Total Years of Experience: 10 Years, 1 Months
May 2016
To Present
International Recruitment Executive
at First Resort Global Recruitment
Location :
United Arab Emirates - Dubai
• Responsible for supporting Recruitment Director; acting as a reliable source of information, processing all recruitment-related administration within agreed timescales and providing excellent customer service.
• Researching and sourcing exceptional talent through various channels. Expertise on different job portals i.e. Bayt, LinkedIn, Gulf Talent and Naukri
• Talking to senior level candidates about job opportunities across GCC. On average conducting 50+ initial screening telephonic interviews per day and maintaining excel sheet and data base of 2000+ potential candidates on a daily basis. Acting as a point of contact and building influential relationships with candidates during the calls
• Provided 5 candidates with actual job offers by our clients in one month
• Gathering and evaluating information from candidates according to job specifications. Presenting shortlisted candidates to internal consultants with significant details as to why they fit a specific need
• Utilizing company resources in the best way possible to recruit and consult candidates
HR Administrative responsibilities
• Writing and sending interview prep emails
• Summarizing and formatting of CV’s for the company - making sure all information is accurate and correct
• Uploading all shortlisted candidates to company’s database and updating the database from time to time
• Researching and sourcing exceptional talent through various channels. Expertise on different job portals i.e. Bayt, LinkedIn, Gulf Talent and Naukri
• Talking to senior level candidates about job opportunities across GCC. On average conducting 50+ initial screening telephonic interviews per day and maintaining excel sheet and data base of 2000+ potential candidates on a daily basis. Acting as a point of contact and building influential relationships with candidates during the calls
• Provided 5 candidates with actual job offers by our clients in one month
• Gathering and evaluating information from candidates according to job specifications. Presenting shortlisted candidates to internal consultants with significant details as to why they fit a specific need
• Utilizing company resources in the best way possible to recruit and consult candidates
HR Administrative responsibilities
• Writing and sending interview prep emails
• Summarizing and formatting of CV’s for the company - making sure all information is accurate and correct
• Uploading all shortlisted candidates to company’s database and updating the database from time to time
November 2014
To December 2015
Management Associate (HR)
at Fauji Fertiliser Bin Qasim Limited
Location :
Pakistan - Islamabad
Key responsibilities included effective management of “Employee data” and “Benefits”, as well as being the key point of contact on labor/policy issues. As an associate I also lead key projects on Compensation & Benefits, as well as Organization Health for which you can find details below.
• Compensation & Benefits: Historically FFBL had huge gaps within budget reconciliations vs. budget forecast.
o I segmented the gaps by executive levels and monetized their non-cash benefits quickly highlighting the key gap driver: “Company car expense”. Previously FFBL was directly procuring cars and maintained a very heavy car inventory- thus incurring high depreciation costs.
o I highlighted this to our HR leadership and shared industry standards on of how similar companies were out-sourcing this expense vs. investing company CAPEX. Within one year FFBL struck a deal with Hertz, and I received strong feedback and recognition for the project.
• Organization Health: FFBL had missed diversity targets - with female turnover one of the key drivers. As a key lead person to restore Organization health and ensure positive working environment-
o I initiated FFBL’s daycare project to facilitate working women with in the same building premises. Internal survey showed an increase of 33% job satisfaction, 15% increase in attendance, and 30% increase in female job applicants.
o Helped approve, communicate and rollout a new “Sexual Harassment policy” for FFBL. I held several workshops over the year to ensure maximum awareness of the policy.
• Compensation & Benefits: Historically FFBL had huge gaps within budget reconciliations vs. budget forecast.
o I segmented the gaps by executive levels and monetized their non-cash benefits quickly highlighting the key gap driver: “Company car expense”. Previously FFBL was directly procuring cars and maintained a very heavy car inventory- thus incurring high depreciation costs.
o I highlighted this to our HR leadership and shared industry standards on of how similar companies were out-sourcing this expense vs. investing company CAPEX. Within one year FFBL struck a deal with Hertz, and I received strong feedback and recognition for the project.
• Organization Health: FFBL had missed diversity targets - with female turnover one of the key drivers. As a key lead person to restore Organization health and ensure positive working environment-
o I initiated FFBL’s daycare project to facilitate working women with in the same building premises. Internal survey showed an increase of 33% job satisfaction, 15% increase in attendance, and 30% increase in female job applicants.
o Helped approve, communicate and rollout a new “Sexual Harassment policy” for FFBL. I held several workshops over the year to ensure maximum awareness of the policy.
September 2013
To November 2014
HR Officer
at Petroleum Exploration (Pvt) Limited
Location :
Pakistan - Islamabad
Key responsibilities included scheduling work assignments of employees, taking measures for employee grievances/ complaints, and monitored attendance of all employees through Access Control System. Acted as a key lead in projects of Training & Development and Performance Management System for which details are mentioned below.
• Training & Development: Functional training of Technical staff was highlighted as a key gap by our executive leadership.
o Documented and listed the key competency gaps - and linked with Senior Managers /External agencies (like PEPPCA) to develop a comprehensive “Training Calendar”
o Partnered with IT Department to launch LMS, Learning Management System, by developing systemized templates and streamlining training content. I then launched the LMS with in our organization. Initiated E-Learning, virtual sessions via conferencing minimizing training costs by 20%. We also made training a key performance objective - linking to annual appraisals.
• Performance Management System: PEL’s appraisal evaluation was primarily based on qualitative assessment creating inconsistencies. I was part of core team to re-vamp the PMS system at PEL.
o I help developed a new competency framework (using industry examples). We took existing competencies and assigned weightage to these key performance indicators. We also segmented (by key business objectives) and deployed a rating scale to drive consistency and depth in employee evaluation.
• Training & Development: Functional training of Technical staff was highlighted as a key gap by our executive leadership.
o Documented and listed the key competency gaps - and linked with Senior Managers /External agencies (like PEPPCA) to develop a comprehensive “Training Calendar”
o Partnered with IT Department to launch LMS, Learning Management System, by developing systemized templates and streamlining training content. I then launched the LMS with in our organization. Initiated E-Learning, virtual sessions via conferencing minimizing training costs by 20%. We also made training a key performance objective - linking to annual appraisals.
• Performance Management System: PEL’s appraisal evaluation was primarily based on qualitative assessment creating inconsistencies. I was part of core team to re-vamp the PMS system at PEL.
o I help developed a new competency framework (using industry examples). We took existing competencies and assigned weightage to these key performance indicators. We also segmented (by key business objectives) and deployed a rating scale to drive consistency and depth in employee evaluation.
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