Alemnew Getachew

• 830M payroll-related budget fiduciary Governance and Audit Readiness —Direct end-to-end compliance, budget
utilization, and payroll operations for an 830M multi-donor workforce portfolio. Partnering with auditors to ensure
100% audit-ready baseline, leveraging data-driven decision-making and transparent donor stewardship.
• Large scale Talent Acquisition, Competence-Based Assessment, and Institutional Safeguarding —Institutionalized
DEI and safeguarding protocols in to the talent acquisition. Advanced competency-based assessment across
the talent acquisition lifecycle - reducing time-to-hire by 17%. Developed annual workforce plan and budget
forecast in collaboration with program and project Leaders. Filled 230 new project-based positions by conducting
more than 250 interview sessions with their respective recruitment processes.
• Strategic Project Recovery, Coaching & High-level Stakeholder Diplomacy -Identified the Talent acquisition
problem root causes and unblocked stalled program milestone due to operational silos through coaching and cross
functional collaboration with the hiring team-both HQ and regional office. Facilitates collaboration among different
stakeholders to advance projects milestones. Convened high level seminar-involving 120 participant state ministers,
Donor, Development partners, University Vice presidents and private sector leaders to create national Institutional
integration and identifying pathways on agricultural research system.
• Succession Planning and Key Talent Retention: Identified key talents in program and operational areas, prepared
succession planning schedule and talent retention methodologies resulted in staff retention and attrition reduction.
• HR Digital Transformation & Systems Automation: Spearhead oracle-based ERP HR module enhancement,
automating core HR processes for data integrity, synchronization, and introducing new self-service capabilities.

Road Construction, Real Estate, airport terminals and public infrastructures projects across South Sudan.
• Cross-Border Talent Acquisition Operations and Project Mobilization—Engineered the workforce planning for the
Tonji-Wau-Aweil infrastructure projects, synchronized talent acquisition with projects schedules-navigating East
African and Asian labour markets to ensure rapid mobilization and progress for concurrent infrastructure projects.
• Fragile-Zone Operation, Labour Governance and Stakeholder Diplomacy—Represented the organization for
different forums with South Sudanese government ministries and external partners. Overhauled labor relation
issues in Yirol-Rumbek-Tonji Road project that reduced staff turnover, labor litigation, and project delays.
• Procurement and General Services —Orchestrated the transportation service and small vehicles management and
the procurement and transportation of facilities and supplies in the HQ and project sites.

Road Construction, Real Estate, airport terminals and public infrastructures, Oilfield projects, merchanting business across South Sudan.
• HR Policy Architecture and Regulatory Compliances— Pivoted multi-site performance management ensuring labor
law compliance, improving performance, strengthening employee engagement, and pay equity.
• Fragile-Zone Operation and Business Continuity—Conducted risk assessment, mitigation and business continuity
plan collaborating with government security department and aviation authorities ensuring staff duty of care,
securing travels and supply movement in project sites in Tharjath, Paloich, and Bentiu Oil Fields.
• Organizational Design, Workforce Planning, and Multi Regional Talent Acquisition—Directed workforce planning
and talent acquisition for multi-site construction projects and merchandising business lines navigating Africa and
Asia labour markets.
• Organizational Effectiveness and Efficiency Improvement: Reviewed organizational structure and business
process using cost benefit and SWOT analysis tools and made recommendations on organizational restructuring
and business process change that improves operational responsiveness, reduce cost and team such as restricting
Supply chain department.
• Digital Transformation & Regulatory Governance—Spearheaded HR data digitization on oracle-based ERP that
introduced data driven HR related decision across the organization.

• Strategic HR Leadership for Multi-Business Operations—Architected HR strategy for motor assembly, Import
export, and merchandising business lines; synchronized workforce planning and performance management with
production volumes and revenue targets-reducing time-to-hire and achieving sustainable productivity.
• Value-Chain Capability Building—Orchestrated Export Coffee value-chain upskilling programs for commercial
department. Mapped the export operation competency requirements and challenges into targeted technical
training that measurably improved workflow efficiency and compliance with international agricultural export
quality standards related to warehousing, and product quality.
• Safeguarding, Gender Equality, and Industrial Relations Leadership—Partnered with local authorities to
institutionalize gender and safeguarding initiative to support female employees and disadvantaged girls in
surrounding community. Negotiated collective agreement with the new union- resolving active labour disputes,
saving ETB 200, 000 litigation and compensation costs.

