HR Consultant
TAN HR Assoc
Total des années d'expérience :42 years, 0 Mois
Confidential .Currently working on a projects for hi tech organizations facing issues around change and HR Strategies and Policies . ER and Management redeployment.
Al Hilal Bank Abu Dhabi: (Part of the Senior HCG Management Team).
Responsible for developing and implementing HR best practice (policy and process), Recruitment and Succession planning, Employee Relations, company Performance Management and Team Management.
HR Strategy
Policy and Process Review, drafting and implementation
Recruitment, associated Manpower Planning
Employee Relations
Change Management
Engagement
Performance Management
Coaching Mentoring and Employee Development
Company Performance Management Frameworks and Improvement.
Auditing basic HR practices and processes, procedural improvements, engagement and cultural initiatives, leading to Organisational Change.
Raymond Weiss International LTD (UK)
Delivered 3 RPO multi million $ ‘bids' on behalf of an international client, focused on providing ‘outsourced' HR Services to EPC's in Saudi Arabia and providing commercial RPO advice.
TELENOR Group Norway - Malaysia
(ATOS IT Service Provider & Integrator T/o USD 12b 78, 000 staff sub-contractor to Telenor, Norwegian Telco).
Led HR input for Telenor ‘Change' programme for ‘TITA' Data Centre Malaysia, managed stakeholders (DTAC, DIGI, Grameenphone, Telenor Pakistan & Norway) selected and transferred 450 staff from source countries, managed business impact
•SME Leading HR & Change Management Functions ‘Hive out' of Infrastructure Personnel from 4 regional Companies (DTAC, DIGI, Grameenphone and Telenor Pakistan).
•Developed HR, Change Management & Communication template for the acquisition of 450 staff into TITA ‘New co' Service Centre (approximately 20, 000 employees impacted directly or indirectly).
•Designed Plans, Strategy, Structure, and Policies, (C&B, Job Evaluation, Grading and process to harmonise T&C's across ‘TITA').
•Developed ‘core' processes (Performance Management Programmes, Recruitment, Mobility & Re-locations and MDIS).
•Recruited 300 staff, Co-ordinated activities on site via remote teams, and 5 core team members.
JASH Technical Service - Saudi Arabia
'Start up' Planning Recruitment of 1056 staff for 3 locations / Projects in KOSA sourced across Philippines, India, Pakistan and Sri Lanka
(‘Start-up' Chip design, T/o 4m, headcount projections 125 FTE).
•Audit HR / recruitment function. Produce recommendations and Processes (Recruitment/on boarding, T&C's, Contracts, C&B etc.)
•Advise and implement Benefit Plans. Reorganisation and restructuring.
•Prepare the company HR function for potential divestment plans.
•Legal Compliance with Recruitment advice and Employment Law services.
•Investor Relations, first round funding.
•Coaching Senior Team.
(CEM, Manufacturing, T/o $300m, 3000 employees operating in: Sweden, Poland, Norway, Finland, USA and UK).
•Relocation of Manufacturing site & Workforce entailed Redundancies / Planning & Recruitment for new location.
•Consultation with Union and ‘Workforce Council' & local representatives.
•Budget $1.25m, Headcount Reporting & Projections, Costing's & incentives.
•HR Policy and Process /Compensation & Benefits (key staff retention).
•Advisor to CEO and Group SVP Sweden. Removed & replaced CEO, CFO and COO. Recruited new Management Team in 4 months, Mentored New CEO, Coached newly appointed team.
•Talent Acquisition and Management.
(OEM, T/o $170m, specialising in Radio technology, Femtocells, 3G, CDMA2000, 500 employees across, UK, India, USA).
•Restructured Sales and pre Sales, including Redundancies & costing.
•Managed restructure of Technical Support Functions reducing overhead by $2 million USD.
•Audited HR Capability and established compliance processes (UK policy and procedures).
•System and process integration with USA and UK HR teams.
•TQM: roll out of training modules to strengthen Line Management capability.
•Clarified new Group grading process and new Performance Management Process.
•Implemented redundancy programme across UK, and India 215 heads.
(OEM, T/O $550m - Global leader in Blue tooth & Wireless / Radio Technologies. Headcount 1800 operating across: Europe, USA, India, S. Korea, Taiwan, Singapore, Japan, led the HR function across all jurisdictions).
•Led M&A, Sale & harmonisation of Ubinetics (Volume Products Ltd) into to CSR, combined 600 heads.
•Developed and implemented HR Strategy UK and international.
•Managed Company Growth plans & Budget ($25m), increased headcount to 1100 organically and acquisition.
•Led all HR & M & A activities (SOX), Due Diligence through to integration, 3 purchases, and 2 sales.
•Recruitment and Talent Management, Succession planning, fast tracking and Employee Development.
•Roll out of new Performance Management Process, 106 workshops rolled out in 3 months to 1100 employees.
•Managed 14 HR professionals providing transactional support to 4 BU's spread over 13 countries.
