV: LENISHA WRIGHT 6

7. Review of compensation and benefits schemes and amendments took place regularly.
Budget
Budget planning, monitoring and control mechanisms in place for HR matters including training,
HR Projects, BBBEE, wage increases etc.
Legal
• Imperial was under MIBCO - bargaining council requiring adherence to legal
requirements.
• Audits by MIBCO managed by myself.
• Submission of WSP and EE reports.
• Reviewed, developed and aligned policies and procedures ensuring legislative
requirements met.
Talent management
During my time at Imperial, I was completing my MBA. The topic for the thesis I wrote was on
talent management. I conducted a focus group research study with BMW which proved that staff
turnover and the loss of talent presented enormous cost implications to an organization. A study
that was interesting and intriguing to those I had the opportunity to share with in the
organization.
As a result of the above, franchise directors were eager to adopt a talent management
programmes which I took pleasure implementing. This also led to discussions on succession
planning.
Succession planning
Developed and implemented succession planning tool for franchises I was responsible for.
Provided training for managers on the importance of succession planning and how to go about it
effectively.
Management of discipline and incapacity
All disciplinary matters were managed by myself, including evidence gathering, charge sheets,
chairing of hearings, dismissal process and CCMA matters.
Managed employee forum discussions, union meetings and planning for potential strike action.
Legal requirements
Submissions of EE and WSP reports needed to be done for each of the various Franchises. The
company had implemented a transformation committee for I was responsible to provide
feedback/input to.
BBBEE – the finance director took care of the finance related elements while I took care of all
HR related requirements for BBBEE (management control, EE, training and CSI)
CV: LENISHA WRIGHT 7

8. Reason for leaving: sought different working environment
EMPLOYER MARLEY SOUTH AFRICA
POSITION HR MANAGER (GENERALIST)
PERIOD EMPLOYED September 2007 to September 2010.
SUMMARY OF RESPONSIBILITIES BELOW:
Structure and reporting line
The workforce size for Marely was 200 permanent staff with labour broker staff taken on during
shutdowns. I reported to the MD and worked with executive management on a daily basis.
There was no HR Director hence no functional reporting lines. Payroll reported into Finance and
I had 2 staff members reporting to me including QHSE.
Prior to taking the role of HR Manager for Marley, all HR duties within the company were
outsourced to a consulting company. The consulting company mainly took care of IR matters.
As a result, basic HR processes, procedures and practices needed to be put in place.
Strategic
Among the strategic objectives for the business, BBBEE at the time was an important
component. I participated in meetings chaired by headquarters (Belgium) during their bi-annual
visits to SA on initiatives put in place to achieve strategic objectives for BBBEE.
Participated in annual business conferences where results were discussed and strategic
planning was done for the upcoming financial year.
Legal
• Developed all relevant HR policies and procedures and effectively implemented them.
• Submissions of EE and WSP reports.
Industrial Relations
Marley was a unionized environment. I managed union negotiations including wage negotiations
which took place annually. During my time at Marley I managed strikes and lockouts with
success regardless of the difficulties it was accompanied with. The goal during a time like this is
to minimize loss to the business as far as possible. All disciplinary matters as well as incapacity
issues were managed by myself.
QHSE
CV: LENISHA WRIGHT 8

