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إليك لمحة عن معدل نشاط الباحثات عن عمل خلال الشهر الماضي:
عدد الفرص التي تم تصفحها
عدد الطلبات التي تم تقديمها
استمري في التصفح والتقديم لزيادة فرصك في الحصول على وظيفة!
هل تبحثين عن جهات توظيف لها سجل مثبت في دعم وتمكين النساء؟
اضغطي هنا لاكتشاف الفرص المتاحة الآن!ندعوكِ للمشاركة في استطلاع مصمّم لمساعدة الباحثين على فهم أفضل الطرق لربط الباحثات عن عمل بالوظائف التي يبحثن عنها.
هل ترغبين في المشاركة؟
في حال تم اختياركِ، سنتواصل معكِ عبر البريد الإلكتروني لتزويدكِ بالتفاصيل والتعليمات الخاصة بالمشاركة.
ستحصلين على مبلغ 7 دولارات مقابل إجابتك على الاستطلاع.
Chief HR Officer
State Life Insurance Corporation of Pakistan
مجموع سنوات الخبرة :24 سنوات, 5 أشهر
Challenge: Modernize a legacy SOE workforce and align HR governance with the new SOE Act.
Action: Devised a 3 years HR roadmap, implemented Change Management program based on PwCs 4-
Es Model emphasizing executive sponsorship, stakeholder alignment, developed scorecards on balanced
scorecard approach and rolled out MBO based performance management system.
Result: Achieved over 57% goal attainment, 6-month restructuring, implemented HR policy in compliance
with LINO, uplifted remuneration standards to industry 50th percentile, achieved end to end digitalization of
HR systems.
• Led HR and Admin, Learning, Procurement, Medical and CSR divisions across 7 regions, 34 zones, 5, 000
workforces.
• Negotiated CBA Charter 2024-25 with Board approval maintaining industrial peace.
• Founded CSR Department aligned with UN SDGs, secured PKR 150 M annual budget.
• Conceptualized cloud HRIS resulted in 20 % administrative cost reduction and 15% efficiency gain.
• Liaised with Federal ministries, commercial audit and public accounts committee for policy compliance
and transparency.
Challenge: Strengthen HR and administrative governance covering security and compliance.
Action: Introduced Total Remuneration, employee engagement and immersive learning frameworks and
continuous Performance Management linked to succession and reward.
Result: Increased 18% engagement index, 12% administrative cost reduction.
• Oversaw HR&A, corporate security, legal and land affairs, outsourcing, CSR and HSEQ interface.
• Re-engineered policy manuals ensuring regulatory consistency.
• Advised Board HR Committee on succession and leadership development.
Challenge: Unify HR strategy across 17 regions and 23, 000 employees during FTTH/4G expansion.
Action: Directed 50-member HRBP team, built career architecture and upskilling frameworks.
Result: Delivered enterprise workforce transformation, on-boarded 800+ specialists, enhanced resilience
post-COVID.
• Chaired COVID-19 Response Committee, hybrid model improved business continuity by 22%.
• Implemented HR shared value model across 17 regions reducing turnaround time by 40%.
• Liaised with Etisalat HQ (UAE) for regional HR synergy and leadership alignment.
Challenge: Digitize corporate learning to support telecom transformation.
Action: Built Land ecosystem of 70 professionals, deployed cloud-based LXP (Learning experience
platform) with analytics.
Result: Generated 198, 000 trainee hours, 94% Training Satisfaction Index, learning cost reduction by
38%.
• Established learning academies and blended learning modules in collaboration with Franklin Covey,
Harvard Manage Mentor, Skill Soft, Udemy, Guru and LinkedIn enhancing leadership pipeline readiness
by 30%.
• Built a nationwide learning network of 70 trainers standardizing learning delivery standards.
• Aligned Learning strategy with organization transformation roadmap achieving 3.50-man days of
mandatory training
Challenge: Re-architect corporate structure for efficiency and growth.
Action: Partnered with PwC and McKinsey on organization design and change initiatives covering 1, 050
roles.
Result: Produced USD 3.5 Million savings, 12% increase of engagement scores, over 30% new-joiner
productivity.
• Introduced OKR-based continuous performance management.
• Revamped 74 business units under McKinsey Exchange Rollout project.
• Implemented Oracle cloud based Taleo and fusion Human Capital Management System.
• Rolled out employee Engagement in collaboration with Willis Tower Watson (WTW).
• Launched Facebook Workplace (1st in Asia), established digital collaboration ethics.
Led organization restructuring and job design efforts in collaboration with PwC &Mckinsey saving 1.5 Mn($). • Significantly increased Employee engagement by 12%, early productivity of new joiners by 30%, and revenue by 5%.
• Improved turn around time of HR critical processes bringing 50% process efficiencies. • Digitized 60, 000+ personal records of employees & retirees whilst deploying personnel record management system; Leveraging six sigma tools to identify & correct operational defects, reduce cost by 34%.
• Led sales via national distributers, affinity partners, franchise networks, in-house sales channels; managed company owned Stop shops, customer care centers, OTC sales, nationwide team of direct sales, merchandising, channel sales, configuration & activation services, S&D, and after sales & support services.
• Led project & institutional lighting business as an independent profit center in North zone. • Led team of Institutional sales reported by Area Managers, Territory Sales Officers, Logistic & Marketing Officers.
• Led product development of V-fine, calling card business across entire product life cycle; monitored wireless intelligent N/w, Fixed intelligent N/w over voice; managed pricing analysis, tariff plans, market segmentation, and developed of marketing campaigns to ensure enhanced revenue levels.
Managed the retail sales of Mogas, high speed diesel and lubricants; oversaw the financial evaluation and construction of new vision retail outlets.
Led sales and marketing of 80s wrap, 80s weft, and 100s yarn in local and export market. • Developed new business accounts and sales lead.
Led planning, costing, estimation, budgeting of GTC, LTC, & EPIC projects; fabrication, execution, commissioning of power stations, desalination plants, degassing stations, pipelines, well heads, maintenance and shutdowns.