Divisional Head Learning and Talent Management
United Bank Limited
Total years of experience :29 years, 3 Months
• Lead strategically aligned Learning and Talent Management functions of the bank having 15000
plus employees for UBL Pakistan and International.
• Lead Organization Development, and Change functions.
• Build organizational capability and ensure its readiness for the future.
• Deputized the HR Head in the absence / whenever required.
• Approve bank payroll whenever required.
• Address learning, development, and talent management needs country-wide by ensuring continuous business alignment through Training Needs Analysis.
• Lead promotion assessments and interviewing bank-wide.
• Lead various internships and trainee programs for the bank.
• Deploy the Diversity, Equality and Inclusion agenda bank-wide in concert with DEI champion.
• Lead deployment of competency-based learning frameworks.
• Ensuring behavioral alignment with Vision, Mission, and Values of the organization.
• Work closely with Talent Acquisition and Relationship Management teams and work as a catalyst during the talent acquisition process.
• Ensure, talent pool formation and succession planning for key/critical positions.
• Run assessment and development centers for Leadership Potential Assessment.
• Ensure that an effective day one readiness program is in place.
• Ensure training budget alignment and compliance.
• Ensure that learning is offered country-wide physically, virtually and digitally.
• Manage the board agenda and prepare the dashboard for board meeting.
• Spearhead OD function at SSGC having 12000 plus employees.
• Diagnosing the organization and leading change.
• Lead learning/OD strategy and align it with corporate strategy.
• Develop and align SSGC competency framework with organization strategy.
• Ensure that all employees are trained on the SSGC competency framework.
• Fully utilize the learning and development centers.
• Lead the Emerging Leadership Program - ELP.
• Ensure visibility of HR function organization-wide through various HR programs.
• Ensure updated Job evaluation scores, talent pool formation, and succession planning.
• Run assessment centers for Potential Assessment.
• Run the promotion cycle.
• Develop OD/L&D budget and ensure its compliance.
• Update Management/Chairman and the HR board about the OD performance on regular basis.
• Ensure that the objectives are well defined and KPIs are in place for the whole organization.
• Align the performance management system with the corporate objectives.
• Strategize rewards, link pay with performance and embed performance culture organization-wide.
• Propose and ensure compliance with the board-approved bell curve.
• Ensure PPRA compliance
Achievements
• The organizational objective setting was successfully done for each Management Committee Member, including DMDs in concert with AMD.
• Developed learning strategy and linked it with corporate and business strategies.
• HR policy matrix was developed and benchmarking was done for gaps identification and policy alignment.
• Successfully conducted various soft skills training programs for SSGC employees
• Developed Leadership Competency Framework for top management and received board
approval.
• Launched the OD learning drive focusing on competency-based training.
• Developed the Management Development Framework and launched it in collaboration with PSTD.
• 100% targeted population was trained in all regions in 2 phases.
• Rebranded the training center as SSGC - Learning and Development Center from Gas
training Institute. It was featured on the SSGC newsletter cover page.
• Launched Call Center Excellence Program having 10 modules. Four new technical certification
programs were developed and launched.
• Deployed initiatives e.g. Management wisdom of the day, monthly HR forum sessions, knowledge evenings, started sending birthday cards, etc. for employee engagement.
• Initiated the Job evaluation and workload assessment exercise tendering process, proposals received and consultants shortlisted for the financial bidding after technical evaluation.
• Introduced a new PMS tool and personally trained the regional and geographical heads.
• Ran assessment centers and linked with promotion cycle for GM positions.
• Conflict meetings were run for approximately 300 employees.
• Bell curve distribution complied 100%.
• An extensive onboarding program was launched for the emerging leadership while engaging all the divisional heads and their teams, DMDs and AMD.
• Succession planning and Talent Pool Identification frameworks have been put in place.
• Initiated an efort to develop coordination between academia and SSGC.
• Successfully ran the apprentice program having 65 candidates.
• Maintained a good relationship with the Union members.
• Lead management consultancy services in the fields of business management, HRM, organization development, training and development, performance management, HR policy development, talent pool formation, succession planning, organization restructuring, industrial relations, and HRIS
• Lead country talent development for 6500 plus employees.
• Deploy L&D strategy and policy ensuring business partnership.
• Manage the training facilities country-wide, lead in-house trainers, and provide direction.
• Identify the learning and development needs of the whole bank.
• Deploy annual training plans and execute them.
• Get buy-in from the management team on training plan execution and share results.
