OD and Change Manager Consultant
Self
Total des années d'expérience :23 years, 1 Mois
I work as OD and change manager consultant with different companies and provide solutions to enhance effectiveness of the organization. This includes higher productivity, higher engagement scores, higher ROI through planned OD interventions like succession planning, rewards program, bonus plans, improved HR policies, customized learning solutions etc
Worked as Trainer/Consultant with IT Company to design 3 months customized leadership program for software engineers with the learning methods on job learning in form of coaching and class room training
( managing teams, managing expectations and feedback, problem solving, coaching techniques, developing winning relations, asking the right questions, planning team meetings etc) for each software engineer and through one on one coaching, developed competencies to manage teams more effectively. Used tools to measure the results before and after the training, before and after one on one coaching sessions
Key Achievements: Developed Behavioral based interview process, revised recruitment, performance management, acting allowance policies, developed staff recognition programs, developed two days training program on Values and Impact, conducted cultural survey in 2016, 2017, 2018 and 2019. Implemented several action plans from survey results to improve the culture of the organization, did several team building programs cross-functional teams/departments, promoted employees on key positions within the organization,
Roll-outs: Roll-out revised performance appraisal system, roll-out training program on Values in every office, did workshop on outcomes of the survey 2016 and developed action plan with the staff in the workshop, monitored the progress of action plan, worked with senior leadership on cultural change, recruited top talent on key positions, retained top talent by providing welcoming, comfortable work environment where ideas were given importance, delegation of authority was practiced etc
Key Achievements: I joined the office to support the leadership on recruitments of key hiring including hiring of HR Manager, developed workforce planning tool, did recruitment of all critical positions, reviewed HR Manual with recommendations, Advised Country Director on Key HR challenges with solutions.
Had meeting with donors from Australia on HR challenges being faced for the office.
Key Achievements: I joined the office to support the leadership on recruitments of key hiring including hiring of HR Manager, developed workforce planning tool, did recruitment of all critical positions, reviewed HR Manual with recommendations, Advised Country Director on Key HR challenges with solutions.
Had meeting with donors from Australia on HR challenges being faced for the office.
Worked with CD Turkey to address grievance, worked with CD Nepal on recruitments, worked with CD Afghanistan on recruitment and grievance, worked with CD Sri lanka on HR Manual.
Key Achievements: Worked as Change Manager in close consultation with Senior Management team and responsible to lead change management process. Implemented Change management framework of Actionaid International Uk Office. The framework has 8 key stages including start up process, communication strategy, principles of restructuring, Use of Mercer Job evaluation to map positions, revise salary and grading structure, roll out of exit processes etc.
Hired as a consultant to restructure the organization
Key Achievements: Achieved 6 deliverables including revision of HR Manual, developed HR Philosophy, assessment of HR team competencies and development plans, compensation & benefits survey for national and international staff with recommendations, developed staff induction program, conducted TOT for HR team on new policies. Roll-out each deliverable with staff at all levels for their involvement, inputs and acceptance on new HR systems.
As an impact of the above 6 deliverables, there was a very positive change in the attitude and behavior of staff due to revision of HR Manual, revision in the salaries, revised HR manual approved by the management has well defined policy on staff learning and development, cross-cultural engagements, team building among national and international staff.
Worked as consultant with IT, and Telecom sector on Different OD projects
Key Achievements: Worked with CEOs and Directors of countries including Pakistan, Thailand, Iraq, Mynamar, Afghanistan, Jordan to revised HR Manual. Managed international recruitments, used WORKDAY as HRIS, Conducted system gap analysis for each country on every HR function and made recommendations. Worked with HQ New York HR Team on recruitments of Expatriate positions, developed JDs, determined salaries for new joiners based on country grading system etc.
Key Achievements: Worked with CHRO and senior leadership for implementation of global talent program including succession planning, HIPOS project, leadership for C Level, Used tools ( Hogan assessment) to assess potential employees, Worked with Booz & Co on re-structuring of the company, developed competency based JDs, developed and roll out yearly employee reward program, conducted compensation & benefits survey. Conducted cultural survey for 2009 and 2010. Identified cultural improvement areas and made an action plan for each year. Implemented the action plan and monitored to achieve the desired results.
