Ridgway - HR Manager - Johannesburg, GP, South Africa

Marisi Ridgway

Johannesburg, GP, South Africa


HR Manager


As a seasoned HR professional, I have over 10 years HR experience both within private and public sector and over 5 years as a management consultant. I'm a strong HR generalist and have sound project management skills and have good attention to detail and my work profile is defined as a balanced and logical approach.
I'm currently completing the Management Development Programme (MAP) at Wits Business School.

Should you wish to discuss further with me, please feel free to respond to this email or call me on 0836791983.

Work History

o Project integration lead

MAC Consulting

From January 2011

Most recent projects have been on the Sasol account:
• Project Phoenix: Organisation design specialist on the Sasol company-wide restructuring project within the Operating Model workstream. Also PMO support for the team.
• Capital Excellence: team member on the initiative to ensure effective utilisation of capital in the Sasol capital project value chain,
o involved in the structural design of the unit, alignment to business processes and workforce transition and migration of employees to new structure and,
o Project integration lead for Campus Week 2012 and Campus Week 2013, learning and conference intervention for capital project practitioners within Sasol, approximately 700 delegates.
• Functional Excellence: Organisation design resource for Supply Chain, ensuring compliance to the OD design and adherence to OD principles, workforce transition and migration of employees to the new structure.
• Co-lead the development and facilitated the MAC foundation consulting skills programme.
• Compiled the MAC recruitment manual.

Core Duties as Senior Consultant
• Contributes to developing detailed proposals.
• Leads small internal initiatives.
• Assists with recruitment in interviews and case studies.
• Empowers others and brings out the best in them.
• Assist with the design once-off projects that meet clients' needs within a single discipline / area / function.
• Ensure the understanding of financial and operational drivers within a client's business and the integration with their strategy.
• Plans and manages a small project.
• Competent in work stream specialisation and can teach others.
• Is a key member of the OD Community of Practice (COP)
• Facilitator for the "Consulting the MAC Way" Training Programme.
• Advanced in core consulting tools and can teach others.
• Builds long-term relationships with clients at middle and senior management level.
• Effectively balances detail and the 'big picture'.
• Coaches and mentors junior consultants.

Management Advanced Programme

(MAP) National Diploma Human Resources Management and Practices Matric
INSTITUTION Wits Business School University of Johannesburg (UJ) Jeppe High School for Girls
YEAR Current 2011 1991

Work stream Lead for restructuring stream of GDE

Gauteng Department of Economic Development

September 2010 - December 2010

Six (6 month) project cover five (5) portfolios:
• Setting up of a PMO
• Setting up of a Nerve Centre
• Restructuring the department
• Agency reconfiguration
• Stakeholder and IGR

The role of the work stream lead included project management, change and communication activities and coordinating the deliverables for each of the sub task teams.

Project Manager


August 2010 - October 2010

PwC was contracted to conduct a physical workload analysis and design a capacity modeling framework, to determine staffing requirements. The assignment will involve conducting interviews and data collection utilising the capacity model framework.

team member

Department of Communications

April 2010 - July 2010

PricewaterhouseCoopers was contracted to conduct a review and realignment of the organisational structure:
• Review the current organisation structure, Perform span of control analysis, level depth analysis and staff ratio analysis
• Document organisation structure - inefficiency and ineffectiveness issues
• Design a revised organisation structure

i.e. Principal Secretaries and Ministers

i.e. Lesotho

o Facilitated focus group interviews with all Ministries in two groups - Senior Managers and Employees
o Interviews with key Ministerial members, i.e. Principal Secretaries and Ministers (where available)
• Research and compile report on best practice globally and regionally
• Compilation of various reports

Learning to Lead

Name of Programme

March 2010 - September 2012

Company Date Completed
Deep Democracy Return on Investment (ROI) Myrna Lewis ROI Institute: Jack Phillips Methodology September 2012 March 2010
Learning to Lead (management skills) PricewaterhouseCoopers (internal programme) March 2009

Project Manager for the Scarce and Critical Skills and the Performance Related Pay Review

Lesotho Public Service Ministry

March 2009 - November 2009

PricewaterhouseCoopers Inc conducted a review exercise for the Lesotho Government on behalf of Ministry of Public Service. The project had two (2) elements that needed to be assessed. The first area was to evaluate the current state of Scarce and Critical Skills within the Lesotho Public Service and determine interventions to address shortages. The second area of the project was to review the current status of performance management within Ministries with a view of implementing Performance Related Pay in the Lesotho Public Service.