• Ensure that an efective On-boarding program is in place.
• Assessment of learning & development initiatives through metrics.
• Talent identification and reviews.
• Ensure all L&D-specific audits requirements are in place as required by the regulator.
• Event management including sales conferences.
• Review market best practices and align the organization.
• Present L&D progress to the president and the management team
Achievements
• Developed a new L&D framework for the whole organization.
• Deployed a new Training Needs Analysis process
• Developed a new L&D framework for the whole organization.
• Developed TNA toolkit and conducted TNA bank-wide for three consecutive years.
• Developed learning standards for all the bank job families having 414 unique roles.
• Developed and successfully deployed new annual training plans as per the change in banks business model.
• Developed curricula for bank network positions.
• Deployed credit certification program bank-wide with an investment of USD 50, 000/-.
• Ran diagnostics identified competency levels and deployed a certification policy.
• Deployed Sales, BM, BOM, RM/ARM, CCR, and Teller certifications bank-wide.
• Deployed NIB solutions campaign Pakistan wide successfully while working closely with business.
• Introduced e-learnings bank-wide and deployed training programs also set up computer labs for all
computer-based trainings and competency evaluation (pre and post).
• Deployed all regulatory trainings through an e-learning platform with electronic certification.
• Trained 6225 employees in a year based upon TNA with a training activity increase of 35% as
compared to the previous year.
• Achieved training mix was 88% in-house and 12% ex-house.
• Achieved improved sales, customer service levels, and high scores on MSP.
• Developed and deployed case studies during new product launches.
• Developed VSS policy and deployed it peacefully. Approximately 3000 employees took VSS.
• Lead HR, Services, and industrial relations functions ensuring business support.
• Represent HR at management team meetings at local/regional forums and suggest strategic improvements where required at the port.
• Liaise closely with regional General Manager HR, Asia Pacific Region.
• Manage employee union and maintain conducive relationship with union ofice bearers.
• Develop and deploy local HR strategy based upon regional guidelines and business needs.
• Run diagnostics through town halls and employee surveys.
• Ensure local practices are in line with the regional HR guidelines.
• Ensure payroll is run on time and manage HR operations.
• Ensure sourcing of resources as per SLA.
• Talent pool formation, succession planning (ST=1:1, LT=1:2), and development. Retain top talent and make sure that it gets the fair opportunity for development.
• Use expatriation assignments as a tool for top talent development.
• Continuously develop port operations management and staf to manage future expansion requirements.
• Identify HR risks and develop heat maps.
• Practice performance-based rewards management ensuring internal equity and external
competitiveness.
• Evaluating jobs, and conduct salary surveys.
• Work as an efective interface between management and union.
• Ensuring maximum utilization of technology in HR and Services functions.
• Lead the HR and services team (48 direct/indirect) to manage 24/7 port operations.
Achievements:
• Developed the HR strategy for KICT Pakistan.
• Embedded vision, mission, and values framework in the organizations cultural fabric through training interventions.
• Strategically supported the business through cost-cutting initiatives & reengineering.
• Developed HR policy manual and deployed it successfully.
• Sent talent pool members on expatriation.
• Managed mass recruitment to source port expansion projects.
• Apart from regular hirings, hired the new CFO for the organization within a record 1 month time period due to repatriation of the then CFO.
• Engaged Berlitz for modular development of Business English Skills at middle management level.
• Managerial and supervisory skills programs were launched for capability development.
• Soft skills trainings were introduced based upon the training needs
• Successfully deployed the MBO based PMS in concert with the region.
• Successfully run the monthly payroll on timely basis.
• Engaged Mercer for market salary survey to address existing pay gaps.
• Launched a new medical insurance policy with a much better medical coverage including OPD.
• Hiring of QC / RTG operators on regular basis.
• Engaged fresh polytechnic passed out individuals and trained them on RTG and QC to build capacity and reduce union pressure.
• Successfully signed the CBA agreement with one of the toughest unions in the industry.
• Successfully outsourced approximately 800 contract-based employees.
• New medical and life insurance policies were deployed through third-party vendors.
• Responsible for group HR function country-wide.
• Represent HR at the management team level and facilitate business initiatives.
• Develop HR plan and present it to Management Team.
• Eficiently manage the HR operations.
• Run the payroll in close coordination with finance.
• Recruit the sales team members within the agreed timeframe.
• Train and develop sales force on regular basis.
• The personnel strength of the sales force was approximately 700 personnel.
• Talent sourcing to fill vacant positions.
