End to End HR Generalist Management<\/p>\n
\tTake full accountability for the end\u2011to\u2011end employee lifecycle, ensuring seamless alignment across workforce planning, attraction, recruitment, onboarding, performance management, development, engagement, retention, employee relations, and exits.
\n\tLead and oversee end\u2011to\u2011end recruitment and resourcing processes, ensuring recruitment practices are fair, equitable, legislatively compliant, and aligned to organisational workforce plans, operational requirements, and Employment Equity objectives.
\n\tPartner with line management to provide strategic and operational recruitment guidance, including role scoping, competency profiling, selection methodologies, interview practices, and appointment decisions within a unionised environment.
\n\tEnsure recruitment, selection, and onboarding processes are standardised, governed, and consistently applied, while allowing for appropriate contextual flexibility in labour\u2011intensive and operational settings.
\n\tDrive talent identification and management practices, including the identification of critical skills, scarce capabilities, high\u2011potential employees, and succession risks within assigned business units.
\n\tContribute to and support talent management, succession planning, and capability\u2011building processes, working closely with HR Centres of Excellence to ensure talent pipelines are aligned to current and future business needs.
\n\tLead the implementation, governance, and continuous improvement of performance management frameworks, ensuring that performance processes are applied consistently, fairly, and meaningfully across all levels of the organisation.<\/p>\n
Enable, coach, and support leaders to:<\/p>\n
\tSet clear performance expectations
\n\tConduct effective performance discussions
\n\tManage underperformance fairly and decisively
\n\tRecognise and reward achievement in line with organisational values
\n\tEnsure performance management outcomes are properly documented, defensible, and integrated with reward, development, and talent decisions.
\n\tDrive the implementation of diversity, inclusion, and Employment Equity strategies, ensuring people practices promote transformation, fairness, and equitable access to opportunity.
\n\tTranslate Employment Equity objectives into practical workforce actions, including recruitment targets, development interventions, succession planning, and career progression initiatives.
\n\tMonitor people\u2011related risks, trends, and systemic issues (including turnover, absenteeism, performance concerns, and employee relations trends) using data and insight to support proactive intervention.
\n\tAct as the senior escalation point for complex, sensitive, or high\u2011risk people matters, exercising sound professional judgement that balances operational requirements, employee wellbeing, legal risk, and reputational impact.
\n\tEnsure all HR policies, processes, and interventions are legislatively compliant, policy\u2011aligned, procedurally fair, and defensible, particularly within a unionised and regulated operating environment.
\n\tCoach and enable line management to take effective ownership of people management responsibilities, strengthening leadership capability and accountability while reducing reliance on transactional HR intervention.\u00a0<\/p>\n
Stakeholder Management, Union and Labour Relations Leadership<\/p>\n
\tProvide senior level stakeholder management and advisory support to a wide range of internal and external stakeholders, ensuring constructive, credible, and professional engagement across the people ecosystem.
\n\tAct as a trusted people advisor to, senior management, line managers, and operational teams, enabling informed, consistent, and defensible people related decision making.
\n\tBuild and maintain strong working relationships with internal stakeholders, including business leadership, operational management, HR Centres of Excellence, and support functions, to ensure alignment between people strategies and business objectives.
\n\tLead and manage constructive relationships with organised labour and union structures, ensuring engagement supports operational continuity while maintaining compliance, consistency, and procedural fairness.
\n\tServe as the primary HR interface with external stakeholders where required, including legal advisors, bargaining councils, regulators, mediators, and other employment related external bodies.
\n\tInterpret, apply, and advise on labour legislation, collective agreements, and internal policies, ensuring consistent application, sound precedent management, and risk mitigation across all cases, sites, and regions.
\n\tGuide and support management through disciplinary, grievance, misconduct, incapacity, retrenchment, and performance related processes, ensuring outcomes are lawful, procedurally fair, and defensible.
\n\tRepresent the organisation, or support formal representation, at disciplinary hearings, conciliations, arbitrations, and external dispute resolution forums as required.
\n\tManage sensitive and high-risk stakeholder situations with sound professional judgement, balancing operational pressures, employee relations outcomes, legal risk, and reputational impact.
\n\tAct as an escalation point for complex stakeholder and employee relations matters, ensuring issues are resolved consistently, ethically, and in alignment with organisational values.
