Turki Al Nagaidan

The Bank with 1600+ male and female employees around 27 branches is considered to be one of the cornerstones of the government of Saudi Arabia. It provides loans for citizens, to enable them to contribute to the construction of the country's infrastructure. It also provides interest- free loans for social purposes like marriage, family support.

Overview of Service:
• Established the quality and development between 2011-2014, in parallel with this task and starting 2012 assigned additional responsibility of Training and Scholarship Department which was executed to a success. In 2014 was maximized to establish the Human Resource Development department in view of the last few years' consistent track record of success across different functions.

Achievement:
• implemented initiatives like: knowledge management, succession planning and talent management pool using sico-metric test and direct interview evaluation of talents and successors, job analysis, performance, OJT and career development path.

-Designed and implemented Induction plan, exit interview, performance management by objectives annually and 360/180 evaluation, training needs analysis, career paths

Responsibilities:
• Managing all affairs with responsibility over key HR areas of learning and development, compensation and labor relations.
• Overseeing key elements in policy development, recruiting, turnover management, head hunting and executive research.
• Developing a learning and development strategy, along with CSF and ensuring all appraisals and PDP’s are completed in addition to using alternative learning methods to support workforce development.
• Delivering a variety of HR training programs, introducing quality control mechanisms in training to increase engagement and monitoring contracts with external providers to ensure ROI.
• Setting and monitoring a database of mentors as per mandatory requirements, conducting needs analysis and working with SME’s to develop customized training programs in addition to managing the company's learning center.
• Administering market based compensation measures, managing pension administration, managing a performance management system, bonus and incentive plans and the employee recognition program

Achievements:
• Built relations with key training leaders and institutions like The Saudi Institute of Banking, International training center by international labor organization (UN) and chartered Institute of Credit Management in UK.
• Designed and implemented a rehabilitation training program for the employees of the bank, with general qualifications and abilities, to gain the knowledge and skills of credit analysis, with period of 3 months training based on real cases.
• lead the graduation of 150 employees from a specially designed and tailored rehabilitation program on small and medium credit analysis program lasted 3 months, who returned back to serve on 27 branches around the kingdom as Credit specialists.


Responsibilities:
• Established and maintained learning and development processes that supported the strategic direction and mission of the company.
• Managed the training of the bank's employees locally and domestically across KSA.
• Developed annual training plans and managed resources and budgets prudently to ensure their accomplishment and instigated processes for monitoring and measuring the effectiveness and quality of training intervention.
• Devised training and development policies and procedures, performed job analysis and evaluation, performance management and held regular consultations with business managers and staff.
• Directed a team to produce training services for all relevant parties in an organization including senior managers at the board level in addition to evaluating routine training and development activities.
• Assisted line managers to solve specific training problems, used IT tools and applications to produce training materials in addition to reading relevant e-books, going to meetings and attending relevant courses to keep abreast of latest developments.

Achievements:
• Implemented the quality management system at the bank, directed successful change management initiatives and secured significant improvement as compared to the normal way of functioning.
• Inducted as a leader for change and restructuring and to introduce latest work methodologies, while providing motivation as a trusted source of expertise.
• Conceptualized the organization wide restructuring strategy, devised plans for small and medium enterprises financing, formulated department wise job descriptions, right sizing of capacity.
• Managed agreements with small enterprise supporting firms like Bader, Riyadah and the Centennial Fund.
• Led and managed the agreements with consultation firms like World Bank and the Islamic Bank.
• Set up a new strategy for employee promotion and shifting in cooperation with the human resources department.
• Devised the SME financial services and non financial services policy, formulated process and procedures, provided business advisory and monitoring services through business clinics.
• Documented all work procedures and processes of all departments and branches, launched the bank's document control center.
• Trained 6 different department employees and internal auditors to assure the following of all procedures.

Responsibilities:
• Formulated SME financial services and non financial services policies, composed processes and procedures monitored the development of services provided through business clinics.
• Oversaw ISO 90001 and 10001 implementation with the prescribed tools and methodology.
• Conducted training needs analysis, developed training plans based on job training needs and based on the shape of the new strategy of the bank.
• Documented the main business processes like the loans' life cycle, tasks and responsibilities of the departments, employee's job description.

The company was established in 1988 and deals in advanced manufacturing technologies, communication systems and product support.

Achievements:
• Developed PMO for F-15 account and performed unification of project management plans templates for all F-15 account projects.
• Defined and implemented KPIs and dashboards face-lifting the monitoring of each project.

