ناتالي Hollyman

Reporting to the CEO, I am responsible for the design and execution of the HR Strategy across GCC, including Talent Acquisition, Government Relations, Policy Development, Administration, Payroll, Performance and Reward Management. I currently manage a team of 5 direct reports and a total business headcount of c.1500.

KEY ACHIEVEMENTS
❖Developed the HR Strategy and BSC for roll out across GCC
❖Defined the Change Management process in accordance with EY restructuring recommendations, including the development of organizational structures and job descriptions
❖Sourced and implemented a psychometric tool (Predictive Index) for senior executive selection and internal talent skills gap analysis
❖Recruited C suite executives and rebuilt the HR and Talent Acquisition team in Kuwait, Dubai and KSA
❖Developed a Talent Acquisition Strategy to streamline the manpower planning and overseas bulk hiring process
❖Re-evaluated the medical and life benefits, completion of annual salary planning process and development of on-boarding
❖Developed the HR Strategy and BSC for roll out across GCC

Reporting to the Group HR Director, I was responsible for a team of 5 Direct Reports and the operational management of the Head Office of MOBY Group, UAE. My key areas of focus include the design and roll out of HR Policies & Procedures, Corporate Insurance, Manpower Planning & Budgeting and Performance & Reward Management across multiple markets including UAE, India, Pakistan, Yemen, Jordan, Afghanistan and Iraq, in conjunction with a new business set up in Ethiopia.

KEY ACHIEVEMENTS
❖Streamlined the HR function across MEA to ensure a consistent service was provided
❖Increased effectiveness and reduced costs through a local restructure of the UAE head office
❖Designed and rolled out an improved performance management policy and process
❖Project managed a new HRIS implementation from initial strategy and planning to delivery
❖Developed and launched a new Policies & Procedures handbook across multi-regions in line with labour law
❖Led the implementation of a group wide intranet portal and travel management system
❖Drove operational excellence in association with mandatory Compliance regulations
❖Improved payroll automation and HR analytics through a system audit and SWOT analysis
❖Established the HR function for a new business set up in Ethiopia
❖Delivered an emergency evacuation plan for employees in Afghanistan post terrorist attack
❖Built a crisis management team to re-evaluate communication, safety and security
❖Project managed the office relocation and design in line with defined budget ($150k) and deadlines

Reporting operationally to the Business MD's/CEO's and functionally to the Group HR Director, I am currently responsible for all Corporate Functions, Transportation & Logistics and Impulse manufacturing business (Confectionary, Biscuits and Ice Cream) and team of c.2000 employees, with 4 Direct Reports.

KEY ACHIEVEMENTS
❖Led the HR and Change Management agenda for the Finance Shared Service transformation, Customer Service and Transportation Centralisation, which enhanced process standardisation and reduced overheads.
❖Designed and coordinated a Teambuilding Event for the Procurement team, which resulted in improved employee engagement and motivation and maximised cross functional communication.
❖Initiated the overseas resourcing activity of 100+ drivers, to support the expansion of the Transportation Division.
❖Developed an Internship Programme for the Finance and Supply Chain functions to create a future talent pool of graduates.

Reported operationally to the Vice President (GTRC & Distribution) and functionally to the HR Director (Retail & Distribution), I was responsible for 6 diverse businesses; (F&B - Costa Coffee, FMCG (Mars, Mondelez (formerly Kraft), Colgate-Palmolive, Philips Lighting), Supply Chain, Shipping (Wilhelmsen), Alghanim Travel and Impact & Echo/BBDO (Advertising & Media agency), and a team of c.1500 employees.

KEY ACHIEVEMENTS
❖ Led all HR activities associated with the acquisition of the Costa Coffee franchise operation in Kuwait, incorporating organisational and compensation design, contractual transfer and legal entity set up
❖ Managed the completion of an offsite engagement event which successfully launched the 5 year vision to the top 150 employees within the organisation. Embarked on a culture change programme to embed corporate values, redefine the organisational environment, reinforce the role of leaders, and cascade objectives throughout the organisation
❖ Established an MBA and Internship recruitment programme with a reputable regional university to strengthen business relations and build a robust talent pipeline
❖ Worked in partnership with business leaders to redefine the organisational structure to maximize cross divisional synergies and strategic alignment.

Reported operationally to the President for Retail & Distribution Group and functionally to the Chief HR Officer. I operated as Senior HR Manager responsible for 10 diverse businesses and 3300 staff based in Kuwait, Dubai and China. I was responsible for all HR generalist responsibilities including Payroll, Performance Management, Compensation, Recruitment, Talent Management & Development and Employee Engagement whilst managing a team of 9 individuals. Areas of responsibility included Consumer Electronics and Home Division Retail concepts, e-Commerce, FMCG, Travel, Shipping, Supply Chain, Advertising / Media, Market Research and Store Design & Development.

