Head of People Partnering - Kenya

Posted: Nov 06, 2026 Expires: Not specified View Jobs in Human Resources / HR
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Industry Engineering / Technical Founded N / A Type Private Website http://www.m-kopa.com/ Address Chania Avenue, Off ring-road, Kilimani, Nairobi Kenya
View All Jobs at M-KOPA Solar

What You’ll Do

  • Lead and develop the Kenya senior people partners who hold substantial books across Kenya sales, retail, manufacturing and logistics
  • Partner the Kenya MD and leadership team as their primary people counterpart, on structure, talent, culture and the hard conversations about leadership fit as the business scales
  • Own org design, talent review and succession for the market, and act as the escalation point for employee relations
  • Hold a focused client group of your own in business management, and customer care and collections
  • Translate group strategy into what actually happens in Kenya — real decisions, structure and delivery, not a cascade deck
  • Shape how we’re rebuilding job architecture, competencies and performance across the company — we’re open to doing this differently from the usual HR playbook
  • We want someone who thinks like a commercial and operational partner first — someone who can look past the standard HR approach when the business genuinely needs something else, and make that call with confidence.

What You Need

Essential Requirements:

  • Currently a Deputy Head of People or similar — holding your own client group, with a small team reporting to you, reporting into an HR Director or Head of People rather than running the function solo (but with a passion for taking the next step up)
  • Comfortable close to senior leadership — you’ve built real trust with directors and country leads
  • Real org design experience — whether built in-house or through consulting, you’ve designed structure and workforce plans, not just executed someone else’s
  • Working knowledge of Kenyan labor law, with direct experience owning employee relations matters
  • A business-first instinct — you reach for cost, risk, or growth before you reach for policy, and you can point to a time you made a call that wasn’t the textbook HR answer because the business needed something else
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