nouf Alsufiany

HR Leader with over 18 years of experience in HR Operational Excellence, Implementing HR Projects, Increasing Organization Top & Bottom Line through HR Interventions; Coaching Business Leaders in driving organizations Performance through HR Business Matrix & Performance Indicators, Designed & Lead Strategic Succession Plan & Leadership Retention through Strategic Incentive. Created Organizational Long-Term Manpower Planning for Sustainable Organizational growth.

Key Achievements:
1. Aligned Companies Values with Organizational Performance through Employee Engagement for consistent performance of all 4 Business Units worth over 1 B SAR.
2. Re-engineered and re-structured complete organizational structure in view of volatile market condition post major Slump in prices by 60%.
3. Design & Re-align HR Objectives with Organizational Strategic Objective through Key Success Factors with an intent to optimize the cost of 30% in value 300 M SAR.
4. Evaluate financial performance and developed an employee compliance handbook to ensure budgetary compliance allocations.
Responsibility and Deliverables:
Performance management:
• Working in close collaboration with Global Business Stakeholders / Board Members of Organization & assisting/influencing them in designing organization Key Success Factors.
• Implemented organizational wide automated financial measurement matrix portal; Key Success Factor, by removing redundancies caused by Age Old paper focused Management Practices, which has reduced organizational carbon footprint, as a result of over 70% automation and reduction in printing/wastages of stationaries.
• Remodel effectiveness of the performance management system up to 50% by working with executive management to ensure goals and rewards are aligned across the BUs individuals and organization strategic objectives.
• Anticipate and resolve litigation risks and Recommending solutions to senior management and executive management.
Organization Design & Development:
• Breaking Organization silos and converging them with organizational Financial Matrix through subsidiary specific Financial Reward Structure thereby motivating subsidiary business leaders to optimize cost in close collaboration towards a common Financial Objectives to meet external Financial Volatility.
• Establish the overall employee relation culture with organization leaders by including the AFG values in the performance evaluation system and decreased retention to 5% (voluntary exit)
• Benchmarking quality and talent retention by upgrading compensation and reward 5% over local competitors.
• Increasing organization productivity by creating a competitive succession plan to ensure on-time readiness.
• Creating company complaints manual to reduce financial mismanagement risk up to 3%.
• Assist the Finance Executive Officer (CFO) in preparing and implementing organizational budget with alignment with the next five years’ strategy.

Key Achievements:
• Saved the organization over 15M bye successfully leading and implementation the merger of the tow sub business units that chaired similar clientele and complementary services.
• Influenced the group HR leadership to improve the Learning and Development module and competency structure design that well minimize Training cost from an estimated average 25%-50%
• Aligned 16 SBUs With the group strategic vision and mission ( the leadership program is now one of the mandatory programs in )
• Completing ISO compliance and requirements and achieved IS0 certification 2015nhgn.
Responsibility and Deliverables:
Performance management:
• Researched and designs appropriate organization-wide performance management and GEMS training, and drive the performance management and quality improvement capacity building for all levels of management and employees.
• Increased the performance management and quality improvement capacity of the organization in order to ensure the organization goals are effectively and efficiently met by a minimum of 80%.
• Increases supply chain department capacity and improve the effectiveness of their service, practices, partnership, programs, use of resources, and the impact on the delivery systems’ improvements on overall productivity quality up to 30%.
• Improved performance management process that lead to a positive and measurable impact on the organization achievements and improvement of 10% of 2013 results.
• Drive the department heads to set key performance indicators and quality initiatives to ensure alignment with the company goals and optimizations use of human resources that have saved the company 132000 SAR man powering cost.
Organization development:
• Collaborate with Group HR in implementing Group HR policies & procedures, Labor Law, HR, personnel & administrative policies & procedures and house regulations across the SBU
• implemented effective quality management procedures and enhancing HR service quality up 95% employee satisfaction of HR service and delivery.
HR operation:
• management of HR operations services ( recruitment, training, assessment, organization development) based on business as well as operational requirements was completed 20 days prior to deadline.
• Follow up with employees for maintaining valid Visa & passport as well as updating records in the government data base was improved to reduce penalty cost 50, 000 2015.
• Stopped outsourced services like Human Resource consultants, insurance companies, training specialists and utilized AGH resources that saved the company over 800, 000 in 2015.
• Assist the Finance Manager and Chief Executive Officer (CEO) in preparing/ implementing organizational budgets.
Learning and development
• Trains and certifies in-house performance and quality improvement trainers for various performance and quality improvement training programs and increased training to 600 man-days 200 over target within budget.
• Create an organizational training & development needs through job analysis and appraisal schemes for conducting need based training sessions with department Heads and completed the training calendar of 2015 with a successful rate of (97.9%) training satisfaction of the attendees.
• Completing training & development public agenda in compliance to (HRDF) policies and procedures 110% trained 10% above target.
• Prepare/ align HR functions to organizational succession plans. Develop talent retention tools to reduce employee turn-over rate to 8%.