I was hired to develop OD systems. Global Talent Program was designed by Harvard Business School for Etisalat and as lead, I got an opportunity to execute the program for Afghanistan. For Succession Planning, ADDIE Model of learning was used as a tool to develop learning program for each successor. 9 box mapping tool was used to map each successor based on the actual level of competencies, Used 70 20 10 learning model for each successor. Developed quarterly progress review system to measure the progress of each successor. Before start of succession planning, we had more than 80 Expartiate staff that had a huge cost, within next 3 years, 50% of expartriates were relocated to other countries or resigned and by 2016, only 10% of expatriates were working and all the key positions were replaced by national staff.
For High Potential Employees ( HIPOS), we used Hogan assessment to identify HIPOs, developed comprehensive learning needs assessment by use of 360 degree development tool, developed learning plan for each HIPOs and developed technical and managerial competencies within 9 months’ time period.
Yearly Reward Program was designed to appreciate star performers for their exceptional high performance linked with deliverables. This program was widely appreciated by leadership and staff.
Cultural Survey for 2009 was an eye opener for the company. Employees gave feedback around policies, compensation, decision making, career opportunities, staff well-being, promotions, high risk work zones, understanding of the corporate goals, learning opportunities etc
As most of the OD projects were implemented in 2009, thus the feedback was well addressed. Cultural Survey 2010 gave insights where employees gave suggestion for business development, opportunities in other countries where Etisalat works, few feedback was around “ Inappropriate Behaviours of Senior Managers, high turnover in engineers, hiring challenges in Marketing department etc.
ZTE Corporation Jan 2007 to Aug 2009
Works in 160 Countries in North America, Europe, Latin America, Africa, China, Asia Pacific
Vice General Manager reporting to GM HR & regional HR Manager Asia
Key Achievements: I was hired as Senior HR Manager to find solutions to complex organizational challenges and issues. Challenges at leadership level where Chinese and Pakistani had major communication gaps, the cash benefits for same position at leadership had huge disparity, Chinese were given higher cash benefits as compared to Pakistanis for same position, in all strategic business meetings, Chinese leaderships would not involve Pakistani leaders, due to all of these issues, there was a clear disengagement of Pakistanis Leaders and staff.
ZTE is a Chinese company and had Chinese Professionals in key positions and most of the staff/headcount in middle and junior levels were Pakistanis.
With this given situation, I joined the HR department and after doing diagnosis for first two months, had one on one meetings with leaders ( Chinese and Pakistani), had focus group discussions with middle level teams, I proposed an action plan with following steps and milestones.
1. Designed one day management workshop, shared with leadership and after the approval, executed the workshop on 3rd month where leaders ( Chinese and Pakistanis) worked together in small groups to identify key challenges of the company, as a second exercise, after identification of top 3 challenges, groups were asked to brain storm and suggest solutions for each challenge. As part of the closure of the day process, CEO was asked to join the workshop in evening to review the findings and we agreed to have 6 key change driven projects with agreed deadlines. A. 9 months leadership program B. Succession Planning C. Creating Key Positions for Pakistani Professionals D. Cross-cultural engagements, E. Bonus Plans and F as quarterly rewards program.
2. Being HR lead, I was given the responsibility to plan out each project and start execution. Within next 2 months, each project got implemented, employees could see the impact of each project made into the mind sets of leaders.
3. Within few months, communication gap reduced, Pakistanis were made part of all strategic meetings, inclusiveness and warmth demonstrated by Chinese leaders, with cross-cultural events like musical nights, team building etc, it was witnessed a culture where both nationalities got along very well as one team.
4. With 6 projects and execution, we were able to attract higher quality of Talent, retain talented employees with higher motivation.
5. The turnover ratio from 20% was reduced to 7%, engagement survey scores in 2007 was 58 and in 2008 was 70, ZTE had significant digital branding through linkedin and other media, Cross-cultural programs happened every month where employees from both nationalities would have fun, laughter sharing of feelings etc developed bonds/relationships.
Key Achievements: Worked with CEOs and Directors of different factories to identify learning needs, developed learning plans, worked with external learning institutions/ schools and Universities as per current
Key Achievements: Developed winning culture of innovation and agile ways of working, attracted top talent of the IT industry through personal contacts, developed fast track growth career plans for high performers, developed compensation & benefits structure of the company, managed employee relations programs.
Key Achievements: Participated in formulation of Global OD framework in South Africa for 40 countries where Actionaid operates, Attended 360 degree performance appraisal training in South Africa, Attended HR regional meetings in Nepal, Bangkok, worked with consultant on salary & benefits survey,
Managed all operations including staff health, life insurance, personal files, conducted in house trainings, facilitated learning sessions, recruitment and other HR functions.
3-5
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