Floyd Almeida

JOB PROFILE

TMM a leading mall management firm in Kuwait, manages prestigious retail real estate - 360 MALL, Al Kout Mall and others - a recipient of MENA regional awards. As GM HR, required to create from scratch a professional & strategic HR Department (now a team of 9), facilitate organization transformation and align talent with strategy for profits and growth.

KEY RESULTS DELIVERED

• With CEO & leadership team built organization capability for strategy formulation & execution - achieved sales/sqm.
• Developed ‘core competence’ of TMM for competitive advantage, to deliver customer value, profits & growth.
• Created and established a credible HR Department, which helped maximize the strategic value of human capital.
• A Culture Transformation through coaching for performance - a Leadership Development program for the CEO & his direct reports for a year; with training/ workshops, individual psychometric analysis and 1:1 coaching sessions for all
• With HR team designed & embedded HR policies, which aligned people practices with strategy to win in the market!
• Enhanced multi-channel ‘Employer Branding’ and recruitment success rate - improved ‘hire quality’ & reduced costs.
• Used ‘Job Evaluation’ & established ‘Job Grades’ with ‘Compensation Structures’ to reward, promote & retain talent.
• Set up Performance Management - aligned objectives, measures, rewards with strategy; used Balanced Scorecard.
• With the CEO designed a ‘Management Trainee Program’ for Kuwaitization, which improved selection & retention.
• Improved strategic capability with training via job assignments, coaching, E-learning & blended ‘class room format’.
• Enhanced employee experience, engagement, diversity (30 nationalities) & inclusion - reduced negative attrition.
• With CEO & senior leadership, used ‘Succession Planning’ & ‘Career Progression’ to grow, promote & retain talent.
• As part of the Tamdeen Leadership Team, launched our 2 prestigious malls - Al Kout & the 360 Mall Extension
• Designed and implemented the ‘HR Business Partner Model’ for our key properties - 360 MALL and Al Kout Mall.
• With a ‘can do’ attitude, used HR expertise to set up & support HR Departments of new Tamdeen Group companies.

ORGANIZATION RECOGNITION

• Awarded a performance bonus every year and 2 HR team members were promoted to managerial positions.

JOB PROFILE

The company is a leading player in the fashion and food industry across Middle East and North Africa, with franchises of global brands in over 150 retail outlets. This leadership position is accountable to lead, develop and deliver the strategic contribution of HR across the organization and enhance the effectiveness of the 5 member HR team.

KEY RESULTS DELIVERED

• Re-aligned the HR function, created the HR policies/ procedures and compiled LSH’s first Employee Handbook.
• Developed Job Grades and career paths with related salary structures and benefits, for internal and market parity.
• Upgraded talent selection with competency interviews & Assessment Centres; reduced selection errors and costs.

ORGANIZATION RECOGNITION

• Awarded a performance bonus for 2011 performance, prior to completing a year of service.

JOB PROFILE

Red Bull is the global leader in the energy drink category, with about 65% of the global market share. This senior leadership position is accountable for the strategic leadership, legal compliance and operational management of human resources across APMEA - had to build a professional HR team (coached 6 staff) with a strong business alignment. The position reports to the Heads of Region APMEA operationally and Global Head of HR functionally.

KEY RESULTS DELIVERED

• Built an effective and professional Red Bull HR Team (6 members) & an effective business HR Strategy for APMEA.
• With the Global HR team designed and embedded the Performance Management System beginning in 2005.
• With London Business School developed a leadership course - improved MEA leadership and team performance.
• Designed & established a business driven ‘Talent Management’ process from recruitment to succession planning & redeployment; which retained and motivated top/ key performers. Ensured top performers in key business positions.
• Designed and established strategy aligned HR Analytics to monitor performance and make required improvements.
• Increased HR accessibility and instituted ‘Exit Interviews’ to enhance employee ‘voice’, engagement and retention.
• Established a ‘Meritocracy Culture’ through ‘Compensation & Benefits’, career progression & international transfers.
• With the Finance team negotiated better medical insurance benefits at a 10% reduction on the current cost.
• With a Project Team for strategic expansion, successfully set up Red Bull subsidiaries in India, Egypt & South Africa.

ORGANIZATION RECOGNITION

• Awarded a performance bonus and a salary increase every year.
• Worked with Global HQ on strategic HR projects to proactively secure the brand’s leadership position.
• Assigned responsibility by ‘Global Head of HR’ for ‘peer coaching’ the 2 new HR Directors of USA and Russia.

The Al-Futtaim Group, is one of the most respected corporations in the Gulf Region. It operates across the Middle East and North Africa (MENA) region and dominates many market segments, especially in the U.A.E.

A. From August 1999: Al Futtaim Group, Trading Enterprises L.L.C. - Human Resources Manager (Promoted)

JOB PROFILE

This senior position, reporting to the Managing Director is responsible for the strategic leadership and operational management of human capital in UAE. With the HR team of 7 people, the credibility of HR needed quick improvement.

KEY RESULTS DELIVERED :

1. For Al Futtaim Group

With the Group Director HR and a project team, successfully designed and delivered a Group wide system for ‘Performance Management’, ‘Talent Management’ and ‘Succession Planning’ integrated with ‘Emiratization’.

2. For Trading Enterprises LLC (UAE franchise - Honda, Chrysler, Jeep, Dodge & Volvo)

• With the Managing Director, designed and implemented a Performance Management system; built HR credibility.
• With the National Service Manager, created the best ‘Service Team’ in Honda dealerships across the Gulf (GCC).
• Established a ‘Meritocracy’ with performance based promotions/ transfers to grow, motivate & retain top performers.
• Established the use of `Assessment Centres’, ‘Development Centres’ and `Structured Interviews’.
• Reduced staff costs by 8% & improved efficiency - by multi-skilling staff, integrating jobs & outsourcing low skill work
• Coached & transformed the administrative group of 7 employees into a professional HR team & Group HR resource.

