Organisational Effectiveness Specialist

Job Description

The Organisational Effectiveness Specialist is accountable for developing and implementing organisational effectiveness strategies, culture plans, performance management frameworks and change management methodologies, ensuring that these frameworks support the DBSA’s strategic objectives. The role is responsible for conducting and reporting on psychometric assessments in compliance with HPCSA requirements, providing evaluations and feedback to individuals, managers, and business units to enable evidence-based people decisions. The role drives the embedding of the DBSA’s intended organisational culture through targeted initiatives, diagnostics, and activation programmes that enhance employee engagement, capability, and organisational adaptability.

Key Responsibilities

1. Organisation Effectiveness and Culture

• Translate the OE strategy into tangible initiatives and processes that support organisation’s strategic objectives and goals.
• Develop and implement culture and value alignment processes to improve cultural collaboration and the support of the DBSA mandate, strategy and goals.
• Design and implement culture initiatives and activation programmes that strengthen employee connection to DBSA’s values, purpose, and ways of working, tracking uptake and impact.
• Promote the integration of organisational effectiveness and change management across the business through stakeholder education, awareness, partnership and consultation.
• Contribute to the development and continuous refinement of the DBSA Organisational Effectiveness and Culture Strategy, ensuring alignment with the Bank’s mandate, strategic priorities, and operating context.
• Design and enable integrated culture strategies and plans, informed by organisational diagnostics, to embed desired values, behaviours, and ways of working.
• Leverage culture surveys, engagement data, performance insights, and broader HC metrics to identify trends and generate actionable organisational insights.
• Partner with business leaders to translate diagnostic findings into targeted interventions that enhance organisational effectiveness, employee engagement, and performance.
• Serve as a trusted advisor to leadership by providing integrated OE insights that inform decision-making on organisational health and transformation priorities.

2. Organisation Design

• Develop fit-for-purpose operating models, structures, frameworks, systems and metrics that are best fit between the organisation and its context that will deliver maximum agility, flexibility and responsiveness, now and going into the future.
• Support the organisation to understand the current state and work towards an imagined or desired future state, identifying issues/constraints, opportunities, implications and effectively supporting and facilitating people, teams and the organisation through change putting the organisation on a suitable strategic trajectory.
• Translate the organisation’s strategic intent and business goals into focused work units (divisions, clusters or units); day-to-day workflows and modes of working and the requisite levels of work with well-defined work roles with clear distribution of responsibilities, accountabilities and authority.
• Integrate activities seamlessly between organisational units, teams and individuals, resulting in an integrated strategic thrust and response by the organisation.
• Create greater economies of scale and cost efficiencies through effective workforce planning.
• Enable optimal resource allocation and deployment.
• Continuously review the organisational and divisional strategies, understand and provide guidance on the organisational/structural implications required to deliver the strategies.
• Provide key advisory and support role to the Divisions/Units and Human Capital Team in the field of organisational diagnostics, organisational design and structures.

3. Performance and Talent Management

• Initiate and facilitate initiatives to enhance a purpose driven culture through interventions based on effective application of performance management system, talent and succession management process and development plans.
• Implement a performance management framework and embed processes for setting objectives, monitoring progress, and evaluating employee performance.
• Drive performance management effectiveness by delivering diagnostic insights, supporting calibration, and ensuring alignment with organizational culture and strategy.
• Implement processes to identify high-potential employees and critical skills gaps to build leadership pipelines and ensure organisational continuity.
• Provide accurate, timely insights on performance ratings, talent pools, and workforce readiness.

4. Psychometric Assessments and Reporting

• Coordinate or administer, score, and interpret psychometric assessments for selection, development, and organisational diagnosis purposes in compliance with HPCSA guidelines and applicable legislation.
• Provide psychometric assessment services to all employees including new entrants, ensuring structured onboarding feedback and development recommendations are communicated to the relevant business units.
• Produce insightful psychometric evaluation reports that support evidence-based decision-making for selection, placement, succession, and individual development planning.
• Provide structured feedback sessions to individuals and managers following assessments, ensuring findings are clearly explained and linked to practical development actions.
• Maintain a psychometric assessment register and ensure all practices remain aligned with HPCSA ethical guidelines, test publisher requirements, and DBSA policy.

5. Coaching Coordination

• Provide input into the design of mentoring and coaching frameworks aligned to OE, culture, and leadership priorities.
• Maintain and monitor alignment of coaching interventions to culture, leadership and transformation objectives.
• Use insights from coaching outcomes to inform organisation-wide OE interventions.
• Partner with Learning & Development / Talent functions for implementation and operations.

6. Change Management

• Develop and implement change management methodologies / frameworks to adopt a structured approach to change management of various corporate initiatives/projects in the organisation.
• Formulate change management approach(es) to evaluate the impact of the change(s) in the organisation.
• Facilitate the conducting of impact analyses and readiness assessments, change characteristics assessment, stakeholder analysis (including key stakeholder tracking) and develop a customised strategy and approach for identified bank-wide initiatives/projects.
• Provide the appropriate change management diagnostic tools to business to deliver each change initiative for their areas of responsibility means to ensure that the change is fully embedded as intended.
• Work with business to create broad-scale and targeted internal-based communications, training strategies and associated materials with the aim of conducting briefings and/or communicating new initiatives and systems and drive change management.
• Serve as a trusted advisor through integrated OE analytics, combining culture, engagement, performance, and workforce data to generate enterprise-level insights.

7. Project Management and Reporting

• Participate in the design and deployment of broader Human Capital Projects, amongst others, in the area of Organisational Design, Performance Management, HC Systems, Talent Management, Learning & Development, Recruitment, etc. in terms of the correlation / integration / development and alignment of Remuneration & Benefits.
• Prepare management proposals, presentations and reports for Human Capital, Divisions, Executive Committees, Boards & Stakeholders.

Perform other Human Capital duties as assigned.

Key Measurements of Outputs

1. Appr