Manager Performance Management
Qatar Airways
Total years of experience :15 years, 1 Months
▪ Recently holding a directive role in the launch & implementation of Qatar Airways Group’s first global be-spoke Performance Management Program, “My PDR” in 2017 across the QR Group, Subsidiaries and HIA, covering 25, 000+ staff
▪ Responsible for the design & development f customized solutions to address specific Talent Management challenges in the various stages of the employee life-cycle; starting from Talent Acquisition and On-boarding through Performance Management and Development of individual learning needs and through to Succession Planning and placement of HiPos.
▪ Directed the cyclical “Annual Talent Review Program”, primarily with C-level stakeholders to conceptualize a framework that focuses on succession planning, critical role recognition, the 9-box, High-Potential identification and development plans, Talent reviews and psychometric tests, in order to identify talent and build a robust pipeline for QR Group
▪ Aligned workforce strategy with key stakeholders (Build-Buy-Borrow) to close talent gaps and prioritize investment in talent initiatives. Provide leadership to Workforce Management and Strategic Planning teams and create a culture of development and continuous performance improvement.
▪ Established governance teams and C-level Steering committee to embed a roadmap for integration, selecting vendors for Talent systems; managed dialogues and BRD compilations with global vendors for Talent & Performance Management suite based on the success of the in-house implementation. Contributed to the highly successful migration of learning management system in the first phase to Cornerstone, to now be followed by Performance & Talent system migrations
▪ Worked closely with VP, Talent Development to devise enterprise-wide leadership development strategy, titled “Stratus, Cirrus & Altus” as a roadmap to enable cultural transformation, elevate leadership capabilities, and improve people manager effectiveness
▪ Consulted with management and business leaders regularly regarding the planning, development, implementation and evaluation of key People management training programs
▪ Established the first “QR Executive Scorecard” with clear integrated KPIs and goals, C-level buy-in and Qatar Airways GCEO endorsement, aimed at translating QR strategy and vision into measurable performance objectives for the top management, and providing consistent oversight of performance at the top to the Group CEO
▪ Served as the key relationship point of contact for HR Business Partnering, CoEs, business representatives & other executives to enhance value and reputation of the PDR
▪ Spear-headed a Change Management program to educate 5000+ people managers in the first quarter of FY 2017 via communication campaigns, design & roll-out of trainings, e-learnings, and various marketing campaigns
▪ Analyzed the need for a Performance Management program and conducted two manual pilots/ trials of the Performance & Development Review (PDR) program to validate the proposed solution and approach for QR Group
▪ Devised and translated the Performance Management policy and SOPs with the required regulatory & risk oversight and necessary C-level & HR governance to identify, manage and mitigate current and emerging risks
▪ Implemented complementary practices across HR Business Partnering teams such as a mid-year Check-in process, manager- learning tracks, definition and cascade of objectives & KPIs from root-level to top and adoption of reporting tolls such as dashboards, performance calibrations, Performance Improvement Plans (PIPs)
▪ Lead the review and re-iteration of adopting the “QR Selection Panels” Approach in the transformation of Recruitment processes and policies
▪ Designated stream leader at the rollout of the Al Darb program aimed at building comprehensive training and assessment objectives for nationals, primarily at graduate and entry levels in the organization
Responsible for implementation and review of HR policies, key Talent Acquisition and general administration related to Talent. My goals ensured collaboration with OD & Workforce Planning teams, business unit heads, and IT teams to establish strong Talent processes, including performance management, that augment talent pipeline and align to annual budget and an internal policy framework. My team and I were also administering full-service employment contracts, active and passive sourcing and candidate selection as per business requirements. Primary responsibilities included:
▪ Set-up and management of Talent Acquisition and HR activities comprising of managing end to end recruitment process, sourcing, screening, & making hiring plans for the start-up concern.
▪ Engaged with key stakeholders and divisional heads to translate the long-term strategic plan of the business into realistic workforce plans and actions.
▪ Worked closely with Finance to utilize analytics and Knowledge of Forecasting and workforce planning
▪ Provided leadership support to Workforce Management and Strategic Planning teams to create a culture of development and continuous performance improvement
▪ Establishing a framework of Performance Management to enable the business to perform effectively.
▪ Establishing systems and solutions on policies, employee relations, performance management, terminations and investigations of internal complaints.
▪ Providing interim support to Head of Strategy during organization design and workforce planning & analysis.
▪ Restructuring of job profiles and re-drafting job descriptions that retained and attracted technical talent for key positions with the inputs of team head.
▪ Augmenting the talent pipeline through establishing a strong recruiting framework and partnerships with the business to create manpower plans, aligned to annual budget and an internal policy framework.
▪ Focal point for salary planning and budget forecasting for business unit heads.
▪ Communicating findings to senior management and CEO via formal presentations, standard management reporting on periodic/ quarterly/ annual basis.
Overall responsibility for the human resources management of over 500 staff during the start-up phase of the organization. This included oversight for talent recruitment & retention strategies, payroll administration, budgeting, system implementations, audits and training. I was also pivotal in framework conceptualization of a Skills Development Program (SDP) aimed at upskilling the national workface with key competencies and technical skills mandated for success across the various facets of the business. Primary responsibilities included:
▪ Providing complete HR support to management on all aspects including recruiting, compensation, training administration, employee relations and exit interviews and reporting via MIS.
▪ Interacting with key stakeholders to deliver an efficient and effective workforce plan including processes, reviews, updates, and improvements by linking data/metrics to financial ROI and business impact
▪ Accountability for execution of HR Programs and processes across the company including implementation of management incentive plan, performance management differentiation, employee classification re-design, and talent acquisition.
▪ Develop and implement a competency based performance management and development program to include competency models, position profiles, performance planning process and tools.
▪ Lead the design and framework conceptualization of a Skills Development Program (SDP) aimed at upskilling the national workface with key competencies and technical skills mandated for success across the various facets of the business.
▪ Team Leader for various Quality initiatives including the ISO-9000 audit for HR; also certified and trained on Hay Group methodologies for job evaluation, banding and grading; partnered with VPs and team heads to pursue potential acquisition discussions facilitated through Mercer as the lead consultant.
Complete responsibility for design & functional assessment of behavioral and technical competency matrix for the organization’s managerial roles. The project entailed full-scale implementation of the Oracle HRMS modules across Mobilink Pakistan, along with devising a methodology for 360 degree feedback from leaders to sustain continuous development of their teams. Primary responsibilities included:
▪ Project lead for design, functional assessment, and full-scale implementation and evaluation of the Oracle Human Resource Management System- Core & Self-Serve Modules across Mobilink Pakistan
▪ Leading the collection of job specifications and role-profiling in order to develop or update job descriptions and job families
▪ Updating and maintaining competency framework based on revised structures and job analyses to identify technical and behavioral skill sets
▪ Facilitating the start-up of the training and development function within the organization by mapping technical and non-technical competences with internal and external training resources
▪ Re-invigorating corporate values through a campaign titled “Culture of Excellence” aimed at re-aligning values with desired behaviors; developed and used tools such as Leadership Development surveys to build organizational capability
▪ Design and delivery of training and professional courses as a certified internal trainer in the core team leading the “Management Development Center” interventions across the company
▪ Leading the “Expat Orientation Program” aimed at providing detailed orientation of the company and country to all incoming expats
At the start of my career, I was responsible for compiling several reports for HR Management including some of the ones mentioned here: training needs analysis, training budgets and forecasting, training administration, career development reporting, and mapping IDPs for “Listers” or High Potentials in the company. I was also responsible for developing SOPs and managing other administrative tasks related to internal trainings.
