Organization Development Director
Abdul Latif Jameel
Total years of experience :28 years, 10 Months
Providing performance management guidance to Division Heads by coaching, career development and capability building. Business partner for a multicultural group of companies of 7, 900 employees with a team of 112 HR associates. Increased Employee Engagement to 90% for 7, 800 staff through development training. Led and administered Engagement Survey. Registered as 3.47% 2012; 4.44% by end of 2013 reaching the top 50 companies in Gallup engagement survey. Designed a Fast Track Management Program (MTP), from 5 different countries USA, Canada, Japan, UK and Australia. Turnover: dropped from 34% to 22% within 2014. Aiming for 12% by December 2015. Reached and increased Nationalization from 29% - 38%. Requirement: 24 %. Company now classified as Platinum level. Developed the talent acquisition process and clear career path plan for the different business units. Analysed trends and metrics in partnership with HR SMEs to develop solutions, programmes and policies. Get-Lean Project: Led organisation redesign and input on business unit restructures, workforce planning and succession planning. Consulted with executive management (Board level) to provide strategic HR guidance. Created and developed innovative strategies to address competitive and complex business issues, redesigning performance management processes in order to transform the leadership styles to objective based Performance Management.
Seven main companies (Sports Marketing Agency, Medical Care, Mobile Technology, Power Automation Software & ERP, Manufacturing and Advertising).Ten allied companies and joined ventures; 1000 + employees.Total Sales: SR 1.8 Billions.
Structured a Holding Group with the Chairman and Vice Chairman.
Delivered an effective business plan and secured a huge contract in 2011, resulting in increasing revenue by $ 15 M.
Developed unified group policy and procedure to multinational standards.
Transformed the 7 subsidiaries to form a Holding Group throughout the 1st year.
Developed a group uni-culture through training and Executive Management coaching sessions.
Increased and maintained all subsidiaries Saudization level up to 10% above requirement by the MOL.
Devised the business model for the Saudi Sport Academy (SSA); project is 70% achieved to date.
Established a performance management system within the organisation.
The objective of my role is to work closely with the Managing Director to develop and execute human resources plans and strategies in alignment with the Organization's Strategic Plan and business objectives. My role is instrumental in building the capacity and culture of the Company through the facilitation of change initiatives and process improvement. I serve as an internal organizational development consultant and oversees the day-to-day operational functions of the Human Resources Departement.
Major Achievements
Reduced the turnover rate from 25.6% 2005, 13.7% 2006 to 9.5% 2007.
Increased the Saudization percentage from 27% in 2005 to 49% YTD.
The Company was ranked No.8 in the "Best Saudi Company to Work For" survey conducted by Al Eqtisadiya.
Press Release(http://www.kpmg.com.sa/dbfetch/52616e646f6d4956d85fc9a93ebf27a9abac3b3581f7cefaf1784721fac5adaa/Press%20Release.doc)
Recruited 108 staff 2006 and 134 staff 2007 localy as well as internationaly (Lebanon, Jordan, Egypt, Syria, Philipinne, India)
Aligns complex human resources and organizational development strategies with Company's Strategic Plan and business objectives.
Maintains human resources metrics and ensures they are in alignment with key organizational and business indicators. Directs programs and initiatives in all areas of human resources and organizational development, including workforce planning, leadership and management development, organizational learning and development, performance management, recognition and reward systems, compensation systems, and benefits plans and programs.
Builds capacity and processes that support continuous organizational change, growth, and organizational learning.
Facilitates organizational development programs and interventions and succession planning to ensure alignment with strategic business objectives and improved effectiveness.
(1 years project)
Developing HR policies and procedures and employee handbook and a salary restructuring and reengineering project for the JCCI (Jeddah Chamber Of Commerce and Industry). The Project team worked in correlation with Mercer and Paradigm's these 2 American companies are top leaders in the field of Total rewards and Benefit Programs.
Sleep High (KSA)
HRD Internal Consultant
Sleep High is the first mattresses manufacturing company in Saudi Arabia, with more than 40 years experience in the market. Sales (200 millions per annnum) are made directly through retail outlets and through major distributors both in the home market and overseas.
(1 year project)
The project key areas were to formulate and implement both; short-term and long-term business plans which ensured the success of the company in the local and regional market. Activities included HR consultation, executive search, selection, and training & development, 5 years business plan for all departments as well as for the company.
