HR
Emirates Steel
Total years of experience :13 years, 1 Months
into this newly-created role to focus on organizational support opportunities from an H.R. strategic perspective. Led, motivated, and energized 28 direct reports in heading up process design and re-engineering initiatives that touched upon Performance Management, Benefits & Rewards, Manpower Planning, Budgeting & Recruitment, Employee Relations and Customer Service, Training, Talent Management, and Payroll.
•Together with select executives, collaborated with an outsourcing firm to reduce operational costs U.S. $10 million per year and uphold the organization's competitive advantage.
•Propelled employee engagement and satisfaction survey outcomes from 50% to 97% in just 5 years.
Devised a national recruitment campaign that skyrocketed numbers from 5% to 48% in just 6 years.
•In 2012, aided in structuring a merger and acquisition of a local rolling mill impacting approximately 500 employees; catalyst in integrating this plant into Company's operational culture - while co-authoring new benefits and compensation protocols - to realize only 2 weeks of downtime.
•Post-SAP successful launch, introduced paperless Employee Self-Service Program in 2013 where both internal and on-site workers could instantly access vital forms - a huge change from the former 1-day turnaround.
•Played an active role in elevating staff performance 50% by inaugurating Company's HR Manual & Employee Handbook - Policies, Processes, Procedures, & Work Flow Development & Review. As a result, staff now had a centralized resource to access instead of taking time away from work to visit HR when posing concerns, questions, and inquiries.
•For 2 years, seconded into the added role of Business Support Strategy Advisor within Senaat to introduce organizational structure; 5-year direction plans; proper grading systems; and policies, processes, and procedures. As a result:
•5-Year Direction Plans: Drastically lowered employee turnover from 25% to 10% after 1 year by setting the stage for career development and employee satisfaction plans.
•Proper Grading Systems: Virtually abolished employee stagnation and frustration by instituting the proper career paths and promotion guidelines, ultimately equipping personnel with the tools to deliver best-in-class and quota-surpassing performance.
•Policies, Processes, & Procedures: Improved work flow and communication with 9 subsidiaries so that executives could now focus on ongoing business-building activities instead of fielding numerous interruptions from hundreds of employees regarding pressing problems.
•In 2012, further improved on self-created performance management system by identifying actual performers and potential future leaders, and laying the foundation for ongoing career success.
•Pruned core team ratio from 10:275 (i.e., 1 H.R. employee for every 27.5 workers) in 2008 to 28:2, 600 (i.e., 1 H.R. employee for roughly every 93 workers) in 2014 - all while upholding peak operational functionality.
Convinced the V.P. of the viability in hiring new engineering graduates (and providing on-the-job training) instead of recruiting industry veterans - an action that saved 80% in salaried expenses.
•Saved U.S. $4.8 million, having been singled out by V.P. to travel to Qatar and address a project standstill due to cultural insensitivities impacting as many as 5, 500 employees (since reduced to 2, 800 employees). Instrumental in placing this project back on track and completed ahead of prescribed deadlines.
•Teamed up with an I.T. representative to author manpower planning software - a program still in use today.
Beat out 200 applicants to parlay in-depth knowledge of H.R., systems set-up, and software design, and (1) roll out software that designed organization charts based on established data records, (2) create a workflow process and structure aimed at bolstering organizational communications within this 15-person establishment, and (3) lay the foundation for uncovering leads that result in sales.
•Paved the way for Company signing on 7 large-scale conglomerates (each with numerous subsidiaries) within first 2 months of joining this organization.
•Dramatically slashed research turnaround times from hours to mere seconds by redesigning Insperity® OrgPlus® - an action that had not received proper attention since 2014. This initiative also incorporated staff metrics so that statistics regarding numerous organizational chart categories could be instantly accessed.