1. PERSONAL DETAILS
SURNAME : Cader
FIRST NAME : Nareema
RESIDENTIAL AREA : Ottery East
LANGUAGES : English, Afrikaans
CONTACT NUMBERS : 083 630 2881
EMAIL ADDRESS : cadernareema@gmail.com
LINKED IN PROFILE : za.linkedin.com/pub/nareema-cader/21/751/682
MARITAL STATUS : Married
DEPENDANTS : 1
HOBBIES : Quality family time, Diversity, Local and
International events
VEHICLE LICENCE : Code 08
NOTICE PERIOD : 30 Days
COMPUTER LITERACY : PeopleSoft
SAP
Dynamique (PAYROLL)
MS Office (WORD, EXCELL, POWERPOINT, OUTLOOK)
Internet
SECONDARY EDUCATION
NAME OF LAST SCHOOL: Rocklands Senior Secondary School
ACHIEVEMENT : Matric
YEAR : 1988
TERTIARY EDUCATION
NAME OF INSTITUTE : University of the Western Cape
ACHIEVEMENT : B Comm
YEAR : 1993
MAJORS : Industrial Psychology
Management

2. 2
FUTURE STUDIES : Accepted for Executive MBA [2014]
UCT Business School
Deferred because of retrenchment
TRAINING
NAME OF INSTITUTE : Amazon
ACHIEVEMENT : HR4HR
YEAR : May 2015
CONTENTS : Introduction to HR and all the tools used within Amazon
NAME OF INSTITUTE : NeuroLeadershipGroup
ACHIEVEMENT : Certificate of Coaching Skills
YEAR : 2013
CONTENTS : In recognition of coach specific training, independent
learning, an observed coaching session assignment and
live coaching assessment.
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NAME OF INSTITUTE : Corporate Executive Board
WORKSHOP : HR Leadership Academy
YEAR : 2010
CONTENTS : Becoming a more effective Business Partner
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NAME OF INSTITUTE : UCT Graduate School Of Business
ACHIEVEMENT : Strategic Human Resource Management
YEAR : 2007
CONTENTS : Programme explored current international human
resource practices to ensure the alignment of HR
practice with business strategy
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NAME OF INSTITUTE : FSA CONTACT
ACHIEVEMENT : TARGETED SELECTION RECRUITMENT COURSE

3. 3
YEAR : 1997
CONTENTS : STUDIED THE IMPLEMENTATION OF EFFECTIVE
SELECTION IN RECRUITMENT
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NAME OF INSTITUTE : A MAARTENS
ACHIEVEMENT : A-TEST USER
YEAR : 1998
CONTENTS : TO COMPLETE THE COURSE IN ORDER TO REGISTER
AS A A-LEVEL TEST USER
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NAME OF INSTITUTE : METROPOLITAN
ACHIEVEMENT : SITUATIONAL LEADERSHIP
YEAR : 2000
CONTENTS : THE ABILITY TO HANDLE SPECIFIC SITUATIONS AS A
LEADER
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NAME OF INSTITUTE : HUMAN CAPITAL CORPORATION
ACHIEVEMENT : PEROMNES GRADING SYSTEM
YEAR : 2000
CONTENTS : GRADING OF POSITIONS ACCORDING TO THIS SYSTEM
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NAME OF INSTITUTE : FIRST CONSULTING
ACHIEVEMENT : PREDICTIVE INDEX (PI) MANAGEMENT WORKSHOP
YEAR : 2001
CONTENTS : TOOL TO GATHER INFORMATION ON CANDIDATES
BEING CONSIDERED FOR VACANCIES OR PROMOTIONS
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NAME OF INSTITUTE : NMG LEVY AND ASSOCIATES
ACHIEVEMENT : LABOUR RELATIONS ACT AMENDMENTS
YEAR : 2002
CONTENTS : AMENDMENTS TO THE ACT

