Management, Human Resources, and Organisational Development Consultant
Self-Employed
مجموع سنوات الخبرة :33 years, 8 أشهر
Consulted for regional and family-owned companies based in KSA, Lebanon, UAE, and Qatar on organisational development and restructuring, business process re-engineering, workflow management, financial, and change management. Led cultural transformation projects, managed restructuring initiatives, and established organisational structures. Designed and implemented HR policies and procedures, ensured adherence to country-specific labour laws, and recommended IT and system improvements.
• Led change management projects for media, cybersecurity, insurance, and construction organisations; scope included performing gap analysis, reporting findings, and implementing recommendations.
• Interfaced with client stakeholders to evaluate existing processes and structures, identify their business requirements, spearhead strategic planning, and implement agreed-upon action plans. Page 2
• Set up departments, charters, procedures, and authority matrices based on client objectives and country regulations.
• Coached managers and employees on issues related to change management, cultural transformation, internal communication, and handling of grievances. Key Projects:
• Streamlined HR policies and procedures for various clients across several industries.
• Developed objectives and key results (OKRs) for various clients, cascading them into key performance indicators (KPIs) and linking them to the appraisal system resulting in defining departmental and individual goals, targets, and objectives, and implementing an accountability system.
• Created comprehensive employee handbooks for companies in distribution, insurance, brokerage, facility management, and construction sector, in compliance with UAE, KSA or Lebanon labour laws.
• Conducted job analysis and defined and assigned job descriptions based on the new organisational outline and design.
• Trained employees on the new organisational structure and job descriptions which led to defining accountabilities, and responsibilities of each function, in compliance with the authority matrix.
• Established compensation policies and structures, designing performance-based remuneration, incentive, and reward plans. Standardized the comp and ben scheme for media, insurance, and distribution companies, including grading systems, salary scales and remuneration.
• Determined learning and development strategies, professional development framework, career plans, and succession planning several clients, leading to great outcomes.
• Implemented performance management systems for several clients, and facilitated implementation in some cases to assess impact and ensure outcomes are achieved, resulting in training needs assessment.
• Designed employee retention plans and computed their financial implications on company budgets.
• Built a financial model for a newly established business unit at brokerage firms which helped in establishing cost centers, having visibility on investments costs required, and forecasting expenses.
Delivers the full portfolio of human resources services to 140 employees within MMG, a facilities management and energy solutions company headquartered in Lebanon, as well as 45 team members within PMG, a property management sister company. Handles the full spectrum of HR for SHELT, a cybersecurity as a service company, headquartered in Cyprus, with 20 employees in Nigeria and small teams in KSA (3 employees) and Lebanon (15 employees). Added the SHELT (Cyprus, Nigeria, and KSA) portfolio to MMG responsibilities in January 2023. Reports to the General Manager and Managing Directors. Leads a team of HR generalists.
• Set up the performance appraisal systems and prepared performance evaluation forms, scorecards, and KPIs.
• Oversaw the annual performance appraisal process and coached managers on reviews, probation, and more.
• Created professional development and career plans for employees, incorporating input from line managers and performance review outcomes.
• Used performance evaluation results to identify knowledge and skills gaps; conducted a training needs analysis (TNA) and developed and implemented internally led and 3rd-party trainings focused on specific competencies/technical skills.
• Initiated and spearheaded recruitment campaigns, managing the full recruitment cycle to build a strong pool of talent and optimise succession planning.
• Focused on retention and employee engagement initiatives to retain top talent, reducing employee turnover significantly: Improved employee satisfaction and morale by rotating individuals into diferent internal job functions. Evaluated the grading and compensation systems for internal consistency and market competitiveness. Reviewed benefits oferings to ensure alignment with the market. Aligned HR policies across all company departments and ensured efective communication of those policies.
• Conceptualised and implemented process changes to improve productivity and optimise workflow.
• Liaised between managers to facilitate communication and collaboration, reducing conflict and botlenecks.
Managed processes for the Life Coach certification and the Executive Coach certification programs, working with company executives, HR managers, middle/senior managers, and others striving to become life coaches or improve their leadership skills and strategies. Ofered training sessions on-site at client ofices and at the Crossroad Coaches centre.
• Interviewed certification candidates to determine their eligibility and ensure alignment between their goals and their desired program.
• Handled logistics for in-house and corporate training programs, including formalizing the training calendar. Facilitated group training sessions.
• Managed the coaching program, which included 12 coaches at its largest point; assigned clients to coaches and assessed their performance by monitoring participants feedback and satisfaction with the program.
2003 - Jan 2005 CDS (Consulting and Development Services) - Associate - Restructuring program manager Lebanon
• Conducted a business process reengineering program in a major services company (180 employees), including streamlining of all procedures and establishment of all business policies (core operations, new business, purchasing and stock management, interface with external parties and suppliers, etc.)
• Established, with the CEO and the General Manager, the vision, mission, and management style of the company
• Defined and deployed business strategy and sales strategy based on thorough market study and company objectives
• Established and implemented a complete set of regulations, policies and procedures for human resources (recruitment, performance appraisal, job description, remuneration, work environment, internal rules and regulations, and personnel administration)
• Established and implemented all policies and procedures for finance and accounting (i.e. government reporting, reconciliation of accounts, payments, collection, etc.)
• Redefined the organization chart according to an optimal workflow that would increase productivity, efficiency, and reduce waiting time for clients
• Redefined with the General Manager the companys staff allocation in compliance with the new organization structure
• Negotiated and collaborated with architect to redefine work space in compliance with new organization and new workflow, followed by implementation of the new organization and staff reallocation
• Conducted bi-weekly Steering Committee meeting to discuss and approve work progress in the restructuring program
• Conducted several training session covering the new policies and procedures for human resources, finance and accounting, management, administration, sales, etc.
• Conducted several management coaching sessions to improve management skills and train all Middle Managers to their new functions and tasks
• Redefined the strategy regularly to comply with market trends and needs
• Developed the companys operating manual
• Managed the 5 different departments (sales and purchasing, manufacturing, installation, and design) of the company (60 staff in total)
• Developed and implemented the ISO quality manual to obtain ISO certification for the company
• Led negotiations with clients representatives (architect, financial controller and technical controller) prior to execution of every project
• Managed all manufacturing and installation contracts above USD 1m (8 in total)
• Checked status, monitored and coordinated different projects (internally, with manufacturing staff and execution teams, and externally with clients and project consultants)
• Handled all project budgets and controlled all payment status and invoicing
• Led, negotiated and secured materials sales agreement worth USD 2m with French company.