Naila Shahzadi

• Supported multi entity organizations representing 100+ employees, improving HR operating model maturity and governance
• Developed and standardized 37+ HR policies, SOPs, and governance frameworks, achieving 100% regulatory compliance and
significantly improving HR servicedelivery consistency.
• Standardized talent acquisition and development processes across multiple entities, improving service consistency and
operationalefficiency.
• Led full-cycle implementation ofZimyo HRMS (ESS, Payroll, Performance Management), digitizing 90% ofmanual HR processes
and improving operationalaccuracy by 40%.
• Designed and delivered Power BI and Excel-based HRanalytics dashboard providing executiveleadership with real- time insights on
workforce trends, engagement metrics, and strategic HR KPIs.
• Enhanced overall employee experience by launching internal communication platforms and culture-building initiatives that
strengthened transparency, accessibility to HR, and collaboration across departments.

• Implemented Zoho HRMS, eliminating manual HR processes and improving overall HR
operational efficiency by 40%.
• Developed the first organization-wide employee engagement strategy, increasing
participation rates and improving workplace morale by 35%.
• Executed succession planning for critical roles, enhancing leadership pipeline readiness
across the organization.
• Established DEI initiatives that strengthened inclusivity, collaboration, and cross-team unity.
• Standardized HR policies and procedures, improving regulatory compliance and ensuring
consistent HR service delivery.

government-linked free zone entity, reporting to CEO and Board of Directors
• Implemented Zoho People HRMS, eliminating manual HR processes and improving HR
operational efficiency by 40%.
• Designed and launched the organizations first employee engagement strategy such as
quarterly townhall, increasing participation and engagement by 35%.
• Developed and implemented succession planning frameworks to strengthen leadership
pipeline readiness and organizational continuity.
• Introduced DEI initiatives that improved collaboration and inclusive workplace culture.
• Standardized 30+ HR policies and procedures, ensuring full compliance with UAE Labour
Law, Free Zone regulations, and ISO standards.
• Achievement: Awarded Head of Department - Quarter Award for HR transformation and
operational excellence.

Strategic HRleaderforgovernment-linked freezoneentity, reporting toCEO and Board ofDirectors
• Implemented Zoho PeopleHRMS, eliminating manual HR processesand improving HRoperational efficiency by40%.
• Designed and launched the organizations first employee engagement strategy such as quarterly townhall, increasing participation
and engagement by 35%.
• Developed and implemented succession planning frameworks to strengthen leadership pipeline readiness and
organizationalcontinuity.
• Introduced DEI initiatives that improved collaboration and inclusive workplace culture.
• Standardized 30+ HR policies and procedures, ensuring full compliance with UAE Labour Law, Free Zone regulations, and ISO
standards.

• Implemented LinkedIn Learning Hub, increasing employee learning adoption by 35% within
six months.
• Developed competency frameworks and talent management policies implemented across
multiple departments.
• Ensured alignment of talent and performance initiatives with the organizations HR
Operating Model, strengthening capability development and governance
• Designed and executed succession planning roadmap for 18+ critical roles, reducing
leadership risk by 30%.
• Built HR analytics dashboards measuring performance, potential, and attrition risks to
support strategic workforce decisions.
• Launched cross-department knowledge-sharing platform improving collaboration and
reducing information gaps.

• Implemented LinkedIn Learning Hub, increasing employee learning adoption by 35% within six months.
• Developed competency frameworks and talent management policies implemented across multiple departments.
• Ensured alignment of talent and performance initiatives with the organizations HR Operating Model, strengthening capability
development and governance
• Developed SOPs, service catalogues, and RASIs for HR and talent operations, strengthening governance and shared-services
delivery.
• Ensured governance and audit readiness for talent processes, maintaining compliance with DOA frameworks and regulatory
requirements.
• Managed talent development program operations, including competency frameworks, learning initiatives, and succession
planninglogistics.
• Designed and executed succession planning roadmap for 18+ critical roles, reducing leadership risk by 30%.
• Built HR analytics dashboards measuring performance, potential, and attrition risks to support strategic workforce decisions.
• Launched cross-department knowledge-sharing platform improving collaboration and reducing information gaps.

• Served as HR Business Partner for 8 business units, aligning HR strategy with corporate
objectives and supporting leadership decision-making.
• Reduced recruitment turnaround time by 30% through process optimization, streamlined
workflows, and enhanced stakeholder collaboration.
• Headed workforce planning and organizational restructuring initiatives that enhanced
operational productivity and resource allocation.
• Implemented the HRBP governance framework, later adopted as a standard across the
organization.
• Built strong partnerships with C-level leaders, strengthening HRs role in strategic planning and
organizational performance.
• Conducted workload analysis across two business units within PCFC, resulting in optimized
workforce distribution and supporting organizational restructuring initiatives
• Selected and served as a key member of the PCFC consolidation project team, contributing to
strategic alignment, organizational streamlining, and enterprise-wide integration efforts.