Key activities were:
• Conducted review to assess current status using the following methodologies:

Project specialist

Professional Provident Society

October 2009 - December 2009

Conducted a review to assess current status of current performance metrics for Sales Managers
• Facilitated focus group interviews with Sales Managers within Member Relations Division (MRD) to ascertain their level of change readiness and resistance to the implementation of a new system
• Research and compile report on best practice globally and regionally with relation to training in the Insurance Industry
• Develop and design performance metrics for the MRD Sales Managers
• Develop and design a change management strategy (inclusive of change plan) for the division

Consultant Skills Program

Business Process

From May 2009

PricewaterhouseCoopers & IBM Consulting October 2008 & June 2003

lead compiler


March 2008 - December 2010

South Africa
Key Areas within expertise
• Lead the development of a presentation of a comprehensive performance management methodology for People and Change South African
• Coordinate, manage and ensure PwC accreditation process (Services Seta) is completed and kept up to date, in terms of quality management, assessment and moderation, learning interventions and learning material
• Compile and complete of proposals, including approach and methodology explanations, costing, risk management (internal process) and tender completion (for all solutions - Talent Management, Organisational Design and Development, Learning Solutions and Making Change Stick). Compiled over 50 proposals/RFP's/quotes
• Was the lead compiler in a proposal for EC Dept. of Transport for the reengineering of the department (R9milion) that was won by PwC in Feb 2010

Core Duties as Assistant Manager
• Leading teams and assisting with managing projects (including project economics)
• Contributing to solution development (Talent Management, Organisational Design and Development Learning Solutions and Making Change Stick)
• Defining the objectives and outputs of the project
• Managing day-to-day elements of the project
• Managing project priorities and timelines
• Preparing and reviewing working papers and deliverables
• Assisting with managing relationships with internal and external clients
• Interacting with alliance partners
• Leading internal and external team meetings
• Recognising the requirements of clients and assist with on-selling opportunity identification
• Implementing risk management processes and procedures
• Managing the team including the coaching and development of staff
• Understanding and defining roles on projects and roles of team members
• Understanding role of the various parties involved in client's processes
• Using the internal research tools (global sites)
• Providing guidance to others on the internal research tools (global sites)
• Conducting research


Department of Home Affairs (DHA)

March 2008 - April 2010

(March 2008 - April 2010)
One of the work stream leads for the Organisatonal Design/Training Stream within the Turnaround Project
Phase 1:
• As-Is review of the current DHA training reality
• Developed a training plan (including training numbers and costing) for the three core components of the DHA
• Compiled a roadmap (inclusive of legislative compliance and detail), defining the process for registering a qualification and for the DHA to become accredited through a Seta
• Assisted with the development of a blueprint for the DHA Learning Centre
• Developed, designed and customised priority learning material (14) for the department
• Presentations to Senior Management on accreditation and RPL processes

Phase 2:
• Assisted the HR team with the implementation of the Civic Services Qualification (in conjunction with SAQA) and NIB Learnership process (in conjunction with PSETA)
• Revised and update of the Training Plans by branch (including prioritised posts)
• Assisted the training team with the design and development of a Learning Programme Design (including training for both civic services and immigration officials at OR Tambo and CT International airports - with SANAI)
• Ongoing facilitation of training roll out in prioritised areas (Induction and Immigration)
• Compilation and development of the department skills directory (including progressive learning paths)

Phase 3:
Member of the task team that designed developed and implemented a leadership alignment workshop for Senior Managers (+/- 100) as part of an onboarding process following Ministerial change. This included programme design, content development (facilitators and learners guide), toolkit development, business validation and content input, compilation of presentations for business and skills transfer to DHA HR employees. Assisted with the finalisation of the learning centre business and implementation plan

Core Duties as Skills Development Facilitator

August 2006 - March 2008

• Skills development reporting and compliance (+/- 1400 employees)
• Annually completed the Work Skills Plan (WSP) (ensuring sign off from EXCO, Management and Unions)
• Completed the Quarterly and Annual Training Reports
• Regularly liaised with Services and Public Sector SETA's
• Provided strategic direction, operational leadership and mentorship of training and development to Management and employees
• Ensured compliance and kept abreast of all relevant legislations, strategies and policies within private and public sectors
• Identification of HRD requirements
• Assisted in the management and quality assurance of all HRD processes
• Assisted in the implementation of HRD systems and processes (i.e. competency frameworks)
• Coordinated and managed all GSSC Learnerships and Internships
• Managed the departmental financial study assistance process, inclusive of compliance to the policy, career guidance and reporting monthly to Senior Managers
• Assisted in management of the HRD team
• Worked closely with Employment Equity Specialist

Acting HRD Manager

August 2006 - April 2007

• Skills development reporting and compliance (+/- 1400 employees)Provided a HRD strategy that seeks to maximise people development, management and empowerment through quality skills development
• Provided a HRD framework and policy that aligns training and development activities with the departments objectives
• Provided a work environment that is supportive and receptive to development opportunities and activities for all employees
• Ensured ownership for training and development with managers and employees
• To capitalise on the investment in training and development activities through monitoring, review and evaluation
• Managed the HRD Team, co-managed the Organisational Development Specialist and Organisational Design Specialist
• Quality assured all HRD processes (and input into OD process and procedures)
• Ensured efficiency when implementing HRD systems and processes
• Ensured change management interventions were conducive and aligned to other processes
• Ensured Organisational Structural processes were within compliance, accurate and effective for the department
• Maintained service level agreements with all business units
• Kept abreast of HRD best practices
• Ensured compliance and efficient performance management and development process for department
• Ensure compliance and effective calculations and payment of performance bonuses (all employees, including Senior Managers)
• Management of the HRD's budget
• Reporting to legislator on quarterly basis on learnership and skills interventions