4. 4
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NAME OF INSTITUTE : INTERNATIONAL COMPETENCIES NETWORK
ACHIEVEMENT : INSETA ASSESSOR TRAINING PROGRAMME
YEAR : 2002
CONTENTS : TRAINING IN ORDER TO BE REGISTERED AS AN
ASSESSOR WITH ETQA
WORKING EXPERIENCE
NAME OF COMPANY : AMAZON
TYPE OF COMPANY : ONLINE SALES
DEPARTMENT : HUMAN RESOURCES
PERIOD OF EMPLOYMENT: 21 APRIL TO PRESENT
POSITION : HR MANAGER: SELLER SUPPORT
Direct Reports: 4
SUMMARY OF POSITION: I work closely with management to increase the
organizational health of the business. I provide
leadership in the implementation and execution of
human resources related policies and guidelines;
organizational design; company culture and employee
development. HR successfully influences and partners
with other groups around the company (legal, finance,
recruiting, etc.) to advocate for business needs. I am
constantly consult with employees and managers to
address root causes of human resources issues and
address employee relations issues with a systematic
approach. My key skills and abilities include coaching,
consulting, facilitation, influencing, communication,
process development, analysis and problem solving.
Accomplishments for the year:
 Set up sound HR structure, re-establish basic HR
processes and procedures for Seller Services
 Part of the Senior Leadership Team for Seller Services
 Improve culture by integrating leadership principles and
values. Participation in Connections survey was
encouraged by staff which provides insight into certain
aspects relating to Associate engagement

5. 5
 Leadership development – arranged training initiatives to
ensure leadership was equipped to staff challenges on a
daily basis
 Performance Management – successfully rolled out and
implemented OLR on site
 HR Shared Services Project – HR payroll and benefits
were centralized to Prague. I had to ensure that our
processes were correctly mapped and communicate with
the site on the change over
 TRMS Closure – successfully retrenched the first
department in CPT with 100 staff
NAME OF COMPANY : BRANDHOUSE
TYPE OF COMPANY : BEVERAGE
DEPARTMENT : HUMAN RESOURCES
PERIOD OF EMPLOYMENT: 18 AUGUST 2014 – 29 February 2015 [FTC]
POSITION : TALENT RESOURCING LEAD
Direct Reports: 3 RESOURCING MANAGERS
Headcount – 750
SUMMARY OF POSITION: The talent manager will lead and manage the end to end
talent (i.e. Recruitment, Development, Retention and
Management of talent) agenda, reporting to the HR
Director to ensure the business objectives through the
Organisation and People strategy are achieved. This role
is responsible for the development and application of all
strategies, principles, tools and processes that support
this.
NAME OF COMPANY : PIONEERFOODS – THE CERES BEVERAGE COMPANY
TYPE OF COMPANY : FOOD AND BEVERAGE (R3 billion turnover)
DEPARTMENT : HUMAN RESOURCES
PERIOD OF EMPLOYMENT: 1 AUGUST 2009 – 30 November 2013 [RETRENCHED]
POSITION : EXECUTIVE: HUMAN RESOURCES
Direct Reports: 4 HRM’s + 1 OD Manager
Number of sites: 4 Factories + HO + S&M
Headcount – 1200 permanent + 600 casual
SUMMARY OF POSITION: Responsible for the Human resources function in
the business and general duties includes
recruitment of professional and management

6. 6
employees, employee relations, and
organizational development.
KPA’S : Grow Business Profitably
 Contribute to the development of the TCBC strategy
 Develop a People strategy and business plan (with
budget) to support the delivery of the overall strategy
 Drive the implementation of the plan and adjust/review
as needed to support the achievement of the business’s
profit targets
 Continually search for opportunities to grow the business
profitably within the values framework
Align the Direction for People Initiatives
 Ensure the People strategy is articulated, understood
and confirmed at all levels of the organisation, and is
incorporated into individual BU people strategies
 Ensure that the People business plan is integrated into
BU business plans, in order to drive consistent
implementation of the People strategy across BU’s taking
into account unique BU drivers
Lead the Delivery of People Initiatives
 Advise Executive team on optimal organization design
for their BU
 Develop sources for key talent and support in the
attraction, induction and retention of key talent, with
particular focus on EE
 Develop and drive the integrated performance
management process across BU’s
 Ensure internal equity and favourable market
relatedness of Job levelling, recognition and reward
 Employee Relations management - Attend CCMA – run
Conciliations and Arbitrations – Wage Negotiation
Facilitation
 Ensure HR benefits, policies, procedures and practices
are in place to support the delivery of business strategy
 Ensure full HR legislative compliance
 Report on HR metrics and deliverables as required