\n\tInfluence stakeholder behaviour by reinforcing accountability, ethical conduct, and fairness in people management practices across the business.<\/p>\n
Strategic People Consulting and Business Partnering<\/p>\n
\tAct as a trusted senior people consultant to executive and senior leadership, translating organisational and operational strategies into practical, sustainable people solutions.
\n\tDiagnose organisational, workforce, and leadership challenges using data, insight, and stakeholder engagement to design targeted interventions across structure, capability, performance, and culture.
\n\tAdvise leaders on organisational design, workforce optimisation, leadership effectiveness, and change management, particularly within unionised and operational environments.
\n\tInfluence leadership behaviour by embedding performance accountability, ethical decision making, and values-based leadership.
\n\tMove beyond transactional HR delivery by shaping long term people strategies that drive resilience, productivity, and organisational sustainability.<\/p>\n
Leadership and Development of HR Professionals<\/p>\n
\tProvide direct leadership, coaching, and development to HR team, ensuring high professional standards and consistent HR delivery.
\n\tEnhance the HR team’s technical, consulting, and stakeholder management capabilities by implementing coaching, mentoring, case reviews, and skills transfer initiatives.
\n\tQuality assure HR advice, case management, documentation, and interventions delivered by the team to ensure legal soundness, consistency, and alignment to organisational standards.
\n\tSupport the growth, confidence, and professional maturity of HR practitioners, enabling independent and effective performance in complex operational environments.
\n\tModel senior HR professionalism, ethical conduct, and sound judgement, strengthening the credibility and resilience of the HR consulting function.\u00a0<\/p>\n
\u00a0HR Centre of Excellence (COE) Integration<\/p>\n
\tAct as the primary interface between the business and HR Centres of Excellence, ensuring seamless and integrated delivery of specialist HR solutions.
\n\tPartner with CoEs covering talent management, learning and development, reward, organisational development, and employee relations to deliver cohesive, value adding interventions.
\n\tEnsure CoE frameworks, policies, and programmes are contextualised, practical, and implementable within front line, labour intensive, and unionised environments.
\n\tProvide business insight and feedback to CoEs to support continuous improvement of HR frameworks and offerings.
\n\tDrive effective implementation, adoption, and sustainability of CoE initiatives, avoiding fragmented or siloed HR delivery.<\/p>\n
Culture, Change and Organisational Effectiveness<\/p>\n
\tSupport organisational culture initiatives that reinforce ethical behaviour, accountability, engagement, and performance.
\n\tEnable leaders to navigate transformation and change while maintaining stability, trust, and compliance within the workforce.
\n\tBalance operational performance demands with employee wellbeing and fair labour practices in high pressure environments.
\n\tContribute to organisational resilience by supporting leaders through periods of conflict, change, and constraint.
\n\tEnsure people practices promote long term organisational sustainability, rather than short term corrective actions<\/p>\n
End to End HR Generalist Management<\/p>\n
\tTake full accountability for the end\u2011to\u2011end employee lifecycle, ensuring seamless alignment across workforce planning, attraction, recruitment, onboarding, performance management, development, engagement, retention, employee relations, and exits.
\n\tLead and oversee end\u2011to\u2011end recruitment and resourcing processes, ensuring recruitment practices are fair, equitable, legislatively compliant, and aligned to organisational workforce plans, operational requirements, and Employment Equity objectives.
\n\tPartner with line management to provide strategic and operational recruitment guidance, including role scoping, competency profiling, selection methodologies, interview practices, and appointment decisions within a unionised environment.
\n\tEnsure recruitment, selection, and onboarding processes are standardised, governed, and consistently applied, while allowing for appropriate contextual flexibility in labour\u2011intensive and operational settings.
\n\tDrive talent identification and management practices, including the identification of critical skills, scarce capabilities, high\u2011potential employees, and succession risks within assigned business units.
\n\tContribute to and support talent management, succession planning, and capability\u2011building processes, working closely with HR Centres of Excellence to ensure talent pipelines are aligned to current and future business needs.