9. Quality, health and safety (QHSE) formed part of my remit. I was fortunate to have talented
individuals appointed in the organization. All ISO audits were managed effectively ensuring
renewal of certification. Any findings raised were dealt with quickly and accurately.
BUDGET
Responsible for all budget planning.
BBBEE
BBBEE was a big challenge for the organization at the time. The MD, Finance Manager and I
worked closely together to bring the organization from a level 8 to level 4 in 3 years. I managed
the entire process single-handedly without the assistance consultants. The management team
and headquarters (Belgium) commended my performance in this regard.
Working closely with line management
One of the reasons for success in any organization is when the management team work
together supporting each other to achieve the overall strategic goals and objectives. I had a
profound experience at Marley in this regard. Working closely with the MD who supported HR
initiatives brought status and success for HR and the rest of the business.
Recruitment and selection
Managed all aspects of recruitment and selection including drafting contracts of employment
and structuring offers for engineers, artisans and other roles.
Drafted job descriptions and advertisements (internal and external).
Employee wellness
Managed wellness days and the challenge of HIV/AIDS with staff and within the community.
Conducted wellness day programmes. Ensured medical testing done and letter from
Department of Labour allowing medical testing.
EMPLOYER LAFARGE SOUTH AFRICA
POSITION HR MANAGER (GENERALIST)
PERIOD EMPLOYED DECEMBER 2003 TO JUL7 2007
SUMMARY OF RESPONSIBILITIES BELOW:
Structure and reporting line
Based at the Cement Plant in Lichtenburg, North West Province, South Africa I reported to the
Plant manager with a functional reporting line to the HR Director at Head Office in
Johannesburg. Lafarge was French owned, therefore HR alignment to headquarters
requirements was required. With 4 staff reporting directly to me, I took care of the full HR
generalist function for HR.
CV: LENISHA WRIGHT 9

10. There were 400 permanent and fixed term contract staff. Labour brokering employees and
outsourced contractors fluctuated between 200 to 300 and could go up to 500 during shut-down.
Logistics was outsourced hence the large number of contractors/drivers were on site daily.
Day-to-day functions
As a generalist HR Manager, I took care of the full spectrum of HR including EE, IR, training and
development as well as clinic and other facilities management. At the time, Lafarge fell under
the mining industry which meant we fell under the mines health and safety act. With the
organization being very industrialized labour matters took up the majority of my time and effort.
The factory operated 24/7 and I was on stand-by after hours.
Attended daily meetings in the factory together with the rest of the management team.
Labour Relations
The two unions with recognition agreements at the factory were NUM and Solidarity. Weekly
meetings were held with both unions discussing pertinent issues. The organization as with the
rest of the country were going through transformation both with business and people. Managed
all CCMA matters and internal discipline.
Labour matters took up the bulk of my time in this role.
Wage negotiations were led by the HR Director with participation of all HR managers. Handled
strikes and lockouts at the plant. Managed other industrial action including sympathy strike.
Budget
Responsible for all budget planning for my area of responsible. Worked with HR Director on this.
Expatriate programme
Lafarge was French owned at the time with skill rotation across the globe forming part of their
strategic initiatives. I managed the settling in of expatriates in Lichtenburg assisting both the
staff member and their families. Also managed with the support of the HRD, South African staff
that were seconded to work abroad in other countries.
Enjoyed working with people from other parts of the world. It was a huge learning curve. I
gained knowledge about various cultures and built confidence in my role as HR Manager.
Change and Transformation
From a business point of view, Lafarge would rotate skills around the world to adopt best
practices. Engineers and managers at various levels were moved around to transfer / acquire
skills.
Diversity management was huge on the agenda at the time. Diversity training was conducted
regularly with all staff from Plant manager down to junior staff members.
Legal
• Submission of WSP and EE reports.
CV: LENISHA WRIGHT 10

