1. Hollard
Industrial Psychologist and HR Consultant January 2014 – Present
My purpose istowork,both individuallyandwithmyteam, asa businesspartnertosupportand
enable the deliveryof excellence withinourteamsandensure the effectivedeliveryof HollardHR
Aimswithinthe HollardMatrix Structure.
Teams which I have had experience managingfroman HR perspective: Finance,Marketing,Internal
Audit,Governance (Legal,Forensics,andCompanySecretariat),Compliance andRiskManagement,
Treasuryand Capital Management, GroupBusinessDevelopment,IT,CustomerCentricity,Actuarial,
CSI,Frontline,Strategy,ContinuousImprovement,People/HR,Outsource Management.
Performance Management:
 Implementperformance contractswithall teams.
 Ensure that each teamhas a performance contractand an IDPwithinthe first3 monthsof
joiningthe team.
 Facilitate performance conversationswhennecessaryandassistmanagersandemployeesto
manage poor performance effectively.
 Annuallyconductanengagementsurveyonall teamstoassesslevel of engagement.
Embeddingthe Hollard Culture across my teams:
 Embedthe HollardWay throughworkshopswithrelevantteams –focusneedstobe on
those teamswhohave not exploredthe ‘HollardWay’cultureframework indepth orhave
not yetappliedittothemselvesandtheirteams.
 Manage the HollardAppreciationProgram (Hollard’srewardprogram) forGroupServicesin
line withdivisional andgrouprequirements:
1. Manage data effectively
2. Setup committee meetingsforthe firstweekof everymonth
3. Co-ordinate winnersannouncementandrewards
4. Compile quarterlyschedule forManagementcommittee basedonappreciationmodel
5. Planquarterlyevents
Psychological Team Interventions:
 Have one-on-one meetingswitheveryone inmyteamsquarterly,tounderstandwhere they
are at and to decipherif there are anyexistingteamdysfunctionswhichneedtobe dealt
with.
 Holdteam workshopsforteamswhoneedtomeetregularlyandconfrontteamchallenges
that theyare faced.
 These interventionsencompassavarietyof topics:toxicleadershipandteams,low morale,
interpersonalteamdynamics,diversity, etc.
PsychometricAssessments:
 Provide feedbacktoall HollardemployeesaftertheirprobationperiodontheirEvalex 20
assessmentwiththe presence of HRand theirline managersfordevelopmentpurposes.
 Provide recruitmentinsightswhenconsideringEvalex 20assessmentresultsforcandidates
for the entire Hollardbusiness.
 I have workedwithHollardAlternativeDistributioninordertoassist themwiththe
redesigningof theirrecruitmentprocesstoensure thattheyare equippedwiththe best
strategyto selectandretainthe bestcall centre agents.Thisentailedresearchingthe

2. differentpsychometrictoolsthatare registeredwiththe HPCSA inSouthAfricaandchoosing
the besttool appropriate forthemto reach theirbusinessstrategy.
Talent Management:
 Conductquarterlytalentreviewsthatassessindividual plans,successionplans,keyman
dependenciesandflightrisks.
 Once critical rolesandtop talenthave beenidentifiedprepare development,pipeline and
sourcingplans
 Build,share andfacilitate careerroadmapsthatlookat cross teamcareergrowth
 Define whoourtoptalentare andhow we can retainthem – thisincludesdefiningwhattop
talentmeanstous, and use psychometricassessmentdatato assistinthisprocess.
 Guide teamsinmanagingand minimisingturnover
 Focuson fillingrolesinternally –know whoisconsideredtalent inall the differentteams
 Keeptrack of talent viaan ongoingrecruitmenttracker
 Effectivelymanage individualdevelopmentandfitthroughthe first6 - 12 monthsina new
role forall those rolesIhave placed
 Ensure a positive butrealisticcandidate experience of the brandthroughoutthe recruitment
and placementprocess
EmbeddingDiversity:
 Ensure BEE isa prioritywhenrecruiting due toHollard’sBEEstrategy
 Assessandunderstandtransformationbarriersacrossteams
 Identifyandimplementactivitiestoaddressbarriers
 Agree andmeetthe DTI scorecard requirements(linktoEEtargets) and guide businesswhen
makingdecisions
DeliveringFunctional Excellence:
 Ensure all our data is accurate andreliable andupdatedwhenrequired
 Ensure costingisaccurate for all my teamsandprovide feedbacktopayroll
 Do all administrativefunctionsformyteam (due tonot havingan administratorforour
teams) whichinclude:
1. Vacancyapproval processfrommotivationuntil apositionis addedontothe system
2. Recruitmentprocessfromvacancyuntil personjoins
3. Newengagementfromjoiningdate,throughprobationperiod
 Produce quarterlyPeoplereportswithagreedmetricsincluding:
1. Recruitmenttrackerof all roles
2. BEE andEE stats
3. AppreciationProgramstats
Change Management:
 Designa change managementframeworkforHollardwiththe restof my Change Team
basedon researchandthe knowledge of the Hollardculture.
 Work withHR, the Hollardtraininganddevelopmentteam andmanagerstoeffectively
implementthatchange model andprincipalssothattheyare equippedforchange – from
small structural changes,tocommissionstructure changesandevenacquisitions.
 Meetwiththe HR teamquarterlytoupdate themon change managementresearchand
applicationswithinthe organisationandshare learningsfromacrossthe business.

3. Recruitment:
 Fulfil end-to-endrecruitmentfunctionfromadvertisingajobpostup until anindividual’s
firstday at work(thisincludesadvertising,screeningCV’s,shortlistingformanagers,setting
up interviewsandattendingthem, arrange psychometricassessmentsandprovidinginsights
intotheirresults).
Training which I have attended:
 PremierHRtrainingwithSAGEVIP
 LexisNexisFingerprinttraining
 BusinessSimulation –5 day insurance basedbusinesscourse whereinateamyou simulate
an insurance companythatyou create fromscratch
 Fullyaccreditedonthe Evalex 20 psychometrictool whichincludesthe Business
ComprehensionTest,OrganisationInsightScale,andthe OrganisationPersonalityConstruct
Scale.
 FullyAccreditedonthe Saville Wave PersonalityAssessment
 Performance ManagementforManagersTraining
 Performance ManagementforunderperformersTraining
 IntermediateExcel Course
 HollardSynapse LeadershipProgramme
 Change Managementwithafocus onNeuro-leadershipapproachestochange