أسامة عطيه

- Strategically design and delivers the Talent Management activities (Acquisition, Hiring, Development and Succession) across the operations in KSA, Jordan, India, Sudan, and Egypt
- Introducing Continues Process Improvement across the HR teams in the region.
- Leading the Talent Management Team to establish the resourcing strategy and deliver solid annual manpower plans
- Coaches team members, assesses performance and provides feedback to through meaningful conversations and provides employee development expertise, support systems and processes focused on continuous learning and knowledge sharing.

I was seconded from Shell UAE to Shell Joint venture in Iraq “Basra Gas Company” as a Senior Consultant. My role was to coach JV staff, collaborate with the business and local HR team to design HR programs, improve HR processes, lead and plan cross functional HR strategic and transformational projects.
My achievements have contributed to developing staff competencies, secure future talent pipeline and make HR processes leaner and standardized. Throughout this five years assignment I achieved the followings: -
- Led projects to design and implement HR Standards, Policies and Processes. The new HR policies and processes were applied on 5, 000 Staff.
- Co-led the design and the implementation of the Graduate’s Development Program. The program was successfully launched in 2020 and started with the hiring of 30 graduates.
- Designed and established a new Leadership Development Program. The program helped in developing the leadership competencies for 500 leaders.

Designed and established the Business Academy to deliver functional training programs for more than 1, 000 staff.
- Co-led a project to design and implement the Learning Digitalization Strategy. This helped the organization to provide a range of high- quality learning programs for more than 1, 000 staff with a smaller budget.
- Planned and Managed projects to acquire and implement LMS, such as SAP SuccessFactors.
- Designed and delivered a new cross culture awareness program. The program contributed to improving the overall onboarding experience and enabled the company to build a culture of Inclusion and diversity.
- Established partnerships with global renowned digital learning providers, such as LinkedIn Learning and Workday Learning.
- Coached and Mentored HR Professionals on various HR Management practices.

- Successfully led the team to review, alter, and communicate HR policies and processes for Shell companies in Egypt. The new policies were applied on more than 700 employees and contractors
- Successfully led a cross functional employee engagement project, using a variety of organizational diagnosis tools. The project outcomes helped the company to understand the root causes for the high and low engagement scores. Because of this exercise, the leadership was able develop a realistic action plan across the business units to improve employee engagement
- Managed the change activities regarding the merger between Shell and BG. The successful management of change led to a full lean integration between Shell and BG in Egypt.
- Established solid trust relationships with the staff union. This helped the company to work together with the union representatives to manage and communicate various change activities

- Successfully managed the business transformation and organizational change for Shell Algeria post a
decision to divest big part of the business. The successful management of change led to protecting the company’s reputation, zero legal disputes, smooth exit of employees and retention of talents.
- Developed impactful resourcing strategies, plans, new HR policies and processes for the new starting-up Shell company in Tunisia post acquiring two exploration blocks
- Developed new HR Policies and Processes for Shell Jordan (250 staff). The new standards helped the company to apply consistent ways of working with the employees and contractors.
- Mitigated employee relations risks and provided the leadership team in Shell Jordan with pragmatic solutions that reduced the industrial relations risks significantly and helped the leadership to establish trust relationship with staff.

- Managed a productivity benchmarking project for lubricants sales team and in Africa cluster (5 countries). The outcome of the project led to more effective / realistic talent deploying and a structured succession planning based the actual people capabilities, their potential and the business dimensions
- Supported the design and delivery of the competency assessment process for 65 Sales, Marketing and Supply chain staff. This helped the employees to build realistic development plans based on their actual competency gaps.

 Recruitment activities (Search & Select)
 Conducting salary surveys and pay benchmarking
 Supporting the performance management process