A 40+ year old private investment group with holding companies spread across the gulf and middle east regions and controlling investments in businesses related to financial services, telecommunications, satellite television, radio broadcast networks, internet telephony and gateway handlers and many more.
- HR Process Engineering 80%
- HR Management System 70%
- Recruitment 90%
- Training and Development 30%
The Case Study
Initial requirement was the HR overhauling of the private office for one of the controlling stakeholders of the group. The Prince HHPSK, requested a complete process redesign, staff augmentation where required, job description and ethics and a new-age HRMS to assist in the HR functions day in day out.
The prospect was that if the new program clicked in the private office, where staff was around 50, it would be taken up to the holdings office where staff was over 300. p>
A detailed study of the AS-IS work processes was done for two weeks whilst acquiring procedural responsibilities of different staff members and classifying departments with relevant functions to execute the objectives of the private office.
The next step was to assign globally recognized standard job functional positions to people who previously were doing everything erratically. Several positions resultantly opened up and staff was recruited to fit the roles. A post-recruitment valuation and training program of 10 days was also conducted to assess the feedback from veterans and newly recruits.
It was observed that employees were 78% more responsive, productive and satisfied with the functions they were assigned and the management was a lot effective now. Finally an HRMS was set in place to replace the legacy system in place for timekeeping and HR management.