- BUSINESS AND FINANANCIAL OUTCOMES
1.1 – Strategic Capability & Workforce Readiness
Responsibilities
- Conduct institution‑wide Training Needs Analysis (structured and informal) to identify current and future capability gaps.
- Analyse affiliate skill pools and workforce capability trends annually.
- Align L&D and talent interventions to business strategy, critical roles, and future growth priorities.
- Leverage structured talent assessment tools to strengthen predictability of business success.
Outcomes
- Clear visibility of current and future institutional capability gaps.
- Improved readiness for strategic, leadership, and critical roles.
- Reduced business disruption due to skills shortages or succession gaps.
- Strong alignment between business priorities and people capability investments.
KPI 1.2 – Return on Learning & Talent Investment
Responsibilities
- Develop a comprehensive annual L&D Plan aligned to business and talent priorities.
- Identify cost‑effective learning solutions (in‑house, external, digital, mentoring).
- Prepare, manage, and track the annual L&D budget.
- Monitor utilisation of learning and talent development investments.
- Outcomes
- Optimised use of L&D budget with clear value for money.
- Learning investments demonstrably linked to performance and capability uplift.
- Reduced reliance on external hiring for critical skills.
- Improved bench strength and internal talent supply.
- KPI 1.3 – Organisational Structure Effectiveness
- Responsibilities
- Partner with business leaders to review and design organisational structures aligned to strategy and operating models.
- Support organisation design initiatives including role sizing, spans of control, and layer optimisation.
- Assess organisational effectiveness and productivity implications of structure changes.
- Provide OD input into business growth, transformation, and change initiatives.
- Outcomes
- Organisational structures aligned to strategic priorities and business models.
- Improved decision‑making speed and operational efficiency.
- Optimised spans and layers supporting productivity and cost effectiveness.
- Reduced duplication of roles and unclear accountabilities.
- Organisation design changes enable delivery of strategic and financial objectives.
- KPI 1.4 – Workforce & Role Cost Optimisation
- Responsibilities
- Support workforce planning through organisation design analysis.
- Assess role criticality, role overlaps, and capability deployment.
- Provide OD insights to inform staffing, restructuring, and redeployment decisions.
- Outcomes
- Sustainable workforce cost structures aligned to business volumes.
- Improved deployment of skills and talent to priority roles.
- Reduced role redundancy and misalignment.
- Better alignment between headcount, capability, and financial performance.
- PEOPLE OUTCOMES (Learning, Talent & Capability Development)
KPI 2.1 – Learning & Development Effectiveness
- Responsibilities
- Conceptualise and deliver flexible learning interventions (classroom, digital, mentoring, self‑learning).
- Drive and facilitate implementation of the approved L&D Plan.
- Monitor and evaluate effectiveness of all learning methods used.
- Continuously improve learning approaches based on feedback and evaluation.
- Outcomes
- Employees demonstrate improved competence and role effectiveness.
- Learning interventions address identified development gaps.
- Increased employee participation and completion of learning programmes.
- Continuous improvement in learning quality and relevance.
KPI 2.2 – Talent Development & Pipeline Strength
- Responsibilities
- Manage affiliate Talent Management systems, processes, tools, and materials.
- Ensure effective execution of Talent Reviews, 9‑Box, succession planning, and Talent Profiles.
- Partner with L&D to design targeted programmes for High Potentials, successors, and key talent.
- Develop and deploy coaching and mentoring programmes.
- Outcomes
- Strong, visible pipelines for leadership and critical roles.
- Measurable development progress of High Potentials and successors.
- Improved depth and quality of internal talent pools.
- Increased internal mobility and career progression.
- KPI 2.3 – Career & Capability Ownership
- Responsibilities
- Facilitate competency assessments for all employees annually.
- Ensure effective use of Talent Management System and Career Portal on MyHR
- Support managers and employees in development planning and career conversations.
- Ensure at least one documented Talent Conversation for management and critical roles annually.
- Outcomes
- Employees understand their strengths, gaps, and development pathways.
- Managers actively own talent and development conversations.
- Improved employee engagement and retention of key talent.
- Clear and transparent career paths across the organisation.