\n\tLead the implementation, governance, and continuous improvement of performance management frameworks, ensuring that performance processes are applied consistently, fairly, and meaningfully across all levels of the organisation.<\/p>\n
Enable, coach, and support leaders to:<\/p>\n
\tSet clear performance expectations
\n\tConduct effective performance discussions
\n\tManage underperformance fairly and decisively
\n\tRecognise and reward achievement in line with organisational values
\n\tEnsure performance management outcomes are properly documented, defensible, and integrated with reward, development, and talent decisions.
\n\tDrive the implementation of diversity, inclusion, and Employment Equity strategies, ensuring people practices promote transformation, fairness, and equitable access to opportunity.
\n\tTranslate Employment Equity objectives into practical workforce actions, including recruitment targets, development interventions, succession planning, and career progression initiatives.
\n\tMonitor people\u2011related risks, trends, and systemic issues (including turnover, absenteeism, performance concerns, and employee relations trends) using data and insight to support proactive intervention.
\n\tAct as the senior escalation point for complex, sensitive, or high\u2011risk people matters, exercising sound professional judgement that balances operational requirements, employee wellbeing, legal risk, and reputational impact.
\n\tEnsure all HR policies, processes, and interventions are legislatively compliant, policy\u2011aligned, procedurally fair, and defensible, particularly within a unionised and regulated operating environment.
\n\tCoach and enable line management to take effective ownership of people management responsibilities, strengthening leadership capability and accountability while reducing reliance on transactional HR intervention.\u00a0<\/p>\n
Stakeholder Management, Union and Labour Relations Leadership<\/p>\n
\tProvide senior level stakeholder management and advisory support to a wide range of internal and external stakeholders, ensuring constructive, credible, and professional engagement across the people ecosystem.
\n\tAct as a trusted people advisor to, senior management, line managers, and operational teams, enabling informed, consistent, and defensible people related decision making.
\n\tBuild and maintain strong working relationships with internal stakeholders, including business leadership, operational management, HR Centres of Excellence, and support functions, to ensure alignment between people strategies and business objectives.
\n\tLead and manage constructive relationships with organised labour and union structures, ensuring engagement supports operational continuity while maintaining compliance, consistency, and procedural fairness.
\n\tServe as the primary HR interface with external stakeholders where required, including legal advisors, bargaining councils, regulators, mediators, and other employment related external bodies.
\n\tInterpret, apply, and advise on labour legislation, collective agreements, and internal policies, ensuring consistent application, sound precedent management, and risk mitigation across all cases, sites, and regions.
\n\tGuide and support management through disciplinary, grievance, misconduct, incapacity, retrenchment, and performance related processes, ensuring outcomes are lawful, procedurally fair, and defensible.
\n\tRepresent the organisation, or support formal representation, at disciplinary hearings, conciliations, arbitrations, and external dispute resolution forums as required.
\n\tManage sensitive and high-risk stakeholder situations with sound professional judgement, balancing operational pressures, employee relations outcomes, legal risk, and reputational impact.
\n\tAct as an escalation point for complex stakeholder and employee relations matters, ensuring issues are resolved consistently, ethically, and in alignment with organisational values.
\n\tInfluence stakeholder behaviour by reinforcing accountability, ethical conduct, and fairness in people management practices across the business.<\/p>\n
Strategic People Consulting and Business Partnering<\/p>\n
\tAct as a trusted senior people consultant to executive and senior leadership, translating organisational and operational strategies into practical, sustainable people solutions.
\n\tDiagnose organisational, workforce, and leadership challenges using data, insight, and stakeholder engagement to design targeted interventions across structure, capability, performance, and culture.
\n\tAdvise leaders on organisational design, workforce optimisation, leadership effectiveness, and change management, particularly within unionised and operational environments.
\n\tInfluence leadership behaviour by embedding performance accountability, ethical decision making, and values-based leadership.
\n\tMove beyond transactional HR delivery by shaping long term people strategies that drive resilience, productivity, and organisational sustainability.<\/p>\n
Leadership and Development of HR Professionals<\/p>\n
\tProvide direct leadership, coaching, and development to HR team, ensuring high professional standards and consistent HR delivery.
\n\tEnhance the HR team’s technical, consulting, and stakeholder management capabilities by implementing coaching, mentoring, case reviews, and skills transfer initiatives.
