• Job Opportunity at Pernod Ricard

  • Posted on: 22 March, 2016 Deadline: Not Specified
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  • Pernod Ricard is the world’s co-leader in wines and spirits with consolidated sales of € 7,945 million in 2013/14.

    Created in 1975 by the merger of Ricard and Pernod, the Group has undergone sustained development, based on both organic growth and acquisitions: Seagram (2001), Allied Domecq (2005) and Vin & Sprit (2008).

    Pernod Ricard holds one of the most prestigious brand portfolios in the sector: ABSOLUT Vodka, Ricard pastis, Ballantine’s, Chivas Regal, Royal Salute and The Glenlivet Scotch whiskies, Jameson Irish whiskey, Martell cognac, Havana Club rum, Beefeater gin, Kahlúa and Malibu liqueurs, G.H.Mumm and Perrier-Jouët champagnes, as well as Jacob’s Creek, Brancott Estate, Campo Viejo and Graffigna wines.

    Human Resources Business Partner: West Africa

     

    Job description

    MAIN PURPOSE OF THE ROLE:

    Supports the Managing Director, Management & Employee Teams, by taking responsibility for particular HR functions including employee relations, performance management and training and development.

    JOB SCOPE AND CONTEXT:

    Service Level

    Office based, with regular travel as required

    This job description is a broad reflection of the role and does not attempt to capture all specifics of the position. There may be variations within the same roles due to seniority or regional differences

     

    Performance Indicators (KPI) 

    HR Strategy Implementation

    1. Development of human resources function

    A. Assist with planning and implementation of HR strategy

    • Focus on people development issues
    • Plans, identify future recruitment and training needs
    • Plans include forecasts of future remuneration costs
    • Plans include a SWOT analysis of the HR function
    • Plans lead to HR department competently servicing organisation’s needs

    HR Consulting to Internal Stakeholders

    1. Competent handling of employee relations issues

    A. Assist with recruitment initiatives within employee teams

    • Job descriptions relevant and up to date
    • Vacancies filled in line with policies, headcount and budget
    • Employment equity considered in recruitment process
    • Suitably qualified persons appointed
    • Succession plans in place

    B. Support the development of employees

    • Suitable development opportunities and training identified
    • Development plans implemented
    • Employees and managers coached and developed

    C. Oversee management of employee performance within teams

    • Expectations and objectives clearly communicated and employees and managers held accountable
    • Performance monitored through review meetings held at least every six months and feedback on performance provided
    • Managers adhere to group timelines

    D. Provide employee relations advice

    • Company Policy and Procedures Manual followed and amendments suggested when required
    • Grievances and complaints resolved
    • Disciplinary offences addressed
    • Team dynamics and performance assessed and corrective action taken
    • Exit interviews conducted

    E. Adopt talent management practices appropriate to business unit needs

    • Talent management review processes conducted every second year
    • Top performers identified and progressed
    • Adherence with Group Talent processes
    • Performance of key talent monitored

    F. Monitor employee engagement

    • Employee surveys reports collated
    • Action plans implemented to address survey results

    Performance Management

    1. Performance management processes lead to optimal performance and development

    A. Drive the performance management process

    • Performance management processes occurring bi-annually
    • Up-to-date communication on group processes given to employees and manager
    • Managers trained on effective performance management and group performance management processes
    • Performance reviews  results calibrated by management team members and relevant managers
    • Post-reviews evaluations conducted with assessment of results
    • Performance management process aligned to group Talent process
    • Group Performance Management process factors and assesses behavioural and technical competencies
    • Performance review results drive remuneration and bonuses

    Culture and Employee Engagement

    1. Initiatives undertaken to measure and address workplace culture and employee engagement

    A. Conduct employee surveys

    • Participation in PR Group employee surveys every two years
    • PR Group initiatives to address culture and employee engagement implemented
    • Bi-Annual employee survey conducted
    • Employee surveys reports collated
    • Survey results analysed and trends identified
    • Action plans implemented to address survey results

    Talent Management

    1. Best-practice talent management initiatives adopted and talent progress through PR Group

    A. Implement talent management strategy

    • Talent management review processes conducted in alignment with group Talent calendar
    • Top performers identified and managed
    • Adherence with Group Talent processes
    • Talent database up-to-date
    • Performance of key talent monitored
    • Succession planning for key roles