7. 7
Build Capability
 Partner with BU Executives to identify competence gaps
across all levels in the business and consolidate these
into organization-wide analysis
 Develop and implement plans to fill competence gaps
 Monitor and report on competence acquisition across the
business.
Synergize
 Work with Executive team to identify key organisation-
wide trends/shifts/issues relating to people that impact
on strategy delivery and ensure that an effective
organisation-development plan is in place to address
them
 Facilitate effective functioning of Executive team and
guide Executive team health to ensure effective
enterprise people leadership
Administration
 Prepare monthly and quarterly HR reports which
analyses various statistical data for management and the
Board
 Review policies and procedures on an adhoc basis for
alignment and relevance
[PREVIOUS]
NAME OF COMPANY : PIONEERFOODS – NULAID EGGS
TYPE OF COMPANY : FOOD AND BEVERAGE
DEPARTMENT : HUMAN RESOURCES
PERIOD OF EMPLOYMENT: 1 SEPTEMBER 2008 to 31 JULY 2009 [PROMOTION]
POSITION : DIVISIONAL HUMAN RESOURCES MANAGER
NAME OF COMPANY : NEDBANK LIMITED – BUSINESS BANKING
TYPE OF COMPANY : FINANCIAL SERVICES
NATURE OF BUSINESS : Provide financing to business clients with turnover of R7

8. 8
To R500 million
Direct Reports: 3 x HRM + 1 x HR Clerk
Region: Cape Division
DEPARTMENT : HUMAN RESOURCES
PERIOD OF EMPLOYMENT: MAY 2005 – 31 AUGUST 2008
POSITION : SENIOR HUMAN RESOURCE MANAGER
SUMMARY OF POSITION: To partner with business, clients and
stakeholders to source and uplift human capital
to achieve the super-regions goals and strategic
objectives on a sustainable basis.
KPA’s Effective business partnerships and performance
consulting
- Use influence and support business with appropriate
HR practices to facilitate business transformation
- Actively build relationships and network with business
team and line management through communicating
appropriately and proactively providing solutions to
address business needs relating to human capital
- Work to align HR objectives with business objectives
and strategy (two way alignment)
- Create an HR strategy for the super-region,
integrating HR strategy for the bank with the Business
Banking strategy and identified challenges within the
super-region
- Identify existing or potential problem areas by using a
performance consulting approach
Effective facilitation of the management of
operational risks relating to people issues
- Facilitate adherence to HR policies and procedures
and relevant legislation, and develop new policies where
appropriate
- Identify HR risks within the super-region and identify
and communicate interventions to reduce/prevent and
rectify
- Ensure consistency in application of processes
- Ensure all expenses are within limit of relevant policy
- Determine super-regional HR budget and control
expenses within budget
- Ensure awareness and implementation of all legislative
& compliance issues relating to HR/ HRD (NQF, Skills
Development Act)/Employment Equity Act)/Labour
Relations Act
- Provide framework to team where appropriate and
ensure awareness of and referral to Employee Wellbeing
Unit/Careway when required

9. 9
- Ensure all agreed IR processes, procedures and
policies are in place and adhered to
Effective management of HR value chain within
the business unit
Attraction & Selection
- Ensure forecasted staffing requirements
(capacity/manpower planning) are documented and
action accordingly
- Recruit, select and place executive candidates in terms
of agreed recruitment and selection process
Training and Development
- Facilitate training needs of the super-region
Career and Succession Planning
- Actively facilitate a learning culture in the super-
region, encouraging staff to take accountability for their
own career development and advising when necessary
- Assist the super-region to identify and manage talent
Performance Management
- Instil a high performance culture within the super-
region
- Ensure implementation of appropriate performance
management processes throughout the super-region
Retention
· Identify high risk retention issues and recommend
and/or implement appropriate interventions
Reward and Recognition
· Implement group reward and recognition processes
Effective facilitation of diversity, change and
transformation processes
- Drive the facilitation and implementation of change
and transformation processes and activities
- Create awareness of diversity
- Monitor adherence to achievement of Employment
Equity plan and take corrective action where necessary
Effective project management of HR initiatives
- Manage implementation of ad hoc projects
Effective team leadership
- Listen appropriately and empower and include team
members in setting the direction for the super-region
- Consistently monitor performance of region
- Identify substandard performance of direct reports
and take necessary corrective action
- Identify top performance and recognize appropriately
- Plan ahead and communicate performance standards
and objectives to direct reports
- Demonstrate consistent application of internal
procedures
- Actively promote harmony and teamwork

