Juliet Tshoke

Juliet Tshoke has a Higher Diploma in Education, majoring in Psychology, African History and Education, from the University of the Western Cape, and a Diploma in Human Resources from Allenby. She has also enrolled in the Transnet Management Diploma programme, which is a postgraduate diploma offered by Wits Business School in South Africa.

Juliet Tshoke career development started in the banking industry and she was eventually appointed as the Group Recruitment Manager at Nedcor Bank.

It was in this space that she developed an interest in transformation projects and succeeded in positioning herself in the bank.

She then moved to the transport industry and joined Transnet’s National Ports Authority as the Key Account Manager: Human Resources, based at their Head Office.

She provided HR products and services to infrastructure-based projects such as the Port of Ngcura; Property Management; Safety, Health and Environment; and the Planning Unit. She was then promoted to the position of Capacity-building Manager, where she was responsible for implementing organisational capacity-building interventions and performance management.

Transnet was implementing a turnaround strategy and Juliet was entrusted with implementing the people management aspect of talent management in her position as Group Talent Manager. The talent management objectives were to introduce a talent management framework and strategy, the Navigator leadership development programme and succession management.

At that time, the CEO pronounced the talent management initiatives as the key levers for growth and they were the drivers for the success of the turnaround strategy. The talent management programmes and initiatives were confirmed as the most successful projects.

As part of her career development plan, she then moved on and joined Rand Water as the Executive Manager: Talent Management. Her key focus area was to introduce a talent management framework, strategy and value chain.

She designed the Rand Water customised talent management framework to enable pipeline development and capacity-building, and implemented performance and reward management strategies, aligned with best practice.

She also developed workforce planning and attraction strategies to support talent management as a concept. These were aligned to programme management office deliverables, aimed at accelerating innovation-based projects, in support of the organisation’s turnaround strategies.

Subsequently, she took the opportunity to consult at Ernst and Young, and was seconded to SARS for a year, working on reviewing job profile and career management system content, as part of the modernisation process.

With her increased enthusiasm for working on projects geared towards modernisation, she then joined PRASA as the Head of the Centre of Technology for Gauteng. The centre needed to develop a business case for organisational readiness, in terms of artisan and priority skills.

The centre had to enable the acceleration of skills development, in preparation for new technologies introduced in the new trains. She was given the opportunity to build a technical artisan school for PRASA to implement learning and development of old infrastructure, in order to minimise maintenance costs of the operations.

She then left PRASA and joined the NYDA as the Executive Manager for Corporate Services division.