Head of People Partnering

About

M-KOPA is hiring a new Head of People Partnering to lead the people agenda for Kenya. The role leads Kenya senior people partners, partners with the Kenya MD and leadership team, and owns market-level organisation design, talent review, succession and employee-relations escalation. Applicants should currently be a Deputy Head of People or similar, have senior leadership, organisation design and Kenyan labour-law experience, and bring a business-first approach. Terms of service: Full-time, hybrid role in Kenya.

How to apply

Apply online through the official advert page on Ashby.

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Responsibilities

• 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.

Qualifications

• 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.