Group Chief Human Resources Officer (CHRO)
Al Mana Group of Hospitals
مجموع سنوات الخبرة :30 years, 2 أشهر
Development and execution of the human capital management strategies in support of the overall business plan and strategic direction of the organization, specifically in the areas of succession planning, talent management, change management, organizational and performance management, training and development, and compensation. In addition, provision of a strategic leadership by articulating human capital management’s needs and plans to the executive management team, shareholders and the board of directors.
•Establishment and implementation of the human capital management efforts that effectively communicate and support the Company’ mission and strategic vision.
•Development of the human capital management plans and strategies to support the achievement of the overall business operations objectives.
•Function as a strategic business advisor to the Executive/Senior Management of each business unit or specialty group regarding key organizational and management issues.
•Partnership with the company's Executive Management Team to establish a sound plan of management succession that corresponds to the strategy and objectives of the Company.
•Development of comprehensive strategic recruiting and retention plans to meet the human capital needs of strategic goals.
•Development and implementation of thorough compensation and benefits plans that are competitive and cost-effective.
•Management of the organizational planning that evaluates company structure, job design, and personnel forecasting throughout the company including the evaluation of these plans and their impact on the changes to the organization structures.
•Determination and recommendation of the best employee relations practices that are necessary to establish a positive employee relationship and promote a high level of morale and motivation.
•Provision of overall leadership and guidance to the human capital management function by overseeing talent acquisition, career development, succession planning, retention, training, leadership development, compensation and benefits.
•Provide expertise and insights to the Executive Management on various topics pertaining to Sadara organization structure, jobs, and work processes.
•Oversee Sadara’s organization chart and ensure alignment to Sadara’s organization guiding principles, ministry of interior’s directions and shareholders’ agreements.
•Act as a consultant to Sadara management in case of an organizational restructure, ensure proper positioning of managerial positions and properly communicate and document such changes.
•Manage Sadara jobs in terms of classification, documentation, and leveling. Develop, maintain and approve job creation, modification and leveling requests and procedures.
•Benchmark and compare Sadara jobs to the market and ensure proper grade code levels are assigned and adjust where necessary job levels to remain competitive.
•Develop and review HR consultancy contracts and manage the execution of them through the appropriate resource assignment and within the assigned time frame.
•Conduct a wide range of activities related to assigning work to subordinates, tracking progress, provide mentorship and coaching and advise on the final work product quality.
•Identify developmental and training needs to subordinates and ensure there are 100% work coverage in the team in case of vacations and out of company assignments.
•Participate in setting the Industrial Relations Business Line’ functional strategy by providing insights into HR needs and requirements. Help cascade IR strategy into HR specific goals.
Achievements
•Redesigned the organization structure of Finance Business Line and Legal Department to provide increased focus and leadership in the respective organizational activities, more opportunities for challenge and development, and to create cohesive environment.
•Created and obtained the Executive Management approval on the Manufacturing & Engineering and Environment, Health, Safety and Security technical ladder committee charter and procedure to establish the governing mechanism & framework for the committee activities, review and making decisions relating to jobs on the technical ladder and the progression of employees assigned to these jobs based on approved procedures and other applicable guidelines.
•Developed a number of organizational development procedures including the job descriptions procedure, job evaluation procedure and organization design manual to ensure that consistent and reliable, and unified processes are applied across all the department activities.
•Completed the job descriptions optimization and review project for all the jobs across Sadara organizations with the objective of streamlining the current structure of the jobs and reducing the number of jobs to a manageable size and then conducing a comprehensive review on the contents of the job descriptions to ensure their correctness, completeness and full alignment with the job design principles.
•Restructured the Training Quality Division and established its scope of work after its merge with Planning & Support Group and the demolish of Certification, Curriculum Development, and Special Training Projects Division.
•Developed the strategies, objectives, goals, operating plans, and procedures that are governing the overall operation of the Division and instituted the proper control and monitoring mechanisms to ensure the achievement of the desired outcomes.
•Closed successfully all the reported (24) audit items that have been raised by the Internal Audit Department against Human Capital Development Department (HCD) within a (45) days from the date that I have received the direction from HCD Management to lead this critical project.