• Manage Union and relationship development with workers ensuring industrial tranquility.
• Facilitate the Factory Director in HR-specific issues and lead factory HR.
• Ensure employee engagement at the factory and remote locations from Head Ofice.
• Manage a fleet of 700 vehicles Pakistan wide, including recoveries
Achievements:
• Revamped the HR and Administration functions for the Hilton Group.
• Successfully reengineered the Prosys (software house) business an IT arm of Hilton.
• Selected and sent 12 employees on H1 to the USA for software development business (Prosys).
• Achieved reduction in personnel turnover by 30 % annually at the TM level.
• Mass recruitment was carried out Pakistan wide for Territory Managers role.
• Hired new Hired Director Medical within 15 days-time period only.
• Hiring TAT was managed at an average of 2 months.
• Engaged Berlitz for modular development of Business English Skills at middle management level.
• Managerial and supervisory skills programs were launched for capability development.
• Soft skills trainings were introduced based upon the training needs
• Introduced an initial training program (ITP) for sales team having two weeks duration.
• Successfully deployed the new performance management system.
• Introduced a well-balanced employee promotion mechanism.
• Promotion assessments including candidate presentation were successfully carried out.
• Continuous monitoring of the sales team market changes for alignment
• Modified the incentive scheme in collaboration with respective business leaders.
• Spot awards were introduced
• A new initial training program was developed.
• Employee orientation was introduced to engage the newly hired employees.
• Assessment centers were arranged at pan Pakistan level and built a talent pipeline for sales.
• Successfully managed the company union.
• Deployed the AMs tracking system in close coordination with the system to improve productivity.
• Headed and completed a new corporate ofice development (Project cost Rs.52 mln).
• Lead the Human Resource Management Development
• Ensure all local HR initiatives are in line with the regional guidelines to facilitate the business nationwide.
• Maintain a close working relationship with regional general manager HR based in Singapore.
• Successfully worked with factory management to ensure that factory staf issues are addressed on
timely basis.
• Develop HR strategy and tie it with regional priorities.
• Manage employee performance and ensure timely evaluation.
• Conducting TNA based upon competency framework.
• Training evaluation at Kirkpatrick level 3.
• Proactive manpower planning and sourcing.
• Optimize utilization of career center.
• Talent pool formation and development. Play an active role in talent review discussions and individual management development reviews.
• Facilitate the whole process on given timelines for regional reporting and MIS generation.
• Developed Business Balance Scorecard and deployed it to the individual level.
• Ensure linkage of succession plan with Talent Pool.
• Manage HR quality audits.
• Conduct employee engagement surveys (Kenexa) and develop an improvement plan.
• Lead HRIS development and implement modules.
• Health and Safety reporting.
• Maintain conducive relationship with the General Secretary and Union President.
• Work closely with union president to manage union afairs.
Achievements:
• Presented the HR plan at the Asia Pacific regional forum and had it approved.
• Regularly aligned the HR policies and deployed them on timely basis with regional guidelines.
• Achieved audit rating of only one level below the world-class level during regional HR audit in HR elements.
• Succession plan was built having both short-term and long-term successors part of the plan.
• Turnaround time was reduced to 1.5 months.
• Deployed the competency frameworks at the leadership and functional levels.
• Deployed core curricula for the organization.
• A new leadership and management development framework was deployed aligned with the competency framework.
• Trained the management team on a new electronic people performance management system and deployed it organization-wide. 360 degree and business balanced scorecard was integrated with the PMS.
• Lead total rewards function and ensure bell curve deployment while reporting directly into the region.
• Deployment and supervision of new medical schemes country-wide resulting in an annual cost saving of 25%. Initiated and implemented several employee motivation programs and achieved higher employee engagement levels progressively.
• Salary surveys engagement Mercer, AF Ferguson, KPMG.
• Conducted compensation standardization project of position titles, grades and base rates. Also developed the pay ranges for each tier within the organization.
• Aligned local grades with corporate grades organization-wide by evaluating each job on HAY job
evaluation methodology.
• Deployed employee satisfaction and engagement surveys through IRS, and Kenexa.
• Improved employee engagement after working on improvement plans based upon EES.
• Successfully launched the new employee orientation program addressing the identified touch points.
• Close liaison with the union ofice bearers.
• - Successfully converted the company contract employees into third party employees through PES.
Responsible for: Various administrative tasks and ensure stakeholders satisfaction through service delivery channels.
Job Analysis
Specialization Fields: Performance Management and Human Resource Development.