• HR Policy Design, Regulatory Audit, and Employee Communication—Institutionalized comprehensive Health,
Safety, and Environment (HSE) policies for the chemical manufacturing Plant-advancing employee well-being
through staff awareness, reduced incidents, environmental stewardship.
• Institutional Culture Transformation & Working Environment Climate—Unified different corporate member firms
core values into a shared group institutional culture, embedded it as one performance appraisal dimension driven
purpose driven behaviors and accountability in all business lines.

Five-star Hotel with 115 modem guest rooms and 6 meeting halls with more than 250 staffs.
• Organizational Design & Strategic Workforce Optimization—Synchronized with the General Manager to redesign
the Front Office, and Food and Beverage divisions — applying systems thinking and conceptual thinking to meet
regulatory standards, and upgrade baseline guest service competencies. Optimized workforce planning against
volatile inside and outside services demands to manage operational cost.
• Business Impacting Capability Building & HR Budget Allocation and Oversight—Reallocated HR budgets to finance
high-impact upskilling and reskilling training targeting critical service gaps including Staff wellbeing programs that
reduce burnout and absenteeism and improved employee engagement, 5-star hygiene standards resulted in
guest retention rates and hotel occupancy.
• Aligning Employee Experiences with Revenue Growth and Quality Services—Reverse-engineered strategic
operational goals to overhaul employee experience design, organized different internal events,
management coaching programs, and front-line incentive schemes that increased employees engagement surging
rating on TripAdvisor/Booking.com, room occupancy, revenue growth.

Largest Real Estate developer with 4000+ luxury villas, quality apartment units shops and public service centers
• Project Turnaround & Performance Based Incentive Designing— led total human capital operations for a 1, 500-
workforce executing 200 luxury real estate developments projects, institutionalized skill-based incentive, resolved
cash flow bottlenecks, project milestone delays, and critical talent retention challenges.
• Cross-Functional Operations & Enterprise System Integration—Stepped beyond traditional HR boundaries to
architect enterprise Materials Requirement Planning (MRP) system—demonstrating cross-functional influence to
resolve price volatility and lagging client payment cycles — proving and operational and financial acumen.
• Workforce Planning and Improvement: Managed workforce plan across the company and various organizational
improvement initiatives improves operational responsiveness, reduce cost and team synergy in the company

• Greenfield HR Infrastructure and ISO 14001 Certified Production Readiness—Established HR infrastructure and
service facilities from scratch for the green field investment operation, engaged the government office stakeholder
to certify the factory and key staff on ISO 14001:2015 (Environmental Management System), championed the
recruitment of the new staff for commissioning the factory in 4 months.
• Workforce Planning: Developed workforce planning and HR budget in collaboration with production team.
• Organizational effectiveness and efficiency improvement: Reviewed organizational structure and business
process using cost benefit and SWOT analysis tools to recommend on organizational restructuring and business
process change that improves operational responsiveness, reduce cost and team synergy in the company.

• Large Scale Talent Acquisition and Logistics Operations Support—Coordinated the 1000 Truckdrivers recruitment
and onboarding process, partnering with external tester company to stabilize transport enterprise operations.

• Institutional Transformation—Orchestrated institutional transformation project using change management
methodologies- Kotter, ADKAR, BPR, and BSC frameworks, restructured the legacy Ethiopian Roads Authority into
two distinct corporate entities (Regulatory Agency and Contractor Enterprise).
• Organizational Studies and Problem Identification: Reviewed organizational structure and business
process using cost benefit and SWOT analysis tools and proposed changes to improve project delays root and lack
of organizational efficiency related people management and process inefficiencies.