Head
Human Capital
Total years of experience :29 years, 9 Months
Head of Human Capital 2012 - Current
Executive member of the leadership team; provide leadership and direction to the Human Capital (HC) function and optimize HC resources in order to be recognized as a premium employer globally.
Strategic direction and Governance
• Key senior member towards development and refining of the vision and strategy of HC
• Restructuring and realignment of the organization towards the vision of DIFC,
successfully contributed to the bottom line through the exercise
• Advisor to the Executive leadership team towards overseeing the execution of services
related to Talent Sourcing & Management and Organizational Development;
• Provide HR counsel to enable decision-making in all HC related matters and to build
awareness of and ensure compliance with relevant HC policies, procedures and manage
employee relations
• Compensation and Benefit comprehensive exercise - benchmarking best practices, and implementing systems towards employee retention
Organization Development
• Performance management and appraisal system - reviewed and revamped the system to enable equal assessment on objectives and competencies
• Conducted Succession Planning exercise for critical and key roles in the business
• HR Policies and procedures, monitored implementation and ensured consistency
• Employee engagement initiatives such as creating focused groups on specific initiatives,
executing structured action plan to ensure survey feedback addressed across the organization. Outcomes: o launched mentoring program,
o introduced knowledge series educating staff on internal process and products,
o established Senior Management forum to provide a platform to speak and stay
current on relevant business matters
• Introduced HR Business Partnering Model, and established metrics to measure success
Talent Management and Development
• Talent management and development initiatives to fast track UAE Nationals
• Development initiatives to identify and groom High Potential talent into future leaders
• Partnered with business to define strategy for Learning and Development, relevant to the current business needs, including: o secondment programs and opportunities
o scholarship programs for current and future DIFCA employees
o programs designed for professional development
o programs intended personal growth and capability development
• Defined strategy for Talent Sourcing cycle including forecasting, identification of talent
sources, selection and interviewing of short-listed candidates and hiring;
Member of the Executive management Team for executive and HR related decisions regarding operations of the
company.
Strategy and Organization Development
HR vision and strategy - Core member for development and executing the HR vision
Proposed, developed and gained agreement to strategies, plans, resource budgets and
structures towards delivery of agreed standards of HR services to the organization and
integrating and implementing strategies and plans that improve productivity.
Led the Executive team to drive the action points derived from Employee engagement
results.
Mergers & Acquisitions - Key strategic player when Maersk and P&OL merged -
responsible for identifying skill gap analysis, mapping positions, revamping organization
chart, change management, counseling, grievance management, interviewing/ orienting
and strategizing annual plans.
Talent life-cycle planning assessed the HR implications of the organization's business
strategies and plans to provide resources through appropriate combinations of recruitment
and internal training and development.
Reward strategies and practices championed the research and review of remuneration
markets, and recommend relevant changes to compensation and benefits policies.
Championed benchmarking exercises, reviewed Human Resources policies and
procedures, monitored implementation and ensured consistency and equity in approach to
all staff issues.
Performance management and appraisal established and managed the implementation
of processes for - addressed linkage between performance and reward.
Facilities management Lead and championed special projects, like redesigned the office
premises and layout, Maersk and P&O merger broad direction and guidance from executive
management.
Talent management programmes
Designed & implemented the Emiratization programme.
Managed team of 2 members
HR Governance
Core member for Auditing HR processes at Kodak India Regional HR offices
Conducted benchmarking exercise to revamp policies and processes for the organization
Reviewing manpower annual planning exercise -actively involved in collating information
for approval, ensuring that adequate provision has been made.
Compensation and benefits survey for the organization - project management
Managing HR Information, HR metrics and reports, proposing recommendations
Developed and influenced policy to ensure that senior management have quality advice
relating to HR management when shaping business strategy
Established HR services standards and ensures quality of service delivery by sectional staff.
Benchmarking HR, statutory and regulatory developments, both domestic and
international, to ensure best practices are adopted to ensure legal compliance.
Business partnering
Provided leadership and support to management in developing, integrating and
implementing efficient strategies that improve productivity, maximize employee and
organizational effectiveness
Provided expert advice to internal clients on Human Resources issues
Learning & Development
Core facilitator in rolling out training for all India Kodak staff on Customer Service Training
Leadership Engine, Supervisory Training, Change Management
• Diploma in Training & Development, 1996
Diploma in Business Management (Specialization in HR),
•Bachelors in Commerce