•Managed and coordinated with the concerned functional areas all the preparation activities of the training building to ensure the fulfillment of the HCD business requirements and the availability of the office spaces to HCD staff. Overseen the movement of HCD staff and materials from METOC area to the training building and organized the inauguration of the opening of the building in the presence of Industrial Relations Vice President and IR Directors and Managers.
•Assigned as Learning Management System (LMS) Project Manager, leaded the successful movement of the project ownership from Manufacturing & Engineering Business Line to HCD and worked closely with various stakeholders to ensure the availability of this learning Solution to all Sadara employees.
•Established the foundation of the corporate-wide criteria and methods for the evaluation of training programs based on Kirkpatrick model to assess the effectiveness of various Training & development activities.
•Managed the development, review, and approval of (35) HCD guidelines in coordination with Policy & Organizational Development Department and main stakeholders to ensure that consistent and reliable, and unified processes are applied across all HCD activities. Worked closely with L&D and ITD Divisions’ staff in the development of (150) addendums that cover the full description of all the training programs that are being delivered, managed, and administrated by HCD.
•Completed successfully (3) projects that have been assigned to me by VP-IR and submitted the required reports and documents within the specified timeframe. These projects include studying the alignment of the Corporate Resolutions to HR Policy and Departmental guidelines, development of the assessment and Quality Assurance Guideline, and preliminary review of the Secondees Agreements.
•Established the HCD Dashboard report, HCD KPI report, and HCD milestones charts that provide regular update to the HCD Management on the progress of the assigned critical projects.
•Streamlined the training coordination and registration process and established one unified team who is responsible for all training coordination activities across Sadara enterprise.
•Prepared and developed (15) HR Administrative Guidelines and participated in the development of (3) Employee Relations procedures and their related forms.
•Managed successfully the closure of the reported observations by the Internal Audit against Employee Relations within acceptable time frame.
•Managed successfully the closure of the actions taken with regards to the (31) background investigations cases.
•Supervised the completion of (189) separation, HR Affairs, and Grievance cases of which I completed by myself (75) of them.
•Delivered (4) deep dive sessions that were addressed to the Chief Position Holders at Al-Jubail Site and Al-Turki Park throughout the year 2015.
•Managed successfully the daily operation of the HR Center including the employee certificates, personnel administration, and passport services.
•Established the Call Center to address inquires that are received from the employees concerning all the services that are being provided by HR Services Department.
•Developed the guidelines and procedures to ensure that consistent and reliable, and unified processes are applied across all HRSD activities.
In addition to the above, I have been appointed as Director (A) of HR Services Department and Director (A) of Human Capital Development Department. Even, I was the acting Manager of HRIS for almost (4) months. Also, I was a member in Crisis Management Committee as a backup of the HRSD Director.
Achievements
•Developed job descriptions with related competencies for 350 positions in 6 months.
•Facilitated achievement of ISO 9001:2008 certification with no minor or major non conformity statements.
•Finalized 120 objective statements for all the departments of the plant & the head office.
•Coordinated the review by the manpower interview committee of manpower requirements for new facilities which replaced closed units and led to the reduction of manpower by 35%.
•Led a major project which streamlined the performance appraisal process in the organization.
SCC operates 2 cement plants in the Eastern Province of KSA - Hofuf plant with 20, 000 TPD of clinker capacity and Ain Dar plant with grinding facilities of the produced clinker.
Organization Development Specialist, Jan 2004 to date
•Report to the Head of Organization & Planning Division and lead programs to implement best practices and realize corporate objectives.
•Collaborate with the Executive Management of the company to develop and implement strategies for achieving short and long term organization development goals.
•Contribute as a key member of several forums & committees - Manpower Interview committee, Reengineering of Work Processes Committee and the Oracle Key Users Group for implementation of the Oracle HRMS module.
•Research and prepare job classifications, descriptions, evaluations, remuneration structure and competency appraisal measures and systems for all key roles in the organization. Guide line managers in job evaluation and preparation of job descriptions.
•Plan, implement and maintain quality systems conforming to ISO 9001:2008, Saudi Arabian Standards Organization (SASO), EN 197-1 and API specifications.
•Communicate with the Presidency of Meteorology and Environment (PME) and Environmental Coordinators in the industry in order to reach to a consent concerning environmental reservation, and pollution control programs.
•Reengineer the organization structure in a number of key areas and develop a new performance appraisal methodology based on employee grades and related competencies.