10. 10
- Promote sharing of knowledge through informal and
formal channels
- Support team by demonstrating an ability to act as a
coach and mentor (particular with non-performers)
- Model the culture and values effectively
NAME OF COMPANY : NEDBANK LIMITED – BUSINESS BANKING
TYPE OF COMPANY : FINANCIAL SERVICES
DEPARTMENT : HUMAN RESOURCES
PERIOD OF EMPLOYMENT: 19 MAY 2003 – APRIL 2005 [CAREER ADVANCEMENT]
POSITION : HUMAN RESOURCE MANAGER
KPA’S: EFFECTIVE BUSINESS PARTNERSHIPS AND
PREFORMANCE CONSULTING
EFFECTIVE FACILITATION OF THE MANAGEMENT OF
OPERATIONAL RISKS RELATIING TO PEOPLE ISSUES
EFFECTIVE FACILITATION OF ATTRACTION,
DEVELOPMENT AND RETENTION OF STAFF
EFFECTIVE FACILITATION OF DIVERSITY, CHANGE AND
TRANSFORMATION PROCESSES
EFFECTIVE PROJECT MANAGEMENT OF HR INITIATIVES
EFFECTIVE SELF MANAGEMENT
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NAME OF COMPANY : METROPOLITAN HEALTH GROUP
TYPE OF COMPANY : MEDICAL SCHEME ADMINISTRATOR
DEPARTMENT : HUMAN RESOURCES
PERIOD OF EMPLOYMENT: NOVEMBER 1998 – 9 MAY 2003
POSITION : HUMAN RESOURCE CONSULTANT
KPA’S : RECRUITMENT AND SELECTION
NATIONAL QUALIFICATIONS FRAMEWORK
LABOUR RELATIONS
TRAINING AND DEVELOPMENT
EMPLOYMENT EQUITY
VALUES
ADMINISTRATION
REPORTS
CHANGE MANAGEMENT
SUPERVISION
PRESENTATION
JOB DESCRIPTIONS
BUDGETARY INPUT

11. 11
ADHOC REQUESTS
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NAME OF COMPANY : METROPOLITAN LIFE
TYPE OF COMPANY : LIFE ASSURANCE
DEPARTMENT : HUMAN RESOURCES: EMPLOYMENT
PERIOD OF EMPLOYMENT: 4/1994 – 10/1998
POSITION : EMPLOYMENT CONSULTANT
REASON FOR LEAVING : LOOKING FOR EXPOSURE AS A GENERALIST
KPA’S : SELECTION AND ASSESSMENT
SUPERVISION
PSYCHOMETRIC TESTING
EXIT INTERVIEWS
ADMINISTRATION
ADHOC PROJECTS
ADDITIONAL RESPONSIBILITIES: WILL EXPLAIN AT
INTERVIEW.
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NAME OF COMPANY : METROPOLITAN LIFE
DEPARTMENT : GROUP SCHEMES VOLUNTARY
PERIOD OF EMPLOYMENT: 11/1991 – 4/1994
POSITION : SUSPENSE CLERK
REASON FOR LEAVING : OFFERED A POSITION IN LINE WITH MY
QUALIFICATION
KPA’S : INVESTIGATE, RECTIFY AND APPLY GROUP LIFE
PREMIUMS ON THE SUSPENSE ACCOUNT
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NAME OF COMPANY : HOUSE OF MONATIC
TYPE OF COMPANY : CLOTHING FACTORY
PERIOD OF EMPLOYMENT: 4/91 – 11/91
POSITION : TEMPORARY DEBTORS CLERK
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12. 12
REFERENCES
1. NAME : Pieter Hanekom
POSITION : Chief Executive Officer
COMPANY : The Ceres Beverage Company
CONTACT NO : 082 898 4068
EMAIL ADDRESS : pieter.hanekom@pioneerfoods.co.za
pieter1hanekom@gmail.com
2. NAME : Mkuseli Dlikilili
POSITION : Director: Human Resources
COMPANY : Pioneer Foods
CONTACT NO : 083 295 0630
EMAIL ADDRESS : mkuseli.dlikilili@pioneerfoods.co.za
3. NAME : Ayn Brown
POSITION : HR Executive: OD
COMPANY : Nedbank
CONTACT NO : 082 900 7526
EMAIL ADDRESS : aynb@nedbank.co.za
4. NAME : Sumaya Adam
POSITION : Regional Business Head
COMPANY : Nedbank
CONTACT NO : 082 900 1069
EMAIL ADDRESS : SumayaAd@nedbank.co.za