Achievements:
Develop the compony's policy and procedures manual;
Maintain relations with employees by organizing and developing specific employees' relation programs;
Confer with senior management and line managers for developing and launching new ways for leading their staff;
Establish and implement departmental policies and procedures within the overall corporate system;
Deliver the training and development requirements, competencies and skills of teams;
Ensure the validity and readiness of manpower resources to meet sales and marketing objectives and maintain optimal manpower utilization.
increased the saudization percentage from 6.2 to 28.5 in eight months, in the same time maitained the retention percentage to its best known percentage the company knew.
Sarawat Superstores is part of a larger, family owned company named Binzagr. The Binzagr Group is an organisation managing factories, distribution and international agencies. Sarawat Superstores is the oldest supermarket chain in the kingdom and was the only western style store of its kind. Initially, the project’s role was to introduce change in the form of business strategy and planning, assessment of people, systems and structures, development of programmes and recommendations for company culture.
My role was to enabling the President to change his own paradigms on how the business should be effectively led. The realisation that the culture of the company was not ready for a mentorship style leader was the crux of some of the direction issues in the business. Being an internal consultant, there are many day-to-day activities that I was directly involved in, however some specific areas of responsibility included:
• Coaching of Vice President in strategic and functional areas
• Assessment of Vice President
• Coaching of Senior Management in Strategic Business Planning
Assessment of Senior Management Departments
• Strategic Business Planning
• Assessment and Development of HR function
• Developing and updating HR policies and procedures and employee handbook
• Development of programmes for Customer Service, Motivation, Delegation and Supervisory Skills
• Development of senior management quarterly reviews, measurement indicators and appraisals
• Management of Company Diagnostics and Alignment;
• Introduction and Coordination of Consultants and resources to the business
• Recognition of systems and structures that require change
• Development of systems and structures that become sustainable in the long term
• Development of direct communication with customer and analysis of needs;
• Creating a presence that ensures managers make customer led decisions.
Sainsbury’s, a leading multinational Supermarket chain, established a presence in Egypt at a level far beyond the consumer’s regular expectations. By introducing a retail standard still new to the local market and a developing nation, the challenges for training and development were exciting and rewarding. The main focus was the development of the local Egyptian manpower for sustainability. Areas under focus were:
• the development and implementation of a business plan in line with the company sales, costs, customer service and store standards, and the company vision to develop people and the organisation;
• the preparation of a departmental organisational structure and job outlines;
• the preparation of logistical plans to set up the department;
• the development and ongoing monitoring of a budget in excess of LE 2, 325, 000 (US$ 500, 000);
• the development and implementation of staff and management induction programmes which resulted in over 4, 900 staff taking programmes during the 69 store openings;
• the development of major leadership and competency-linked programmes to suit the needs of the company personnel and to assist with the implementation of a Performance Management System set up throughout the company;
• the management of a training centre which resulted an average of over 800 staff places per month, during a 12-month period;
• the management of technical training in line with operation procedures to assist in the improvement of store standards and customer service; and
• the recruitment and development of a local training team, (approx. 30 staff), with the intention of the in-store trainer.
As one of the UK’s most successful private restaurant businesses, PizzaExpress was floated on the London Stock Exchange in February 1993. Three years later the restaurants, which were franchised, were bought back to give the Company greater control in ensuring the brand went from strength to strength. This has led to the total of over 300 restaurants in the UK and Ireland, and the serving of 16 million customers a year.
Salah Mahmoud was recruited by PizzaExpress chain as a Quality Control Manager to develop and implement the P.E. Standards and personnel training and development commencing during the pre-opening period of the restaurants. As QC Manager, duties involved developing a departmental business plan in line with the corporate requirements, specifying and implementing all guidelines, policies and procedures for personnel, developing the employee manning guide for 180 staff, benchmarking local properties with regards to skills required, and the development of plans and training programmes required for both the pre-opening and mid-term set up.
MBA, Master in Business Administration. The research dissertation was about The HRD role in learning organization and its relation to both Organization and Society. .
Finished 4 years
High Diploma in Communication Engineering Galal Fahmy (German Institute) Cairo (1985) the institute is accredited to German Technical Studies, Germany.