Key Achievements:
• Distinguished for developing the first employee performance evaluation format/ training and development strategy for the client store employees in Alfisaliyah Mall in 2013 that have increased traffic by 35%
• Developed rate card for Al- khozama salary scale based on market rates of employee salaries that have increased in revenue up 20%
• Designed Saudization recruitment Database of up to 310000 contacts across KSA increased media traffic up to 80%
Responsibility and Deliverables:
Performance management:
• Involved in on-boarding of new recruits on PDRs and employee profile for developing short and long term strategic goals/ objectives
• Created first employee performance evaluation format/ training and development strategy for the client store employees in Alkhzamah management and improved productivity up to 30%
• Leading and driving performance management and quality improvement effort and monitoring and reporting system to increase efficiency up to 30%.
• Developing performance and strategic key success factors and impacts on the organization target.
Organization Design & Development:
• AL-Fisaliyah Mall and a 360 evaluation based on customer satisfaction and created a customer satisfaction survey.
• Defined organizational policies, procedures, ethical practices and guidelines of accrediting organizations and improved engagement 25% increased VS 2010
• Designed and organizational structure with the full job designing position job descriptions and competency framework that increased work productivity up 45%
• Lead the employee satisfaction survey and employee engagement events and reduced employee turnover to 10 % out of 18% average

Key Achievements:
1. Developed pipeline of prospects across the key account segment. Prepared/ aligned accounts to organizational growth objectives for enhancing revenue generation 10 to 15% in yearly base.
2. Built/ maintained productive business relationship with major accounts across the kingdom for effectively closing 45 identified business deals with grand total revenue of 12 M.
3. Implemented annual employee assessment program using competencies, behavioral & technical in Graphic Coordinates System with a competency Level upgrade every 2 year.
4. Designed employee engagement program to enhance soft skills up to an average of 30% relevant to individual Development programs.

Key Achievements:
• Monitored PMP (Performance Management Process) for management levels, conducted cultural trainings
• Ensure performance management (PM) and quality improvement (QI) programs are developed and managed using a data driven focus that sets priorities for improvements aligned to ongoing strategic imperatives.
• Developed and communicates the strategic vision, scope and mission of the Performance Management Office. Also, assured that organization(PM/QI) initiatives are focused and aligned on improving operational and program efficiencies and effectiveness.
• Assessed organizational training & development requirements. Collaborated with business managers in conducting job analysis and appraisal schemes
• Managed training & development activities, defined training strategy for company-wide training initiatives in response to company-wide development issues
• Analyzed training requirements of the organization and designed modules targeting cross section of employee hierarchy
• Designed/ implemented training and development agenda to enhance productivity and building capability in compliance to organizational policies and procedures
• Updated training & development data, prepared/ submitted regional reports to enable effective decision making
• Conducted Training Need Analysis for various functions aligned to business requirements and support organizational performance requirements
• Liaised with divisional heads in defining performance measurement parameters for evaluating effectiveness of training programs