Job Description

1. 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.

• 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.
• 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.
• 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.
• 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.
• 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.
• 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.
• 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.
• 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.
• 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.
• 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.
• 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.
• 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.