Human Resource Business Partner at Britam

Job Purpose:




• The HR Business Partner exists to translate business strategy into measurable people and performance outcomes for the assigned Business Unit, Segment or Function, acting as the single point of integration between HR and the business. Orchestrating the full HR ecosystem, including the Centres of Excellence and the HR Hub, the role builds the capability, culture and employee experience that Britam's people agenda requires, in direct support of the Group's ASCEND 2026 to 2030 strategy, particularly the Execution Excellence, Nurturing People and Partnerships, and Digitalization and Innovation pillars.


• In support of the Group’s Digitalization and Innovation agenda, the HRBP will play a key role in strengthening organizational digital and technology capabilities by translating digital transformation priorities into people strategies, anticipating future workforce and skills requirements, and enabling the adoption of technology and new ways of working across the organization.


• For the Technology cluster, the HRBP, while supporting the assigned Business Units, Segment or enabler Functions, also acts as the strategic people partner to the Chief Digital & Technology Officer (CDTO) in delivering the ASCEND digitalization, data and AI agenda, ensuring that the people architecture evolves at the same pace as the technology architecture.


• Working with HR Functional and Specialist areas, the HRBP co-crafts business- and employee-centred interventions, using data, design thinking and inclusive leadership to create a workplace in which both people and performance thrive.



Key Responsibilities


Strategy Translation and Workforce Shaping




• Co-create the Business Unit People Strategy, aligned to business ambition, risk profile and customer outcomes, refreshed annually with the Director, Human Resources.


• Shape organisation design (structures, spans, roles) with Talent and Capability, ensuring alignment to the Group job architecture and skills taxonomy.


• Lead Business Unit workforce planning (demand, supply, critical roles, skills, location strategy), factoring in automation and future skills needs.


• Anticipate the people and workforce implications of digitalization, automation and emerging technologies, translating business and technology priorities into workforce plans, organizational design and future skills requirements.


• For the Technology and Digital portfolio, maintain a rolling multi-year workforce plan and lead build, buy, borrow, partner and automate decisions for priority digital, data, AI and cyber capabilities, reduction of contractor dependency and productivity gains from AI and automation.


• Partner with the CDTO to evolve the Technology and Digital operating model, including structures, spans, decision rights and interfaces with the businesses, enabling agile, product and platform ways of working and working with the Innovation Hub and Digital Partnerships teams on talent models that support experimentation.



Performance & Productivity Partner




• Evolve performance management from appraisal to performance enablement, using outcome based OKRs, continuous feedback and leadership routines.


• Build leader capability in coaching, consequence management and underperformance turnaround.


• Use productivity analytics to identify friction, simplify processes and remove blockers, facilitating performance calibration linked to Business Unit results.


• Facilitates continuous performance management support to line management (coaching, counselling, career development, consequence management) to ensure the performance of teams


• Provides individualized coaching and mentorship to team leaders and targeted staff for enhanced engagement and productivity purposes


• Tracking trends in business and employee performance and providing leaders with visibility as well as aligning the KPIs for all the partnerships regularly


• Working with the business/segment or function leadership influence the development of a high-performance culture through effective implementation of KPI focused review system with appropriate measures of success and consequence management


• Ensure that performance expectations are clear within the business unit, both for the BU in total and for individuals.


• Ensure individual objectives are aligned and supportive to achieving the overall goals of the BU/segment or function.


• Ensure that line managers are equipped with the skills to coach their people to higher levels of performance and ongoing development of their skills. This includes the management of underperformers and supporting the effective engagement of the said impacted staff.


• Responsible for the regular review of all the Tactical Plans for Team leaders for all partnerships to drive high performance and hold staff accountable to KPIs, - the ‘what’ and the ‘How’


• Participate in performance moderation to ensure that individual performance reflects the unit/Company performance.


• Tracking trends in business and employee performance and providing leaders with visibility as well as aligning the OKRs for all the partnerships regularly


• Ensure that performance expectations are clear within the business unit, both for the BU in total and for individuals.


• Responsible for the regular review of all the Tactical Plans for Team leaders for all partnerships to drive high performance and hold staff accountable to OKRs, the ‘what’ and the ‘How’


• Participate in performance moderation to ensure that individual performance reflects the unit/Company performance.



Talent Partner




• Take ownership for the talent agenda within the business unit/segment or function, ensuring that the talent needs both today and for the future are planned for and are in place. This will include clarity of emerging skill requirements within the BU/segment or function. This includes quarterly talent reviews, succession coverage for cri...