Key Projects:
• Electronics components manufacturing projects management for RADARS and Jet Fighters.
• Military Assets Management Information Systems implementation projects
• Member of organization’s committee and tasked with improving projects life cycle management, procedures and practices, OPM3 and PMO implementation and dashboard developments.

Responsibilities:
• Played a vital part in directing, monitoring and coordinating sectional processes, evaluations and plans to guarantee smooth running of the company's project utilities.
• Implemented ERP-Enterprise asset management systems for private military sites, encompassing quality and risk management, supply chain management, and document management systems.
• Coordinated all project processes and functions and analyzed project inception plans to create a schematic layout in view of key quantifiable parameters.
• Delegated responsibilities among appropriate engineers, contractors, planners and consultants, as well as preparing time guidelines and schedules for various stages of project completion and handover.
• Allocated work modules to various teams under purview and consistently followed up on progress of modules, to ensure seamless integration upon completion and deliverability.
• Coordinated systems' technical support and maintenance and instituting immediate measures to rectify technical breakdowns.
• Implemented effective change management, documentation and service levels to ensure maximum up time during any system change, test, upgrade, or maintenance issue.
• Communicated and liaised effectively with end users to assess and define project requirements and resolve any disputes that may arise throughout project execution.
• Submitted weekly progress reports detailing performance parameters to upper management, along with proposals to eliminate bottlenecks and suggestions on updating the technological processes.

Joined the Company as Maintenance & Operation Planning Section Supervisor at power plant no.7, charted an exponential career graph, and was promoted through multiple designations to finally hold the position of Section Head, Engineering Information Section in 2005.

Designation Chronology:
• Jul '05 - Feb '09: Section Head, Engineering Information Section - Information & Engineering Documents Section.
• Feb '03 - Jun '05: Power Generation Engineer, Training Section Head & Member of Generation Operations Sector’s Job Description and Training Analysis Committee.
• Dec '01 - Jan '03: Senior Supervisor, Human Resources Development Section Head, Engineering Information Section Generation Operation Sector.
• Dec '99 - Oct '01: Supervisor, Generation Department /Operation Division, Resources Section.
• May '96 - Nov '99: Supervisor, Maintenance & Operation Planning Section, Power Plant No.7.

Key Projects & Highlights as Section Head, Engineering Information Section:
• Digital Engineering Library Management Project & Content Management System implementation Project.
• Power Plants Process Unification Project.
• SAP Project: PM of SAP-ERP Implementation Project in the Generation Central Operating Area.
• Member of the Technical Review Committee within the SAP implementation project, responsible for unifying all business processes in 44 power plants in the kingdom.
• CMMS Project manager: Led the CMMS Implementation Project in 12 power plants.
• Responsible of integrating all 12 power plants located in central region of kingdom into the network for ERP/DMS/CMMS/EAM utilization, connect the network to far/remote power plants sites, and improve the network of surrounding power plant sites for better utilization of IT systems.

Responsibilities as Section Head, Engineering Information Section:
• Served as the Project Manager, directed, trained and supervised a team of 7 engineers and IT specialists in collecting, documenting and analyzing the company's business requirements necessary to install, configure and upgrade the company's SAP-ERP and CMMS (Assets Management System) systems.
• Contributed overall strategic vision and integrated a range of ideas regarding ERP implementation and support.
• Improved strategic alignment and efficiency of asset management and their operational processes.
• Devised work and operation plans and formulated approaches to support the implementation of the aforementioned projects and to efficiently construct and monitor project schedules.
• Liaised with end-users to understand their business processes and interpreted these requirements into technical terms, and worked with the technical team to resolve technical issues impacting business needs.
• Oversaw the development, planning and implementation of data analysis, interpretation, feedback, action planning and change management.
• Prepared project contracts and acquired approvals from senior management on project requirements. Ascertained suitability and cost effectiveness according to project specifications/budget plans.
• Provided technical level support for customized SAP and CMMS solutions and facilitated the use of the document management system for all employees.
• Conducted user training workshops and meetings to discuss system functionality and to confirm that the design meets the system requirements.
• Evaluated and identified the plants' IT infrastructure requirements to establish operating procedural standards, while ensuring adherence to international engineering standards and codes.
• Efficiently managed and updated the sector's technical library and e-Library with up-to-date electronic and engineering reference books.
• Managed the training element of the organization's workforce that gave staff the understanding, practical skills and motivation to carry out particular work-related tasks.