ناتالي بايز

I was responsible for creating and implementing the Talent Management and Culture function for Atlantis The Palm. This was a newly created position within the Organization and was created for the main purpose of identifying high potentials and equipping them with the necessary tools to then form an internal talent pool of staff for The Royal Atlantis Resort & Residences, as well as ensure overall continuity and to drive the business forward in terms of local and global growth initiatives.

Key Achievements & Activities:
• Partnered with the Talent Acquisition Team and Business Leaders across 54 Departments such as, Rooms Division, Retail, Information Technology, Food & Beverage, Finance, Marketing to perform a skills gap and data analysis, identify process improvements and further developmental requirements in order to increase overall productivity and service delivery
• Conducted a Talent Review with a 6 Box Grid grading system, to identify High Potentials for further advancement opportunities as well as identifying risk of loss and high-risk roles
• Created Talent Profiles for over 500 Managers and Senior Leaders and co-created Individual Development Plans (IDP’s) for all identified High and Strong Potentials
• Implemented an overall Succession Planning strategy and processes for over 750 positions
• Managed the business objectives (KPI’s) for the Executive Committee as well as Manager and Director levels to ensure business alignment and tracking
• Created a streamlined approach as well as managed 360-degree feedback for over 50 Senior Leaders, including arranging administration of surveys and external post feedback counselling sessions
• Managed the performance review and probationary review process for over 3200 employees, at all levels according to specific competency framework models, per level
• Utilized data and advised on various reports such as, employee turnover, payroll, progressive discipline and grievances
• Streamlined HR Business Partner activities; administrative tasks, customer service, relocation, onboarding, team building, maintain colleague files, communication meetings, and overall team engagement

Responsible for the management of all training related activities for Atlantis The Palm, Dubai, including implementation of new training modules and key initiatives related to the Learning & Development function. Conducted training needs analysis to identify gaps and create and implement training courses to develop the required skills and competencies. Used available measurement tools or feedback platforms such as JD Powers, LQA Mystery Shopper and IFH to identify further training requirements and partner with the business to apply appropriate solutions.
The role also covered several other key tasks and activities.

Key Achievements & Activities:
• Implemented a streamlined reporting process for tracking, measuring effectiveness, monitoring and managing all training related data
• Conducted a yearly Business and Training needs analysis in order to plan and provide training and developmental activities accordingly
• Partnered with over 125 Departmental Trainers across all Business functions to ensure consistency, high level of quality in terms of training delivery and appropriate training calendars were in place
• Conducted operational and service-related audits across all areas of the business and monitored action plans and implementation of suggested improvements
• Designed content as well delivered several Training Programs for Leaders and over 2000 Employees at all levels
• Created and Managed the Training Budget and ensured alignment with business requirements
• Managed the Kerzner Management Trainee and Internship Program for Atlantis Resorts, including creating job profiles, raising requisitions, posting vacancies, interviewing, maintaining tracking reports, creating a status change and contract reviews
• Collaborated on Emiratization planning and recruitment activities, such as Career Fairs and Open Days

Implemented several new initiatives to setup the Training function within the main property, as well as the smaller Heritage Guest Houses and Restaurants all located within the Heritage area of Old Dubai. Individual Development Plans were created for all junior level colleagues, this at the same time served as the first Training Needs Analysis for the properties.
Completed a project as assigned by the General Manager to re-do all company Policies to ensure consistency and alignment across all departments as well as various other activities.

Key Achievements & Activities:
• Arranged for all Compliance related training, First Aid, Basic Food Hygiene and Fire Safety as well as any other externally required training
• Conducted quarterly Training and Colleague Welfare Audits and provided feedback reports to GM and ExCom Team
• Streamlined all Policies and Operating Manuals to ensure alignment across the business and consistency in service delivery
• Created Individual Development Plans for all Junior Employees and conducted coaching sessions to monitor overall progress

Delivered an Orientation with a focus on Vision, Mission, Values, Brand, Policies and SOP’s.
As the Hotel Group was rapidly developing during my tenure, I provided a great deal of support to newly acquired/developing properties, this included the planning of all training related activities before opening, monitoring and observing during soft opening as well as operational and training related support for 1 month after opening.
I was part of the pre-opening team for two 5 star properties, one in Sandton, Johannesburg and 1 in Lagos, Nigeria.
The role also covered several other key tasks and activities.

Key Achievements & Activities:
• Delivered and created brand training content to over 24 properties on Vision, Mission, Values, Operational SOP’s and Policies
• On the preopening team for The Davinci Hotel & Suits in Sandton, Johannesburg and The Wheatbaker Hotel in Lagos, Nigeria for 3 Months, as well as 8 newly acquired Hotels & Resorts across Africa. Provided service and operational training to the full team of employees and assisted in soft opening or transition during reopening
• Rolled out and Trained the Sales team, 26 Sales Reps on Sales Force Automation (SFA), a Micros Fidelio Program
• Partnered with General Managers across 24 properties to provide feedback on Service Audit results and proposed solutions for continual improvement