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A registered occupational psychologist, who was retrenched at some point, Mr Nguwi made the most of a retrenchment package many retrenchees would only lament about to establish what is now one of the largest human resources consultancy firms in the country, Industrial Psychology Consultants (Pvt) Ltd.
“I am a risk-taker,” he says.
“For instance, when I started IPC, it was soon after I was retrenched at a local financial institution where I was working in the human resources department.
“I started IPC with a mere computer, but taking advantage of the fact that in this line of work I get to meet a lot of people, I managed to develop synergies that have helped grow the business,” said Mr Nguwi.
He adds that having grown IPC into a nationwide enterprise, the next logical step is to spread the business wings into the region.
His educational background basically reflects his training as a psychologist.
Nguwi is a holder of a Bachelor of Science (Psychology) Honours degree, a Postgraduate Diploma in Occupational Psychology and a Master of Science in Occupational Psychology, all from the University of Zimbabwe.
He is also a member of the Zimbabwe Psychology Association.
Now if there is one thing that is common among psychologists it is that they have human beings at heart, and this is reflected in respect of the man’s views on some labour issues dogging the country.
“One of my greatest concerns at present is the proliferation of unqualified persons and unregistered firms carrying out pre-employment tests. As you may know pre-employment tests are critical in shaping a person’s career and life direction, hence should not be taken for granted.
“There is also need to ensure that retrenches receive proper counselling because it is a critical turning point in their lives,” he said.
To this extent he is a proponent for the establishment of a regulatory mechanism for the human resources field, which he says is focused on the human element.
Memory has extensive experience in human resources management in both line function and consultancy services, and as a result developed expertise in a wide range of areas including balanced scorecard implementation, reward management strategies, strategy workshops facilitation, organisational development and restructuring, strategy facilitation, retrenchment, and job evaluation.
He also has experience in pay and benefits structuring, salary administration and salary surveys, culture analysis and change management, management development and training, conditions of employment reviews, and employee engagement surveys.
His company is in the process of driving the initiative to implement the latest and most-effective (empirically proven) forms of productivity measurements such as the balanced scorecard to improve productivity in local firms.
“It is clear that productivity is of paramount importance to both the survival and well-being of a nation, its enterprises and its people. Following my presentation at the Confederation of Zimbabwe Industries annual congress, a lot of companies have approached IPC with a view to implementing these novel productivity measurements within their structures,” he said.
Mr Nguwi has to date overseen the implementation of balanced scorecard projects for at least nine firms, including the Zimbabwe Revenue Authority.
Next year IPC plans to launch a National Productivity Study, which is expected to highlight the level of effective productivity across the country’s economic sectors.
Mr Nguwi began his career in 1997 as a personnel assistant at Turnall Fibre Cement (Pvt) Ltd, then moving in the same year to BHP Minerals (Zimbabwe) to the position of human resources officer.
In 1999 he skipped the floor to Ernst & Young where he worked as a human resources consultant, later moving to Rapid Financial Holdings to hold fort as group human resources manager in 2002, from where in 2004 he established IPC as managing consultant – a position he holds to date.
In his role as IPC managing consultant, Mr Nguwi has trained over 15 000 people locally and regionally on reward management, the balanced scorecard, pay structuring, performance related remuneration, job evaluation, and human capital management.
Most of this work has been done in the telecommunications industry, NGOs, financial services, mining, manufacturing and service industry.
In terms of his notable achievements, Mr Nguwi has succeeded in bringing in the first world-class speakers on leadership and human resources to Zimbabwe including Dr Stephen Covey (18 November 2010), Dave Ulrich (March 2011), with Dr John C. Maxwell expected in the country in November.
He is the organiser of the annual Regional Human Resources Indaba (March of each year), the annual Leadership Summit (November of each year), the annual Best Employers Zimbabwe Survey and Awards.
He regularly publishes human or people- related research reports, publishes the Zimbabwe Human Resources Practices Survey, and is a regular speaker at several local and regional forums.
On bringing into the country such internationally renowned leadership and human resources experts, he says:
“During the years of hyperinflation we were largely deprived of such opportunities to learn of the latest trends in leadership and human resources management as local practitioners had to make their way to countries such as South Africa. It is now possible here. It is also a testimony to Zimbabwe’s fast-improving economic state.”
The hardworking Mr Nguwi says he is also currently finalising his latest publication, a scholarly title, “Human Resources Perspective”.
He was born 39 years ago, and is the first born in a family of six – two boys and four girls.
Mr Nguwi strikes one as disarmingly humble and simple despite his extensive accomplishments.
He lives in Mt Pleasant with his daughter. He says he enjoys traditional food and travelling.
His parting words on Zimbabwe’s human resources environment:
“Our greatest weakness in this area is that our curriculum largely focuses on training administrators and not strategists, which means that although most employees hold papers to indicate their
qualifications, they generally lack the content to become effective leaders in the future.”
Online Reporter