Career Time Line

*. Honda Canada Inc

Based in Markham, Honda Canada is a proudly Canadian company

a.October 2018 to date: Senior Consultant, HR Systems (October 2018 to date)

Functional lead on new HRIS (Workday) implementation as well Training lead for Workday for the HR team. Managed the implementation and UAT for the Time, HCM, Payroll, Integration and Security modules, while overseeing the Leave module. Participated in the development of Business Processes (BP’s), Reporting and multiple policy reviews. Since the go-live launch in December 2019, I manage the Workday system, including *configuration requirements, and am partially supported by a junior analyst due to the volume. Where vendor support is required, I manage the tickets as well as the vendor relationship. Oversight of Success Factors and SABA systems for delivery of performance management and learning, respectively, are part of my portfolio, together with touchpoints to other systems and functions, such as SSO with ISD, SAP and PS for GLs, Salesforce for CPD, SEB for benefits.

(*For the sake of brevity I have not been specific but can provide a list, on request)

b.Compensation & Benefits Analyst (October 2015 – September 2018 )

Preparation, reconciliation, review and revision of the S&B budget for Honda Canada.

Pension and Benefits lead, working with the actuaries and benefits consultants in multiple benefit plan and insurance renewals, and DB and DC plan administration.

Job Evaluation Committee lead, managed compensation & benefit survey data, and Quebec pay equity.

Managing annual salary and merit processes

c.Payroll Compliance Analyst (February 2014 – September 2015)

This role included training the new Payroll & Benefits Administrator, salary and benefit budget, projects (T&A, EPrism, service provider migration (NT), coordinating and administering requirements to accommodate new pension plan element (MS))

d.Payroll & Benefits Administrator (May 2013 – January 2014)

This role administered and processed salary and benefits for 3 bi-weekly payrolls.

e.Payroll & Benefits Assistant (July 2012 – May 2013)

This support role dealt with the administration and processing, queries, enrolments of salary and benefits for 3 bi-weekly payrolls.

2. Grindrod Group Ltd

The Grindrod Group is made up of a group of companies, situated nationally in South Africa, as well as internationally. The Group is registered on the JSE (Johannesburg Stock Exchange) and headquartered in Durban, South Africa. The four main areas of business are Trading, Freight Logistics/Ports & Terminals, Shipping and Finance.

a.Talent Manager (September 2011 – March 2012)

This role presented a unique challenge in the HR area due to high turnover and a lack of leadership. With a team of 5, and within a year, I was able to turn steer the department towards business engagement through:

- talent acquisition (recruitment, selection, testing, reference checking, preferred service providers and contracts),

- talent development (training, individual development profiles, learnership programmes, preferred service providers and contracts),

- managing BBBEE (broad-based black economic empowerment) & EE (employment equity)

- managing employee wellness initiatives

- ensure legislative and policy compliance, as well as best practice

- completion, interpretation and application of surveys

- assist in the development and maintenance of the Compensation strategy

- compile Group complements and data for reporting requirements

- manage organizational structures in the Group and on SAP

- implement and manage HR fundamentals (incl. job profiles, grading, performance management)

- progression and succession planning

b.Group Payroll & Human Resources Information Systems Manager (January 2003 - August 2011)

This dual role was not a part of the HR structure when I joined the Group. However, my contribution to the Division, as part of a shared services environment, began to underscore the critical need for process- and system-controls, and it was from this that the role emerged and hence my appointment to the position. As a listed multinational Group that grew to a payroll platform of 30+ companies, key specifics of managing the Group Payroll functions, as well as the HRIS function, included:

- alignment of remuneration practices and standardisation of benefits within the Group, across multiple companies

- developing payroll policies and guidelines, and competitive reward strategies

- ensuring payroll accuracy and compliance in terms of legislative, policy, audit and business requirements, and ensure that the HRIS also conformed as required

- managing both payroll and HR accounts teams, with both direct and indirect reports

- completion, interpretation and application of surveys

- managing annual salary review and incentive bonus processes

- managing HRIS system in terms of development, maintenance, cost, needs analysis - managing HRIS security *Includes: (a) upgrade of the Payroll System (CRS) and later (b) implementation of new HRIS system (SAP)

- manage the HRIS (develop, test and implement changes)

- managing financial and tax year-end processes as well as all reporting (statutory, internal, audit, costing)

- departmental budgeting, electronic banking and HR accounts

c.Payroll Supervisor (January 2000 - December 2002)

This role evolved from my previous position and incorporated all previous responsibilities as well as coaching and mentoring of staff, compilation of payroll audit documents and first line checking, completion of all tax year-end responsibilities.

d.Payroll Administrator (October 1998 - December 1999)

This role required payroll processing for employees, from employment to termination of service. After a short period, I became responsible for the preliminary payroll audit for the entire Group Payroll (6 companies, at that stage). I began to identify areas of weakness in the CRS system configuration and payroll processes, and with the support of management, I introduced gradual improvements to streamline system structures and reporting. The role gradually grew from a payroll administration role, into a supervisory position, and then into the Payroll/HRIS Manager position I was later promoted to (see above).

Some notable achievements:

Introduction of SAP - project team lead for Grindrod

Take-on of multiple new companies and requisite system configuration required

Merge of payrolls on CRS HRIS

Reconfigure of CRS for 2 major Group re-structuring initiatives

Automation of pensioners medical aid

Reason for leaving Grindrod: Emigration to Canada

3. Spoornet

Spoornet is one of South Africa's largest para-statal organisations.

a.Senior Administration Official (May 1994 – September 1998)

Personnel administration and payroll duties for +/- 500 employees. Many instances of "Acting in higher grade"

b.Clerk (Human Resources) (October 1992 – April 1994)

Personnel administration and payroll duties for +/- 500 employees (position graded in 1994 to "Senior Administration Official"). Many instances of "Acting in higher grade"

c.Clerk (Pay Vouchers) (March 1990 – September 1992)

Payroll duties for +/- 1200 employees. Many instances of "Acting in higher grade"

d.Clerk (Commercial) (October 1989 – February 1990)

Tracking and tracing of train trucks, capture UE documents, assist with claims

e.Record Assistant (March 1989 – September 1989)

Filing of various documents

Reason for leaving Spoornet: Career growth

EDUCATION:

Bachelor of Arts, majoring in Industrial Psychology and Sociology

Workday – multiple courses completed

*Payroll Compliance Practitioner – 1 subject completed

*Certified Employee Benefits Specialist – 1 subject completed

*The courses were abandoned due to my movement through the business and the demands that entailed (with staff turnover and business needs, I had a number of years where I worked around 3500 hours a year, which was prohibitive to studying and supporting the business). I am happy to discuss the various circumstances in more detail.

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