Netstar's human capital executive, Phumzile Hlatshwayo, champions people-first leadership, high-performance culture, and engagement.
Earlier this year, Phumzile Hlatshwayo embraced an exciting new chapter in her career, stepping into the role of executive: human capital at Netstar. Having steadily progressed within the organisation over the years, this promotion marks a well-earned milestone for Phumzile, who now takes on the challenge of guiding the company’s people strategy at an executive level.
Was a career in HR your first choice?
It was not my first choice due to not being socialised on various career opportunities at that time. I am from rural areas and townships. Career socialisation was very limited in my times, without giving away my age. I fell in love and got passionate about it after obtaining clarity from one of my mentors at university.
What will your new responsibilities be as the executive: human capital?
My role is to partner with the executive, management team and all employees at Netstar by being an enabler for planning, talent development, driving inclusive culture, managing and guide on change, managing talent, remunerating fairly, enabling engagement platforms, and making the lives of employees and leaders simple and easy to navigate at Netstar. This is at operational, strategic and innovation level.
What keeps you inspired by Altron/Netstar’s culture after all these years?
Its values that are driven and embedded to all in the organisation. We strive in aligning our operations to values in a way that we recruit, manage talent, remunerate and reward, and drive business internally and externally with our customers. This reflects in the way we behave, which is exactly according to Altron/Netstar behaviours. We encourage Speak Out and Speak Up, Seek Clarity and Provide Clarity, I am Accountable and You Are Accountable, etc. These are some of the clear behaviours expected and aligned to our five values. The leadership principles, purpose driven, customer obsession and transformative growth are what drive us as leaders in the organisation and we are living in such a way inside and outside the organisation. These elements are inspiring and not far from who I am as a person and a leader in HR. I am results-driven and people-centric in my dealings. My reasons for sticking around are due to being in resonance with Altron/Netstar DNA.
What are your top priorities now that you’re leading Netstar’s human capital?
Drive high-performance culture
Drive employee and leadership engagement
Leadership development
Clear narrative on employee value proposition
Diversity, equity, inclusion and belonging
Lastly, build the human capital team by enabling them to partner confidently with our business partners at Netstar. They need to fill their cups – you can’t feed from the empty cup.
How has your journey in HR shaped the kind of leader you are?
I have learned that HR is critical in business success and people engagement. We have to be strong and be there for others like leaders and employees in general. At the same time, don’t forget yourself, your growth, support and to debrief. People/employees are going through a lot. As the HR professional, you might be the only person in the organisation that a vulnerable person/employee can talk to. Be kind.
What new HR trends are you excited to bring into Netstar?
I have delivered a new online learning platform for employees to develop their skills. I am excited about the upcoming rewards and recognition platform. This will be an answer to the contact centre agent and technician on the road to customers as they feel they are not recognised. I believe this will be the answer.
The culture of engagement we are currently going through is eye-opening for both employees and leaders at Netstar. We are unpacking the departmental issues, factor issues and questions which are being addressed through the engagement platforms. This has brought a feeling of being heard for employees at Netastar where they have stated that they are being listened to.
The transformative growth globally is exciting. This is through growth in Australia and APEC regions as announced in the media recently. I am looking forward to a more diverse culture and unpacking whatever complications and clarifying the same. Such situations like complications excite me since I view it as a challenge and achievement once stabilised.
What were some tough moments on your path to this role, and what did you learn?
Assumption is your enemy and hindrance to your opportunity to transform things. Do not assume. Go into a space with an open mind to tackle whatever you are faced with and thrown at you. Netstar being an Altron OpCo has its own culture nuances, just like any other OpCo, BU or department you find in any organisation. The main thing is being ready, open-minded and up to a task.