\n\tQuality assure HR advice, case management, documentation, and interventions delivered by the team to ensure legal soundness, consistency, and alignment to organisational standards.
\n\tSupport the growth, confidence, and professional maturity of HR practitioners, enabling independent and effective performance in complex operational environments.
\n\tModel senior HR professionalism, ethical conduct, and sound judgement, strengthening the credibility and resilience of the HR consulting function.<\/p>\n
\u00a0HR Centre of Excellence (COE) Integration<\/p>\n
\tAct as the primary interface between the business and HR Centres of Excellence, ensuring seamless and integrated delivery of specialist HR solutions.
\n\tPartner with CoEs covering talent management, learning and development, reward, organisational development, and employee relations to deliver cohesive, value adding interventions.
\n\tEnsure CoE frameworks, policies, and programmes are contextualised, practical, and implementable within front line, labour intensive, and unionised environments.
\n\tProvide business insight and feedback to CoEs to support continuous improvement of HR frameworks and offerings.
\n\tDrive effective implementation, adoption, and sustainability of CoE initiatives, avoiding fragmented or siloed HR delivery.<\/p>\n
Culture, Change and Organisational Effectiveness<\/p>\n
\tSupport organisational culture initiatives that reinforce ethical behaviour, accountability, engagement, and performance.
\n\tEnable leaders to navigate transformation and change while maintaining stability, trust, and compliance within the workforce.
\n\tBalance operational performance demands with employee wellbeing and fair labour practices in high pressure environments.
\n\tContribute to organisational resilience by supporting leaders through periods of conflict, change, and constraint.
\n\tEnsure people practices promote long term organisational sustainability, rather than short term corrective actions
\n\tDrive the department\u2019s values while inspiring confidence and generating excitement, enthusiasm and commitment towards the mission.<\/p>\n
\u00a0HR Technology Enablement and People-Centric Advocacy<\/p>\n
\tChampion the responsible integration of technology and digital tools within the HR advisory and people consulting space, ensuring that systems enhance decision making, consistency, and efficiency without eroding human judgement or empathy.
\n\tPartner with HR Centres of Excellence, technology teams, and business leaders to embed HR systems, analytics, and digital platforms that support end to end people processes, including recruitment, performance management, talent management, employee relations, and workforce planning.
\n\tEnsure that HR technology solutions are fit for purpose, user centric, and contextually appropriate for operational, labour intensive, and unionised environments.
\n\tLeverage data, dashboards, and people analytics to generate meaningful insights on workforce trends, risks, and opportunities, while maintaining professionalism, confidentiality, and ethical use of employee data.
\n\tAct as an advocate for augmentation rather than replacement, ensuring that technology supports HR practitioners and leaders to make better people decisions rather than defaulting to automated or transactional responses.
\n\tMaintain a strong people centric lens in all HR technology initiatives, ensuring that systems, processes, and tools reinforce dignity, fairness, inclusion, and employee experience.
\n\tChallenge over automation or compliance only approaches by reinforcing the importance of human connection, professional judgement, and contextual decision making in people management.
\n\tSupport leaders and HR practitioners in adopting digital tools confidently and responsibly through education, guidance, and change enablement.
\n\tInfluence organisational thinking to ensure that the evolution of HR technology aligns with organisational values, ethical standards, and long-term people sustainability.
\n\tContribute to the development of a modern HR advisory capability that balances digital fluency, analytical insight, and human centred leadership.<\/p>\n
Requirements<\/p>\n
Minimum Requirements: Work Experience<\/p>\n
\tMinimum of 6 years\u2019 HR experience, of which:
\n\tAt least 3 years must be at a management or senior consulting level<\/p>\n
Proven experience in:<\/p>\n
\tUnionised and labour intensive environments
\n\tEnd to end HR generalist roles
\n\tLeading and developing HR professionals
\n\tManaging complex employee relations and dispute resolution processes
\n\tAdopting and integrating Technology to improve workflows and client experience
\n\tExposure to operational, regulated, or high-risk industries is advantageous.<\/p>\n
Minimum Requirements: Education<\/p>\n
\tDegree in Industrial and Organisational Psychology\/Human Resources Management or related<\/p>\n
Apply via company website ( ) or<\/p>\n
sbv.mcidirecthire.com<\/p>\n
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