    Training and Skills Development

    1. Training and skills development programs linked to personal development plans

    A. Conduct and update skills audit

    • Conduct job analysis to identify required skills
    • Audit conducted to identify skills and technical abilities within organisation and highlight potential gaps
    • Performance identify skills development reviews requirements
    • Employee surveys identify development needs and requests

    B. Draft and implement training plans

    • Training plans implemented for each department and/or regional offices
    • Plans take account of technical and soft-skill requirements
    • Plans updated regularly to take account of changing circumstances
    • Best-practice training implemented
    • Manage training materials for internal programs
    • Personal Development Plans for employees implemented and tracked

    C. Source competent training providers

    • Identify competent and professional training providers with wide range of expertise and throughout various regions
    • Training providers are accredited or have reputation of excellence
    • References obtained at commencement of relationship
    • Training providers adopt new technologies in their programs
    • Maintain database of training providers
    • Negotiate discounts wherever possible
    • Focus on leadership development throughout organisation

    D. Maintain record of training conducted

    • Database records all employee (external, internal and on-the-job) training
    • Ensure employee enters into Training  Agreement that require retention for nominated period
    • Certificates of completion obtained, filed and distributed
    • Investment in training is maximised by ensuring learning is cascaded throughout organisation
    • Training providers are evaluated and results actioned
    • Employees undertaking company-sponsored training have signed training agreement

    Stakeholder Relations

    1. Productive relationships with internal and external stakeholders maintained

    A. Coordinate relationship management with various departments

    • Managers communicate skills development needs and personal development plans
    • Managers receive assistance with locating, booking and facilitating external training
    • Managers receive assistance with internal and on-the-job training
    • Managers assessed on effectiveness of training and apply knowledge 

    B. Collaborate with external agencies

    • Training providers, tertiary institutions, printers and audio-visual vendors are consulted when required
    • HR consultants, labour lawyers consulted when required for projects

    Finance

    1. HR budgets managed effectively

    A. Forecast annual capital and operational expenses

    • Accurate forecasts made
    • Budget compiled and approved in line with policy guidelines

    B. Manage costs against approved budget

    • Potential areas of saving and optimisation highlighted
    • Expenditure aligns with budget
    • Meaningful variance analysis reports provided
    • Functional T&E budget monitored and adhered

    Employee Engagement, People Development & Team Management

    1. Talented staff recruited, developed, managed and motivated

    A. Recruit talented employees

    • Structure and resourcing levels evaluated
    • Job descriptions relevant and up to date
    • Vacancies filled in line with policies, headcount and budget
    • Employment equity considered in recruitment process
    • Suitably qualified persons appointed
    • Succession plans in place

    B. Develop employees

    • Suitable development opportunities and training identified
    • Development plans implemented
    • Employees coached and developed
    • Employment equity considered in training and development initiatives
    • Knowledge and training is applied
    • Promotions recommended where appropriate

    C. Manage performance

    • Team aware of and aligned to company vision and values
    • Team members inspired by communicating the shared purpose
    • Expectations and objectives clearly communicated and employees held accountable
    • Performance monitored through review meetings held at least every six months and feedback on performance provided
    • Management style adapted to facilitate high-levels of team performance
    • Salary increases recommended

    D. Maintain employee relations

    • Company Policy and Procedures Manual followed and amendments suggested when required
    • Grievances and complaints resolved
    • Disciplinary offences addressed
    • Team members empowered to make decisions, provided with guidance and supported when required
    • Collaboration and team work encouraged
    • Team dynamics and performance assessed and corrective action taken
    Desired Skills and Experience

    Minimum Educational Requirements and Work Experience:

    Degree or similar qualification in human resources

    5 years human resource generalist experience

    Functional and Technical Competencies:

    Performance & Career Management, Employee Relations, Coaching & Mentoring, Performance Orientation,  Verbal and Written Communication Skills, Relationship Management, Problem Solving, Commercial Strategy, Results Orientation, Negotiation Techniques, Evaluation of Commercial Activities

    Behavioural Competencies:

    Effective Decision Making, Planning and Organising, Team Work, Communication, Technical Expertise, Presentation Skills, Influencing & Negotiation, Big Picture Thinking, Innovation, Change Management, Making Things Happen, Initiative

    Leadership Competencies:

    Strategic Vision, Result Orientation, Live the Values, Team Management, People Development

    Method of Application

    To apply, visit Pernod Ricard Career Page

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