Vice President, Human Resources
Alsafi Danone
Total years of experience :20 years, 11 Months
Heading the HR function in AlSafi Danone, the role is responsible to direct all efforts to implement related functions in HR:
• Organization Development and HR Business Partners
• Talent Management and Talent Acquisition
• HR Operations
• Internal Communication
Major achievements:
• HR Transformation including restructuring and review of HR frameworks/processes
• Different organizational transformations (commercial, operations, etc)
• Improve alignment with various functions over manpower planning
• Framework and execution for employee engagement (Driven by employee engagement survey)
• Improved HR department diagnoses and reporting to guide HR interventions (HR Dashboard, Diagnosing Surveys, Assessment, Communication Strategies)
• Lead teams to enhance recruitment process, sourcing channels, ensure appropriate filling, onboarding and engagement of leadership roles
• Lead teams to review and rollout a new performance management system
• Lead teams to review and upgrade HR Portal
• Pay survey and benchmarks, bonus schemes, retentions strategies, etc.
Heading the talent development department, the role is responsible to direct the efforts to implement the developmental programs aimed to bring a well-articulated road map of the employee’s professional journey linking the organizational strategy, capability, key talent, leadership capability, succession planning etc.. Nurture the future leaders and talent to enable organization’s capabilities to execute the business strategy and ensure alignment of future desired outcomes.
Major achievements:
• Established alignment and mapping of talent to new organization structure as part of Mobily Transformation. Assessment of employees to ensure ranking of individuals based on multiple factors.
• Established Qiyady Leadership Program which targets the development of executives, leaders and managers at different levels in the company to ensure a sustainable talent pipeline.
• Recruitment of fresh graduates to the Mobily Elite program.
• Engaging females intake in the Mobily Elite program and ensuring appropriate onboarding and socialization in the culture.
• Market survey and Salary review of Mobily Elite intakes and ensuring competitive positions in the market.
• Established Assessment Center as a function within HR to serve all assessment needs.
• Winning of sustainable online award, an effort to introduce and engage employees to e-learning http://www.arabnews.com/node/1020801/corporate-news
• Ensured appropriate communication with executives and workforce to create alignment, publicize and promote a positive image of Talent Management practices.
Heading the Succession and Leadership Development function, the role is responsible for the developing and implementing leadership and high potential development programs; as well as developing and managing the succession planning function at Mobily.
Major achievements:
• Successful implementation of Mobily HR Transformation Projects.
• Developed the framework for succession planning for Mobily.
• Designed and implemented processes and procedures for succession planning.
• Developed the framework for identifying Hi-Potential employees across Mobily and building development plans for them.
• Developed and implemented on-going assessment events for all employees in different leadership and managerial levels.
• Designed the different analysis reports of assessment results.
• Integrating the performance appraisal results into the various Talent processes.
• Setting Individual Development Plans for Mobily executives.
• Development and delivery of various leadership competencies training for Mobily Executives.
• Development and delivery of Executive Coaching Program.
• Designed and Introduced Job Rotation Program for Mobily Executives.
• Designed and Introduced Employee Exchange Program for Mobily employees.
Overall responsibility for assessing, developing and implementing policies, systems, projects and programs that address organization and talent development schemes and needs for Alto-Shaam, Inc. including but not limited to organization structure, competency profiling, skills matrix, performance appraisal, succession planning, career development, individual development plans, training needs analysis, HR metrics, training programs, training evaluation, and managing the change process throughout the different levels of the company.
• Established corporate and plants training needs analysis processes and procedures.
• Changed the performance appraisal processes and methodology to address the different layers and segments of the business and enhanced the statistical validity and consistency of performance measures.
• Established Competency-Based Individual Development Plans which addressed both technical and behavioral competency profiling and modeling.
• Established the training matrix for the company.
• Established training evaluation processes and procedures that enhanced cost-benefit analysis of training programs and initiatives.
Coordinating, developing and implementing various schemes such as Individual Development Program, Succession Planning, Talent Management, Career Paths, Competency Development, Assessment Centre, etc. Overall responsibility for assessing Ma'aden career development and training needs and evaluating the processes and outcomes of satisfying those needs.
• Initiated, identified and developed e-learning as an additional solution for soft skills and IT training in the company.
• Revised / updated training and development policy of the company to align it with updated company's strategies and legal laws.
• Initiated and designed training evaluation processes and tools for the company in order to measure ROI for training courses.
• Assessed the current situation of the talent management in the company; set up and identified the new strategy for talent management; and implement the new strategy at the different levels in the company. This project had four employees from the company and four employees from McKinsey&Co.
• Identified pivotal positions of the company as career development became urgent and critical for the company.
• Identified assessment centers; assessed internal talent pools; and identified succession plans and talent pipelines.
• Identified gaps between the company's Employee Value Proposition and competitors' Employee Value Proposition and proposed different changes for top management to close the gap.
• Facilitated a workshop with top management to identify and profile the company's competencies.
Assisting the training advisor in managing and meeting the objectives and delivering the services of the learning and development centre. This includes the identification of training needs and the development of training solutions as per trainings needs; administering assessment centers; scheduling courses, preparing classrooms, and coordinating with various training providers and employees; conducting special coaching and trainings program; and administering training database personal and professional development plans.
• Initiated the standardization of the current soft skills courses catalog to be delivered through Arabic medium as a training solution for employees who do not speak English and delivered those courses.
• Represented the learning and development department in 8 road shows the company had to communicate critical changes and developments with its workforce.
• Administered the assessment of 500 high school applicants into the company's Technical Diploma Program.
My assigned Coop Project was titled:
BAE SYSTEMS Culture within Saudi Arabia
Distant Learning Programme dilivered by University of Leicester's office in Dubai (under the name Stafford). For More info, please visit: http://www.stafford.ae/
Major GPA is 3 (out of 4). I have earned the Third Distinction Degree for the first semester 2001.