KEY ACHIEVEMENTS
❖ Completed a Job Leveling exercise which successfully defined job roles, career path and salary bands across all businesses
❖ Led the completion of the half yearly Talent Review process which aims to identify, retain and fastrack career development of the talent pool. Reduced talent gaps by building organisational capability through effective talent exchange and succession planning initiatives
❖ Facilitated the launch of the bi-annual 360 degree feedback initiative for the Executive Team, and coordinated delivery of Executive Coaching to close the development gaps
❖ Compiled a Leadership Competency Model to identify a set of common transferable skills against which individual performance could be measured, development needs assessed and training solutions identified
❖ Launched a Balanced Scorecard initiative to cascade corporate, functional and business objectives
❖ Recruited c.700 employees to meet attrition and new business expansion demands (e-Commerce), at minimum cost
❖ Completed a dedicated recruitment drive to meet government nationalisation quota, which resulted in the successful appointment of 80+ Kuwaitis in accordance with the Talent Acquisition directive
❖ Managed all HR cyclical processes relating to Performance and Talent Management and Salary Planning
❖ Initiated a Market Mapping exercise to identify competitor talent in new GCC territories

Operated as an Area HR Manager within the Fashion & Footwear Division of the leading franchise retailer within the Middle East. Initially responsible for 70+ stores and 600+ staff working across 40 UK and European brands, I was responsible for the Manpower Planning, Training and Development and Performance Management of the Retail and Senior Management team in Bahrain and Qatar.

KEY ACHIEVEMENTS
❖ The Manpower Planning / Resourcing for Bahrain City Centre and Villaggio Mall openings. Such expansion resulted in a 100% growth in market size across the Fashion & Footwear, Health & Beauty, Casual Dining, Optics & Food and Beverage Divisions
❖ The implementation of the Management Development Training Programme to maximise internal succession planning
❖ In store coaching and development of talent to enhance succession planning and reduce talent gaps
❖ Cross Divisional working to maximise internal communications, share best practice and facilitate change

Operated as a member of the Senior Business Management team, within a unionised FMCG manufacturing organisation, which supplied fresh poultry to all major supermarkets within the Retail Sector. Responsible for managing a team of 5 HR staff in delivering best practice in all aspects of HR Strategy, including Recruitment and Selection, Training and Development, Performance and Systems Management, Health and Safety, Attendance, Reward and Employee Relations management for 700 Production staff.

KEY ACHIEVEMENTS
❖ The integration of two plant operations, in conjunction with a shift reorganisation
❖ The implementation of a 'Pay for Skills' performance appraisal and multi-skilling programme for all shopfloor operatives, which contributed to a reduction in labour turnover by 35%, absence by 10% and manpower requirements by 80 heads
❖ The effective harmonisation of employee terms and conditions, following the acquisition of Webbs Country Foods
❖ The implementation of a self-financing performance related incentive bonus, which delivered an 80% increase in line productivity
❖ The implementation of an e-appraisal Performance Management system for all First Line and Middle Management
❖ The implementation of a new HR database system, to provide timely, accurate and consistent data, to trend, manage and improve KPI performance whilst ensuring legislative, customer and best practice requirements are met
❖ Preparation, communication and implementation of the Annual Salary Review proposal, following consultation with the Commercial Director and Board approval
❖ The extension of the employee benefits programme, through the provision of a heavily subsidised Company Store

Operated as a Personnel and Training Manager within a flagship store employing 500 retail operatives, I performed a fully generalist role, with responsibility for Recruitment and Selection, Training and Development, Health and Safety, Performance Management, Labour Management and Skills Deployment, with a particular emphasis upon Customer Service and Product Quality. Working as an integral member of the Senior Management Team, I was required to design, develop and deliver the HR Business Plan objectives in accordance with corporate vision and values, whilst providing a professional advisory and support service to Senior, Middle and Line Management to ensure compliance within statutory, corporate and budgetary constraints.

KEY ACHIEVEMENTS
❖ Equipped Line and Middle Managers, through competency based training, with the skills and knowledge to train, coach and develop store colleagues, to maximise long-term performance potential. Promote effective succession planning, through the development of First Line and Middle Management
❖ Management of the NVQ2 and NVQ3 Food and Drink programme
❖ The implementation of a Colleague Grade Restructure and Middle Management reorganisation
❖ Development of a two-way Communication strategy to generate structured, effective and harmonious lines of communication through Site and Team Briefings, Newsletters, Employee Surveys, 360 degree feedback and Employee Forums, to 'Investor in People' accreditation standards

As the Accounts Manager for the supply of Amana premium white goods to customers of Harrods, Selfridges and bespoke kitchen suppliers, I was responsible for accurately processing product orders and for co-ordinating timely and efficient delivery and installation of refrigeration equipment. This also involved liaising with various shipping agents to arrange the release of shipment containers and to maintain appropriate product inventory levels.

I was responsible for providing a high quality service to the public in respect of employment information, enquiries and payment of unemployment benefit. I was required to interpret instructions quickly and accurately within a team oriented environment, according to the Jobseekers Charter. This required an ability to communicate with a diverse range of individuals, including the homeless.

EUROPE

As Customer Service Advisor, I was responsible for promoting the sale of mortgage and investment products to prospective clients, whilst applying interviewing and cross selling techniques to meet and exceed predetermined performance targets. I was charged with monitoring and reducing mortgage arrears and overdrawn current accounts through customer counselling, and as Bankage Officer, was responsible for the reconciliation of site accounts on a daily basis.