• Served as HR Business Partner for 8 business units within the Group, aligning HR strategy
with corporate objectives and supporting leadership decision-making.
• Reduced recruitment turnaround time by 30% through process optimization, streamlined
workflows, and enhanced stakeholder collaboration.
• Headed workforce planning and organizational restructuring initiatives that enhanced
operational productivity.
• Implemented the HRBP governance framework, later adopted as a standard across the
organization.
• Built strong partnerships with C-level leaders, strengthening HRs role in strategic planning
and organizational performance.
• Conducted workload analysis across two major business units, resulting in optimized
workforce distribution and supporting organizational restructuring
• Achievement- Selected and served as a key member of the PCFC consolidation project team,
contributing to strategic alignment, organizational streamlining, and enterprise wide
integration efforts.

• Served as HR Business Partner for 8 business units within the Group( Trakhees, Dubai Ports Authority, QE2 Hotel and Management, Platinum
yacht management, Mina Stables, corporate support center and EHS), aligning HR strategy with corporate objectives and supporting
leadership decision-making.
• Reduced recruitment turnaround time by 30% through process optimization, streamlined workflows, and enhanced stakeholder
collaboration.
• Headed workforce planning and organizational restructuring initiatives that enhanced operational productivity.
• Implemented the HRBP governance framework, later adopted as a standard across the organization.
• Built strong partnerships with C-level leaders, strengthening HRs role in strategic planning and organizational
performance.
• Conducted workload analysis across two major business units, resulting in optimized workforce distribution and supporting
organizationalrestructuring
• Led recruitment operations for 8 business units, managing requisitions, approvals, job postings, interview coordination, and
offerworkflows.
• Improved hiring SLAs by 30% through process optimization and structured recruitment governance.
• Coordinated onboarding logistics and ensured seamless transition from hiring to deployment.
• Strengthened shared-services governance by standardizing HR and talent processes, improving audit readiness and operational
consistency.
• Achievement- Selected and served as a key member of the PCFC consolidation project team, contributing to
strategic alignment, organizational streamlining, and enterprise wide integration efforts.

• Received the DMCA Award of Appreciation for leading the Integrated Management System
(ISO 9001, 14001, 18001, 27001).
• Strengthened HR governance and audit readiness by enhancing compliance controls across
HR operations
• Managed HRMS, payroll, recruitment, performance management, and OD programs with
high accuracy and compliance.
• Developed and delivered internal training on strategy, performance, and excellence.
• Led job evaluation initiatives using HAY Methodology to develop standardized grading
structures
• Enhanced HR compliance and governance by strengthening policy enforcement and risk
management.
• Supported development of Value Score Cards (VSC) and performance metrics for
organizational units.
• Achievement- Selected as the department champion for seven consecutive years,
responsible for translating government initiatives into departmental action plans, overseeing
implementation and monitoring, and reporting progress to senior management.

• Receivedthe DMCAAwardofAppreciationfor leadingthe IntegratedManagement System (ISO9001, 14001, 18001, 27001).
• Strengthened HR governance and audit readiness by enhancing compliance controls across HR operations
• Managed HRMS, payroll, recruitment, performance management, and OD programs with high accuracy and
compliance.
• Developed and delivered internal training on strategy, performance, and excellence.
• Led job evaluation initiatives using HAY Methodology to develop standardized grading structures
• Enhanced HR compliance and governance by strengthening policy enforcement and risk management.
• Supported development of ValueScore Cards (VSC) and performance metrics for organizational units.
• Achievement- Selected as the department champion for seven consecutive years, responsible for translating
government initiatives into departmental action plans, overseeing implementation and monitoring, and reporting
progress to seniormanagement.

• Established the HR function for two business units, creating HR policies, recruitment
workflows, training systems, and performance frameworks for white and blue collar staff.
• Implemented performance management systems across two levels, improving KPI
alignment, transparency, and completion rates.
• Enhanced hiring timelines by 20-30% through optimized recruitment workflows and stronger
employee engagement practices.
• Mentored HR teams and launched development initiatives that strengthened capability and
improved HR service delivery.
• Developed grading structures for both white collar and blue collar workforces to support
consistent job evaluation.

• Established the HR function for two business units, creating HR policies, recruitment workflows, training systems, and
performanceframeworks forwhite and bluecollar staff.
◦ Implemented performance management systems across two levels, improving KPI alignment, transparency, and completiorates.
• Enhanced hiring timelines by 20-30%through optimized recruitment work flows and strongeremployee engagement practices.
• Mentored HR teams and launched development initiatives that strengthened capability and improved HR service delivery.
• Developed grading structures for both white collar and blue-collarwork forces to support consistent job evaluation

• Achieved title of champion in the performance assessment during the SIEMENS I&S AL Round Table Meeting in FY 2005 & 2006. Actively
attended the 3i - Idea Generation Workshop along with the CEO and CFO of SIEMENS I&S AL and present business process ideas to the
board.