KPA 1 Strategic Business planning and Strategic Strategic Worforce planning

1.1. Develop relevant financial strategic objectives (incorporating medium to long term objectives) and business plans for the OD & Wellness departments in line with HR Strategy.
1.2. Collaborate with Chief Human Capital Officer (CHCO) and senior HR management team to develop long term strategic workforce plans for the division. 
1.3. Manage the SANBS workforice planning cycle.
1.4. Participate in partner divisional business planning sessions and coordinate activities related to worforce planning.
1.5. Communicate the worforce planning cycle to stakeholders and monitor implementation in divisions.
1.6. Identify people risks on an enterprise and HCM divisional level and develop plans to mitigate and reduce risk.
1.7. Assist the CHCO with the development of national initiatives for the division and develop project plans for implementing agreed decisions.
1.8. Develop and manage budget for area of responsibility.
1.9. Prepare department cost centre report monthly with explanation of variances and corrective action taken.
1.10. Approve expenditure as per defined limits.

2.1. Develop an OD strategy and policy that guides employee engagement and commitment in support of achieving organisational strategy and objectives.
2.2. Ensure that the SANBS vision, values and strategies are meaningfully translated throughout all levels 
of organisation into specific behaviours and practises that will reflect the desired organisational culture.
2.3. Build the organisations capacity to embrace and capitalise on change by introducing interventions such as Change Management workshops, teambuilding, etc.
2.4. Develop, review and update Performance management policies and procedures. 
2.5. Continuously review and improve the organisational Performance Management system and processes and ensure that the performance management is consistently implemented across the organisation and aligned to SANBS strategy.
2.6. Analyse Performance management results and provide feedback to Exco regarding progress and trends.
2.7. Ensure that a moderation process is in place.
2.8. Ensure that managers and employees are capacitated to use the Performance management system.
2.9. Make recommendations to Exco and HR board sub committee regarding the alignment of performance ratings to annual remuneration reviews and discretionary bonus systems to enhance talent retention.
2.10. Maintain performance management database and prepare and update various performance reports.

KPA 3 Design Interventions That Support The Implementation Of Organisational Development 
Strategy.
3.1. Ensure that proposed OD and Change Management interventions are aligned with SANBS business strategy and design or source relevant solutions.
3.2. Raise the capability of managers in understanding Organisational development issues by providing coaching, training and advise to them.
3.3. Ensure that principles of organisational design process, policies and procedures are in place to optimise the in accordance to business requirements.
3.4. Ensure that the Job Evaluation system remains consistent and relevant.
3.5. Implement organisational design.
3.6. Manage quality control of role profile development.
3.7. Implement alignment of the individual performance to the organisational performance, business strategy appreciation and alignment.

KPA 4 Drive Organisational Transformation

4.1. Ensure the Employment Equity strategies, policies and procedures remain relevant and facilitate 
organisational transformation.
4.2. Ensure plans and reports are in place as per legislative requirements.
4.3. Ensure the maintenance of the EE SD Committee and provide on-going advice and development
4.4. Implement required interventions to promote transformation.

5.1. Ensure the Employee Wellness strategy policies and procedures remains relevant and promote good employee wellness practices by researching and reporting on these.
5.2. Ensure the Employee Wellness and Occupational Health practices remain relevant taking into consideration appropriate legislation and develop and maintain high quality of organisational support.
5.3. Manage relationships with relevant suppliers in a cost effective manner to ensure maximum return on investment to the organisation.
5.4. Design and implement a system to ensure talent management and service delivery to internal stakeholders.
5.5. Ensure agile occupational health and wellness programs to adapt to the business strategy.

6.1. Conduct performance management and monitor performance on ongoing basis through mentoring, coaching, and reviews according to agreed timeframes and take appropriate steps to correct problems.
6.2. Track & drive individual development plans for all staff by identifying general training and staff development needs & ensuring that staff attend organised training programme.
6.3. Deal with grievances, conflict and disciplinary issues and take appropriate corrective actions in accordance with SANBS Policy on matters related to misconduct & incapacity (performance & illhealth), with a view to improving productivity. 
6.4. Ensure regular two-way communication with staff on all general staff matters such as Principles of Excellence, team building, SOP’s, policy changes, etc. to ensure understanding, required competency as well as compliance with SOP criteria and Good Laboratory Practice Guidelines.
6.5. Monitor and control staff time-keeping records, general and specific absenteeism trends and overtime worked to ensure adherence to SANBS HR policy and relevant legislation and take appropriate corrective action where necessary.
6.6. Implement the Broad Based Black Economic Empowerment strategy and targets.
6.7. Attend information meetings and appropriate training sessions as required, to remain informed of current field-related developments, to promote knowledge sharing where relevant according to IPA specifications.
6.8. Implement Integrated reporting for the division.