11. • Managed process with Department of Labour hearings for fatalities.
• On-site medicals were a legal requirement for all staff (temp or perm).
Training and development
There was a National Training Manager and a local training manager who managed the training
centre on a daily basis which was at the plant site. The local training manager reported to me
with a functional reporting line to the National Training Manager. All technical training for
apprentices for the entire country was done at Lichtenburg. Dormitory facilities were provided for
learners outside of the North West Province. Overseeing the Dormitory facilities ensuring all
learners were comfortable was a challenging experience.
National office
I attended monthly meetings at head office in Johannesburg. These meetings were attended by
the CEO for Lafarge SA and HR Director.
EE committee was chaired by the CEO a meeting I participated in actively.
Alcohol and drug testing
Developed systems, wrote policy and procedure and implemented drug and alcohol testing at
the plant.
This meant union negotiations on the matter. Obtaining buy-in took time but eventually, was
achieved.
Drivers (outsourced logistics) posed a problem. A joint programme between Lafarge and
Logistics companies ensued.
Other
I was privileged to attend annual HR related conferences in Paris.
Reason for leaving: personal reasons
EMPLOYER ANDANI & MBM CONSULTING
POSITION MANAGEMENT CONSULTANT
PERIOD EMPLOYED JULY 2001 TO DECEMBER 2003
SUMMARY OF RESPONSIBILITIES BELOW:
Structure
The consulting firm was a small organisation. I reported to the Senior Management consultant
who reported to the MD/Owner of the organisation.
The total staff compliment at the time was 10.
CV: LENISHA WRIGHT 11

12. Change and Transformation
Reporting to the Senior Management consultant we conducted HR audits in various
organizations both private and government sectors. I worked with companies such as Vodacom
and the Department of Health. We assisted companies to ensure alignment with legislation of
their policies, procedures and practices. Change and transformation interventions were a
regular request.
HR Strategic planning
Many of the organisations we worked with, did not have an HR strategy. Developed and
assisted with the implementation of these plans.
Training and coaching
I co-developed training material and co-facilitated various training programmes for example,
performance management and diversity training. Following an HR audit, a report with
recommendations was presented to the executive committee of the companies we dealt with.
As consultants, we would also provide one-on-one coaching for HR staff to enable them to
implement these recommendations. Companies would at times request our management to
oversee implementation of recommendations.
Reason for leaving: Company closed down
EMPLOYER SOUTH AFRICAN POLICE SERVICES (SAPS)
POSITION PHSYCHOLOGIST/PSYCHOMETRIST
TOTAL PERIOD AT SAPS MARCH 1991 TO JULY 2001
Administration, payroll and Employment Equity
From 1991 to 1998 I was a senior admin clerk and secretary for senior staff at the SAPS.
As an admin clerk I worked in HR, processing payroll documentation, overtime applications and
claims as well as taking care of paperwork for terminations.
Formed the EE committee and jointly drafted the EE policy.
Secretary to Senior Managers
I have secretarial experience having worked in such roles as a teenager with high typing speed.
As a result, I was granted the opportunity to work as a secretary for some time.
Psychometric testing
From 1998 to 2001 I was promoted to the role of psychometrist and Counsellor after completion
of my honors degree in Psychology. Psychometric testing for new recruits as well as
policemen/women entering specialized units such as the flying squad. Conducted climate
surveys, diversity training, career counselling and held conflict resolution meetings.
Testing was also done following a fatal incident that a policeman/woman was involved in.
CV: LENISHA WRIGHT 12

13. Counselling
Counselling was offered to police officials and their families when required. At times, staff would
request it and at other times, managers would require it.
I also took it upon myself to become involved in community work counselling victims of rape and
family violence.
Suicide
Suicide amongst police officials and their families was high. Together with one of our senior
Psychologists, I worked to reduce this. This was a long-term programme to see results.
Trauma debriefing
All police officials who fired their weapons or was involved in a shoot-out were debriefed after
the incident. This was done to determine the effect of the incident on the staff member
establishing whether further intervention and assistance was required before returning him to
field duties.
Reason for leaving : sought opportunity in the private sector
OTHER ABILITIES
• Business oriented See HR as part of the business. It is important to ensure HR
activities contribute to the overall business success. Bottom-line performance is
important.
• Forward thinker – What you do today must achieve goals in 5, 10, 20 years from now.
I am able to see the impact in the future with what I am doing today.
• Relentless to achieve success in times of adversity – I will fight to achieve a
goal. My superiors have said this is my strongest quality.
• Team player – I work hard to ensure HR is working with line management. I have
found relationship building with management (all levels) is important here.
CV: LENISHA WRIGHT 13