Zeina Nehme

Managing the HR Department and accountable for 200 team members from different businesses and branches, reporting to the CEO to promote and implement the organization business plan, objectives and culture with the vision to expand the business across the region and increase the manpower as per agreed growth plan through the following key tasks and achievements:
• Set the new business objectives in coordination with the CEO and Head of Departments; plan organization change, manage the implementation of project to achieve the new objectives, create new organization design, and adopt it from all Right Bite team.
• Design Right Bite work structure for 200 team members including job analysis, individuals and team objectives, develop clear development plan, support better performance and maximize people capabilities, set individuals and team KPIs to align them with organization objectives.
• Manage the resourcing talent; implement effective recruitment methods and manpower planning, contribute to the interviewing and selection process, design an effective onboarding program, analyze exit interviews and recommend changes.
• Build an effective performance and reward management system; train managers for new appraisal procedures, coaching them to support better employees’ performance and disciplinary procedures, hearing and resolving employee grievances. Counseling employees and managers.
• Promote employee benefits and engagement programs to support organization culture and motivate employees.
• Build an effective pay plan by conducting periodic pay surveys; preparing pay budgets and payroll management system; recommending, planning, and implementing pay structure/salary scale revisions.
• Create Right Bite Learning and Development Plan; Conduct an annual training needs analysis, coordinate all in-house and external training programs to create training modules, Monitor and evaluate training program’s effectiveness, success and ROI periodically.

Managing the HR Department of 4 team members and accountable for the retail and distribution business of 150 employees for 58 International sports and lifestyle brands. Reported directly to the CEO and MD with the vision to implement new business plan, talent management system and employer of choice culture:
• Contributed and participated in the leadership of the organization as a member of the executive leadership team to promote DDE mission and vision.
• Designed new HR business strategy; the main focus of the project was to build a comprehensive HR policies and procedures, define departments Processes, SOPs and objectives to align it with business objectives, create a sufficient organization structure, employees job descriptions, objectives and KPIs. Successfully the project was completed, presented to the top management and adopted by the team members.
• Increased the business effectiveness, productivity and sales through sound HR and organizational development thinking and delivery: recruitment, retention, remuneration, Health and Safety, Employee Relations, Performance Management, People Development, and Organizational Growth.
• Introduced new talent planning system including recruitment process and onboarding procedure to make sure an effective and sufficient in manpower allocation and maximize people capability.
• Developed an effective training and development plan for DDE team members by identifying training and development needs through job analysis, appraisal schemes, regular consultation with business managers, taking into consideration costs of planned programs, allocated budget and return on investment.

SHARLU Marked as the 1st independent lubricant manufacturer in the region has been in the business of manufacturing and marketing of lubricants and base oil for over 35 years with a manpower headcount of 160. I was assigned as HR Manager by the General Manager with the vision to promote new culture within the organization and adopt it from all employees:
• Created and executed new business plan for the people management, people capability and organization culture in line with the business strategic plan to improve value creation and efficiency.
• Maintained an effective talent management system for recruitment, retention, and remuneration lifecycle.
• Created new performance management program that includes staff competencies, KPIs, career development, training and incentives.
• Motivated all staff members to regroup, enhanced their sense of belonging to increase productivity and accept changes from new management.
• Designed and delivered staff training plans as per each member performance, in accordance with the line managers.
• Systemized workflow between all the departments by creating a monitoring reporting system geared towards efficiency and productivity.

ARABIA is a consulting and engineering organization that handle different projects from renovation, construction, interior design, and architectural. Reporting to the HR Director to manage all the operational processes and procedures within the organizations and for the projects as well:
• Accountable for one of the biggest projects in Aleppo (TAJ HALAB PROJECT for 150 million USD) to complete all the project phases (5 projects) and supervised the contractors performance; set projects manpower requirements, allocate resources, select and hire staff, conduct orientation and manage their performance through set KPIs.
• Collaborated with HR Director on the development and implementation of formalized recruitment, remuneration and retention processes for operations employees.
• Measured and managed employee turnover indices and other key indicators of success. Provided advice on implications to management team.
• Developed effective communication plans, tools and templates.
• Managed compliance with Health & Safety regulations and provided liaison services regarding work related claims management and safety issues in the projects area.

Lahlouh is a cross-functional project management team that is dedicated to offer the best service for the client from concept, design, package and mail of all the marketing materials. I joined the organization to promote the vision of maximizing efficiencies and minimizing costs of services provided. I was assigned as a System Project Manager within the pre-press department:
• Planned and managed the implementation of the new ERP system ‘Kodak InSite Storefront’ throughout the company, moving company staff and clients into a paperless environment.
• Met with the clients, provided them with direct interface and ensure excellence in service delivery.
• Monitored clients’ satisfaction to improve the usage of Kodak InSite Storefront ERP System.

• Create and manage the company’s Operational Systems, processes and policies, which include best practices and quality of service.
• Identify technology and methods to collect, store, distribute and access information.
• Systemize workflow between underwriting, sales, claims, and accounts departments by creating a monitoring reporting system geared towards efficiency and productivity.
• Manage the training of each department with specific job duties and requirements to demonstrate excellent customer service and improving the ease of doing business.
• Provide leadership and direction to the administrative support personnel to ensure effective claims management process.
• Organize the workload among different branches.
• Lead and manage the planning, training and implementation of new Enterprise Resource Development