ORGANIZATION RECOGNITION

• Selected to work with the Project Team on the design and delivery of a Group wide Competency system.
• Served as an Evaluator of ‘Assessment Centres’ and ‘Development Centres’ for the Al Futtaim Group.
• Rated in top 15% performers of the Group (1999 to 2003); received appreciation letters from the Managing Director.


July 20th, 1998 to July 31st, 1999 : Al Futtaim SAP Project - Human Resources Specialist

JOB PROFILE:

As a member of the Al Futtaim SAP HR Design team, was responsible for the successful implementation of the SAP HR module across the Al Futtaim Group. Further, received basic training on all the modules of SAP HR.

KEY RESULTS DELIVERED

• Led the design, configuration, implementation and training for the ‘Recruitment’ module for SAP.
• Built trust relationships with managers and end users, then implemented changes in existing processes & policies.
• With the GM - Training and Development (T&D), introduced & established a ‘Competency Based’ recruitment model.
• With the GM - T&D and a project team, designed & implemented ‘Assessment Centres’ and ‘Development Centres’.

ORGANIZATION RECOGNITION

• Selected to lead the configuration and implementation of the SAP ‘Career and Succession Planning’ module.
• Assigned the responsibility to introduce & coach all the HR Managers in ‘Competency Based’ recruitment.
• Trained as ‘Company Assessor’ for Al Futtaim Assessment Centres and Development Centres.
• Promoted as HR Manager - ‘Trading Enterprises’, the second largest yet most profitable Group Company

JOB PROFILE

Since June '97, responsible for transforming the Administrative Unit of the Contract Services Division (CSD), into a professional HR Department for 700 employees. Since November '97 with a HR team of 5 people, officiated as the HR Manager for the U.A.E. across all five Divisions for 1200 employees, reporting to the General Manager.

KEY RESULTS DELIVERED

• With the GM, facilitated ‘Change Management’ via the Belbin Model & prioritized a ’results focus’ over ‘activity focus’
• With the Training Manager conducted a ‘Training Needs Analysis’ and together addressed the identified needs.
• Used the 360º / multipoint feedback system for leadership development & facilitated the annual performance review.

ORGANIZATION RECOGNITION

• Since November '97, officiated as HR Manager for all the Divisions, reporting to the General Manager.
• Achievements acknowledged in the annual appraisal through a bonus payment and salary increase.
• Included in the Inchcape Middle East Regional Project Team to review and enhance Training Effectiveness

JOB PROFILE

Accountable for success of the regional HR strategy and policy administration across South India, for 700 employees (management and unionised staff), while facilitating firm yet fair, humane and productive ‘Employee Relations’ (ER) including negotiations, with two labour unions. Required to enhance effectiveness of the HR team, comprising 3 people.

KEY RESULTS DELIVERED

• Improved strategic positioning of ANZGB as ‘Employer of Choice’ for recruitment at premier management institutes.
• With GM ER, built trust relationships with work unions then implemented changes in recruitment & promotion criteria
• Increased the ‘merit’ promotions and transfers of superior performing staff by 25% and reduced negative attrition.
• Designed and implemented a successful recruitment strategy - delivered quality clerical staff in short time frames.

ORGANIZATION RECOGNITION

• Awarded the CEO's commendation certificate for achievements.
• Awarded a significant performance bonus for being placed amongst the top 15% performers in the Bank.
• Promoted on August 01, 1996 in recognition of performance and enhanced job responsibilities

From September 01, 1993: Manufacturing Plant - Bhopal: Assistant Manager Human Resources (On Promotion)

JOB PROFILE

Accountable for all HR matters concerning 200 employees. A HR team of 3 people reported to the position.

KEY RESULTS DELIVERED

• Assisted in the design and implementation of a ‘Direct Market Pricing’ system for an industry salary survey.
• Initiated and delivered a significant financial saving by re-engineering work flows across departments.
• Adapted and implemented a ‘Performance Appraisal System’ for technical staff, supported with training programmes.

ORGANIZATION RECOGNITION

• Inducted into the Plant Leadership Committee, with total accountability for all HR matters at the manufacturing plant.
• Selected and trained as a ‘Procter & Gamble - Location Trainer’ for Employee Development courses.
• Trained in creating ‘Shared Destiny Relationships’ to build trust & collaboration for driving organisation change.
• Received a significant performance bonus and salary increase.


July 1992 - August 1993: Head Office -Mumbai (Bombay): Management Trainee

JOB PROFILE

Assigned as the HR Resource to assist the Project Leader with the Procter & Gamble - Godrej Joint Venture.

KEY RESULTS DELIVERED

• Assisted with negotiations which transferred unionised staff of Godrej to a P&G performance based rewards system.
• Ensured the Godrej HR team had a clear understanding of P&G HR management philosophy and policies/systems.

ORGANIZATION RECOGNITION

• Based on performance, confirmed in 10 months instead of the standard one year.
• Promoted to manage the HR department at the new manufacturing plant in Bhopal, with 300 employees.

JOB PROFILE

Marketing Maersk Line for shipping of cargo to the ports of U.S.A. on its east and west coasts.

KEY RESULTS DELIVERD

• Increased shipping volumes by 150% by identifying new markets and sourcing new exporters.
• Designed and implemented a proactive system for timely and accurate payment of brokerage.

ORGANIZATION RECOGNITION

• Performance recognized through a substantial salary increase and performance bonus.
• Offered permanent full time employment by the principal, Maersk Line at market premium compensation.