KPI 2.4 – Role Clarity & Capability Alignment
- Responsibilities
- Review and refine job architectures, job descriptions, and role profiles.
- Ensure alignment between roles, competencies, and capability frameworks.
- Support managers to clarify accountabilities and expectations within teams.
- Align role design to career paths and development frameworks.
- Outcomes
- Clear role accountability and expectations across the organisation.
- Improved employee understanding of performance and development requirements.
- Reduced role ambiguity and role‑related performance issues.
- Strong linkage between roles, competencies, and learning pathways.
- KPI 2.5 – Organisation Change Enablement
- Responsibilities.
- Provide OD support to change initiatives, restructures, and transformation programmes.
- Support leaders in managing people impacts of organisational change.
- Align learning and talent interventions to OD changes.
- Facilitate stakeholder engagement during OD initiatives.
- Outcomes.
- Smooth implementation of organisation changes with minimal disruption.
- Employees understand and adapt to new structures and ways of working.
- Faster stabilisation post‑change.
- Reduced people risk during organisational transitions.
- RISK, CONTROLS & GOVERNANCE
- KPI 3.1 – Governance, Compliance & Data Integrity.
- Responsibilities
- Ensure adherence to Group Talent and L&D policies, guidelines, and timelines.
- Ensure accurate and timely tracking within Talent and L&D systems.
- Generate regular L&D and Talent MIS reports.
- Maintain proper documentation of talent decisions and learning investments.
- Outcomes
- Accurate, reliable, and audit‑ready learning and talent data.
- Consistent and compliant application of talent and learning frameworks.
- Zero or minimal audit findings related to talent and L&D governance.
- Transparent and defensible talent and development decisions.
- KPI 4.2 – Organisation Design Governance & Compliance
- Responsibilities.
- Ensure organisation design changes follow approved governance and approval processes.
- Maintain documentation for organisation structures, roles, and OD decisions.
- Ensure alignment with Group HR policies and regulatory expectations.
- Partner with HRBPs and Group HR on OD standards and frameworks.
- Outcomes.
- Organisation design changes are controlled, documented, and auditable.
- Consistent application of OD principles across the affiliate.
- Reduced governance, people, and regulatory risk arising from structural changes.
- Clear audit trail for OD‑related decisions and approvals.
- 4) CUSTOMER EXPERIENCE (Internal – Employees & Managers)
- KPI 4.1 – Learning & Talent Experience Quality.
- Responsibilities
- Design and maintain an up‑to‑date Training Calendar.
- Track training attendance and capture feedback for programmes, workshops, and conferences.
- Provide expert advisory support to managers on learning and talent matters.
- Maintain effective communication of learning and talent opportunities.
- Outcomes
- High satisfaction with L&D and Talent processes.
- Managers perceive learning and talent systems as practical and value‑adding.
- Reduced confusion, rework, and escalations around talent processes.
- Positive employee perception of fairness and transparency in development opportunities.
- KPI 4.2 – Onboarding & Acculturation.
- Responsibilities
- Organise and anchor the New Hire Orientation programme.
- Continuously refine onboarding content and delivery.
- Coordinate stakeholders involved in induction and early learning.
- Outcomes
- Faster time‑to‑productivity for new hires.
- Improved early engagement and retention of new employees.
- Strong understanding of organisational culture, values, and expectations.
KPI 4.3 – OD Advisory & Manager Enablement
- Responsibilities
- Provide OD advisory support to managers on structure, role design, and team effectiveness.
- Equip leaders with tools and guidance for organisation design and role clarity.
- Act as a trusted OD advisor during restructuring or growth initiatives.
- Outcomes
- Managers feel supported and confident in OD‑related decisions.
- Improved manager satisfaction with HR/OD advisory services.
- Reduced escalations related to role confusion and structural issues.
- Strong manager ownership of organisational effectiveness.
- Experience & Qualifications
- Bachelor’s degree in HR, or related fields of study from a recognized university
- At least 4-5 years’ experience, ideally in HR function
- CIPD is an added advantage.
- Experience working with senior management team with the bank.
- Exposure in any one of the below field: – Talent Management, Learning & Development or Organizational Design.
- Proficiency in HR Analytics, data and AI.