Assessor training

OD and Change Management training

Grow Consulting

Job Evaluation Training SAMDI (now PALMA) 2003
OD and Change Management training Gabrielle Pimstone and Associates October 2003

Senior Manager & OD COP lead

Bytes Technology

MAC Consulting (previously Senior Manager: PricewaterhouseCoopers)

Gavin De Kock
083 309 8328

Ex - Senior Manager: Internal HR (GSSC)

Team Lead

January 2004 - March 2007

• Identification of HRD requirements
• Business Unit requests received and requisite services provided
• HRD expertise provided to Business Units
• HRD advice and guidance provided to Business Units
• Consulting and forming partnering relationships with GSSC clients
• Handle complex and sensitive development needs
• Sourcing and screening of external providers
• Implementation and managing of Induction
• Identification of training needs
• Scheduling of in-house training for GSSC employees
• Where necessary design, development and delivery of training interventions
• Managed budget for each training intervention
• Study advice and sourcing of course information
• Skills development reporting and compliance
• Completed Work Skills Plan (WSP) annually
• Completed annual and quarterly training reports
• Liaising with SETA(s)
• Implementation, monitoring and management of employee performance management system (+/- 1400 employees)
• Monitoring the employee performance of the Department
• Reporting on the employee performance of the Department
• Monitoring the employee performance of the various BU's of the Department
• People development
• Performance review process for SMS members (reporting to the Public Service Commission)
• Extracting of Performance reports
• Compiling stats for Department
• Implementation, monitoring and management of learnerships and internership (TOPP (CA's), Internal Audit, HR, Finance, IT (Desktop and ERP))
• Assisted with job adverts
• Assisted with interviews
• Training and induction of learners (monthly)
• Administration of weekly reports/timesheets
• Liaising between relevant parties (seta's, professional bodies and managers)
• Ad-hoc projects


August 2002 - December 2003

• Coordinate and process all training and study assistance applications timeously
• Capture and record training and study assistance information accurately onto HRD database
• Coordinate and schedule training
• Liaise and interface with GSSC employees, Business Units (Procurement, Facilities etc and external parties
• Statistical reporting off SAP R3 and relevant HRD databases
• Researching of training providers , educational institutions and courses
• Processing of study assistance applications
• Correspondence (Email & Letters)
• Maintain HRD filing system
• General administration when required.

HR Generalist/Migration/Change Coordinator

April 2002 - July 2002

• Team Lead for the migration of government employees from their relevant department to the GSSC
• Work closely with the GM: HR and consultants regarding, organisational structure, competency assessments, expressions of interests and transfer of employees
• Ensure capturing and recoding of all applications is accurate and done timeously
• Daily and weekly reporting on applications
• Representing Internal HR within the province as the part of the change agent network
• Liaise and interface with GSSC employees, Business Units (Procurement, Facilities etc and external parties
• Statistical reporting
• Correspondence (Email & Letters)
• Maintain HR filing system
• General administration when required

Performance Management Training

Marisi was the Team Leader

Gauteng Shared Service Centre

June 2001 - March 2008

(GSSC) - Provincial Government
Key Areas within expertise

Marisi was part of the teams that were involved in the following key projects for GSSC:

Marisi was the Team Leader for the migration of Gauteng Provincial Government (GPG) employees, who were deemed in-scope to move from their relevant departments to the GSSC. The migration involved 1300 employees and this included coordinating their Expression of Interests (EOI) and Portfolio of Evidence (POE). Marisi managed and arranged all SMS assessments and migration project plans. Marisi was also involved in recruitment and oversaw the induction packs, training schedules, computer assessments and conducted Inductions for all new employees. She was on the change/migration task team and had regularly interactions with Senior Management, Departmental change agents and various government employees.

Performance Management and Development System (PMDS):
Marisi represented the GSSC on the provincial task team that designed and implemented a performance management system for all Gauteng Provincial Government (GPG) employees. Marisi was the driver for the implementation and monitoring and evaluation of PMDS and the Reward and Recognition process within the GSSC.

Organisational Structure Design
Marisi was part of the management within Corporate Services who reviewed and redesigned the organisational structure for that unit and input into the business process for this division.

Personal Assistant to the General Manager

Internal Audit

June 2001 - March 2002

• Full PA function to the GM: Internal Audit and Senior Managers
• Assist the CEO with secretarial functions as and when needed

Reason for Leaving: Was headhunted by a previous manager

Core Duties as Recruitment Consultant & Office Manager

Boardroom Appointments CC

September 1999 - May 2001

• Client liaison
• Management of adverts
• Screening and interviewing candidates
• Reference checking and testing of candidates
• Setting up of interviews
• Full PA function to Managing Member
• Supervising office support staff
• Managing and maintaining database
• Training of recruitment consultants
• Compiling and submitting tenders for company
• Processing invoices
• Temp staff management, temp payments
• Debt collections
• Organising travel and accommodation for overseas clients

Registered APSO member

Reason for Leaving: Better opportunity

Qualifications & Certifications

Diploma in Human Resource Management and Practices

University of Johannesburg

Jeppe High School for Girls

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