•‘Blue Print' - Restructured Consumer Business Unit, circa 350 employees redeployed.
•Implemented ‘Business Improvement Review Team': recommended 'Programme Office', and HRIS change, Group wide communication processes, and ‘Relearning / Expert Groups', redesign of Test/Manufacture ‘handover' protocols.
•Completed redundancy programme: Sweden, USA and India 12.5% of workforce, run rate reduced by $ 25m.
(OEM, T/o $24m at point of sale - Cambridge base 'spin out' of PA Group, world leader in Radio Technology, 3G, UMTS, CDMA2000 - sold TUPE transferred to CSR 2004/5).
Subsidiary of PA Consulting fastest (High Tech) ‘growth' company in Europe.
Led HR function and Drove start up, Grew from 17 to 650 staff Across Europe Asia and the USA.
Implemented the HR remit from Policy to Employment Contracts, Performance Management etc .ZERO turnover in 2 .5 years.
Ubinetics India office: lobbied for and opened Ubinetics office in India to transfer test function enabling UK R&D to concentrate on deliveries - reduced recruitment cost by $750k - in first year $3m over 3 years. Model adopted by PA Consulting and ARM Ltd 12 months later.
Privately owned Software House, specialising in (EDIS) PRO-IV software, 350 employees based in UK and USA).
•HR team lead, successfully negotiating USA benefit plans on a $9.1m contract in Washington ‘ORBCOM'. M&A led to successful purchase & integration. Met growth plans of 240 staff in 24 months.
•Restructured UK and USA Business Units, reporting lines and communications processes, introduced new reward and Sales Incentive Scheme.PR
•Introduced ‘Fast Track' approach to Graduates and personal development plans/ strategies.
•Managed HR re-merger with MDIS USA satellite Company (Glovia Inc.).
(EPC / Consultancy: T/o $1.2bn, Mott MacDonald Group, Management, Engineering and Consultancy world-wide 120 countries, 14, 000 employees responsible for Europe and Asia).
•Harmonisation of Ewbank - Preece (purchased 1993, 600 heads, all employment terms, legal Obligations and HMIS integrated in 9 months, retained 90% of staffing over 3 years ).
•Redesigned Mott MacDonald's Graduate recruitment Programme - (200 selected annually, reduced cost by 78%, increased retention by average of 23 months).Reduced costs from $800K to $170K, established ‘GR' Team.
•Recruitment, Talent Management, Succession Planning, Mentoring, Retention strategies.
•Introduced overseas ‘exchange' scheme within 3 months, initiated 'Fast Track' programme.
•‘Start up' of Cambridge Education Consultants; won 68 % of International Contracts from British Council.
•Developed Group International Policy: Mobility, Project enhancements (C&B).
Privately owned: Recruitment Company, specialising in Construction & Process Engineering sectors).
•Increased sales by 215% by second year ($158K to $340K) started ‘Contract' Desk (‘Site' Services).
•Developed Sales incentive scheme for contractors, based on service (Cash / Holiday guarantee).
•Grew team from 2 to 5 ‘Consultants'.
•Secured 2 large contracts (combined values $430K).
(Environmental & Waste Management, T/o $6bn. Responsible for the HR function including initial 'start up' phase through to operations up to12 000 staff on site).
•Assigned to (Sri Lanka, India and Thailand) 5 man mobilisation Team, 4, 200 employees hired, 3000 travelled within 4 months to meet pre-qualification & assume duties for Riyadh municipality.
•Established HR Service Centre (Visa blocks, Iquamas, licenses etc.).
•Secured ‘Work Rules' through Ministry of Labour and 12, 000 man Visa block (Singapore, UK, USA).
•Policy, process and procedures, manpower planning, ER/IR.
•Management of expatriate and TCN Medical Contracts (3) value up to $10m each. Responsible for 80 support staff. Budget $60m reduced to $40m (removed ‘Al Obaid' Hospital contract and ‘Transad Medical Centre').
•‘Clean week' raising national awareness (CRS), budgeted $7m, reached out to Schools, Government offices, hospitals and television, Speech writer for Abdul-Aziz Bleheid.
King Khalid Military City, Hafar Al Batin Saudi Arabia.
•HR Manager for 1200 employees, full HR services Procedures, IR/ER, contract terms, leaves etc.
600 staff) adding to Mott MacDonald EPC portfolio in Power Generation - full integration in 9 months, 90% staff retained.
•Redesign of Mott MacDonald Graduate Recruitment programme: focussed on selective University faculties reduced costs from $800K to $170K (78%) in first year, implemented ‘Cohort' approach -Guaranteed overseas assignment within 3 months of hire (Limpopo River / Ground Water).
•BFSA Contract prequalification Saudi Arabia: part of a 5 man mobilisation team recruiting 4, 200 staff, within a 4 month time frame (sources Sri Lanka, India and Thailand) to meet contract qualification - 3, 000 travelled within deadline.