•Conduct workshops for divisional heads and senior line managers on standardized job descriptions, training needs assessment and performance appraisal systems.
•Standardize and modify a number of policies and procedures to reflect international best practice in line with the appropriate quality standards.
Hadeed is an integrated steel plant with facilities for producing 3.3 million TPA of long products and 2.2 million TPA of flat products.
ISO & Quality Specialist, Feb 1998 to Dec 2003
•Reported to the Manager ISO - Quality & Internal Audits and drove programs for implementation of Total Quality Management (TQM) in the company.
•As the Management Representative for ISO 9001: 2000, reported directly to Hadeed’s President and led a team of 20 facilitators, 20 internal auditors and 25 document controllers in all ISO 9001 & TQM activities.
•Was a key member of the Corporate Total Quality Group of SABIC led by the Vice President TQM.
•Coordinated between technical departments of the plant and the recruitment section of the head office for the smooth recruitment of personnel for the expansion of the plant.
•Interfaced with the Human Resources Department and developed organizational structures and job descriptions for various functions.
•Presented quarterly reviews of the QMS & TQM programs to the senior management to ensure effectiveness and obtain approval for future projects.
Achievements
•Successfully led efforts achieving certification to ISO 9001: 2000 and ensured maintenance of the status through management of the internal audit process.
•Developed an innovative interface enabling employees to share their perspectives in quality, safety, environment and health.
•Contributed to the development and implementation of several quality programs at SABIC affiliates.
•Conducted training & awareness sessions on ISO 9001:2000 and TQM principles covering 500 participants.
•Guided departments in resolving customer complaints by using TQM principles like identification of root causes using cause & effect diagrams and developing corrective & preventive actions.
•Automated the process of maintaining quality procedures, work instructions and records using File Net creating a paperless work environment. Assisted the ISO facilitators in providing appropriate user authority to all employees.
•Contributed to the development of the department website with information & presentations on QMS & TQM.
•Delivered presentations at quarterly meetings of the SABIC Corporate TQM group at Riyadh KSA.
•Implemented an internal customer complaint reporting system enhancing communication & resolution of grievances failures in providing service of meeting SLA targets.
Now a part of Saudi Electric Company, SCECO - East was responsible for generation, transmission & distribution of electricity in the Eastern Province.
Industrial Engineer, Apr 1994 to Feb 1998
•Conducted job evaluations and developed/modified job descriptions to accurately reflect the nature of the job.
•Evaluated and classified jobs in to appropriate grades in line with corporate policies.
•Reviewed organization structure of various functions to measure adequacy of size & competencies to meet objectives, developed and obtained management approval for restructured organizations to improve efficiency.
•Was a key member of the team that implemented performance measurement and TQM programs in the organization. Was the facilitator for the Corporate Affairs Business Line.
•Worked as a member of the technical coordination committee of the Organization & Industrial Engineering division for identifying new services to be offered to other departments to improve performance and productivity of the units.
Achievements
•Contributed to the success of 3 major TQM projects of the O&IE division:
-Optimization of O&IE Studies
-O&IE Project Initiation Process
-Process for Revision & Approval of Job Descriptions and Updation of the Database.
•Improved the efficiency of the maintenance departments at the Qurayah & Ghazlan power plants by modifying the work order cycle system through optimization methods, work simplification techniques, design of a queuing system and time analysis.
•Conducted a detailed study of the Planning & Program Analyst’s activities across the company and developed recommendations on centralization/decentralization and the optimum manpower requirement.
•Master of Science in Human Resource Development (HRD), Texas A&M University in partnership with the Arabian Society for Human Resource Management (ASHRM) at the Leadership Centre, Saudi Aramco, Dhahran, Dec 2010, GPA: 3.9/4. One of the two students outside Saudi Aramco enrolled in the program. Was sponsored with a scholarship to attend the 10th ASHRM International Conference & Exhibition, Bahrain, Mar 2010.
•Bachelors Degree in Industrial Engineering & Operations Research (Systems Engineering), King Fahd University of Petroleum & Minerals (KFUPM), Dhahran, KSA, Jul 1993, GPA: 2.453/4. Graduation Project: Maintenance Forecasting & Spare Parts Control – a case study of Al Zamil Refrigeration Industries. Grade A.