CURRICULUM VITAE

Fadi Mahmoud Abou El Naja

Personal Information

Marital Status: Married

Nationality: Palestinian

Date of Birth: 03/02/1978

Age: 40

Dependents: 3 Kids

Mobile: +966-**-*-**-****

Email: ac9gkl@r.postjobfree.com

Summary:

Senior HR Manager with extensive experience of managing and delivering the full

range of HR functions gained across a wide range of sectors and multinational companies.

I have strengths in developing HR Policies and Procedures, Resourcing & Recruitment,

Employee & Government Relations, HR Change Management, Training & Development,

HR Operations, HRDF (Human Resources Development Fund), Employment Labour

Law, Nitaqat & Performance Management.

Working Experience

Nov 2013 to date: Country Human Resources Manager- KBR-AMCDE ( Kellogg Brown & Root- Azmi Abdullatif Abdulhadi & Abdullah Mohanna Al Moaibed Consulting Engineering Comopany.

Achievements:

1-Developed the local HR Policies and Procedures for KBR- AMCDE in compliance with the Saudi Labour Laws that aligns with KBR global requirements as well as local legal and operational requirements.

2-Saudization Penalties: Under my supervision, my recruitment team has managed to increase our Saudization% in Nitaqat system from 27% to 34.5%, high green, in 2015 as I have administered the recruitment selection criteria for Saudi’s to ensure that all new Saudis recruited for this business are highly skilled, qualified, capable to be assigned on projects and can furtherly be developed for higher leadership positions in the future. Moreover, we have reduced the Saudization attrition percentage from 29.92 in 2012 to 3.29 in 2017. In 2016, the Saudization% increased to 36%. Currently, the company has decided to maintain the Saudization percentage due to lack of work.

3-HRDF (Human Resources Development Fund): KBR-AMCDE has signed two agreements with HRDF beginning of 2014 which enabled the company to receive financial assistance on monthly basis to cover some of the recruitment and training cost for fresh graduates. Furthermore, HRDF has awarded KBR-AMCDE amount of SR. 734,507 as a reward for our full compliance and achievements to the Saudization in 2014. From 2016 to date, KBR-AMCDE has been awarded SAR 1,507,373.76 monetary assistance.

4-Obtained 344 work visas in 2014 and 500 work visas in 2016. Signed agreements with new visa agents in many countries.

5-Travel cost reduction: Under my supervision, we have signed additional local Travel Agreements in 2015 which enabled HR to reduce the travel cost for employees, proceeding for annual leave or business trips, by approximately SR. 50000 per month compared to 2014.

6-Training & Developments: Micro managed the training activities under GES+ contract which enabled KBR-AMCDE to achieve a minimum of 10000 man hours that was delivered to Saudi employees this year. This has been fully achieved on the 2nd quarter of 2015 only.

7-Resolve payroll improper payment in 2015: Due to timesheet uncontrolled entries and approvals by employees and managers, HR has introduced the timesheet driven payroll procedure which enabled timesheets to record the employees’ attendance, and accordingly payment has been linked with it presently.

8-Wages Protection System Compliance: All western expatriate payroll payment method has been converted from home country bank accounts to local which enabled KBR- AMCDE to 100% comply with the instructions given by Saudi government regarding wages protection system.

9-Saudi Council of Engineers Registration and Iqama processing time frame: Managed to reduce the time frame in processing SCE (Saudi Council of Engineers) and Iqama from one month to ten working days which enabled the company to do cost reduction in terms of hotel bills.

10- I have developed an Employee Engagement Survey to KBR-AMCDE consisted of 60 questions, to collect the opinion of staff about a range of management practices and factors that drives employee engagement/ performance using a validated survey instrument called Opinio. Then I summarized the results and ran a workshop for the Senior Management team and then to each department in the company. This is to facilitate and address the results, encourage supervisors & mid-level managers to have an active dialogue and to develop a corrective action plan. The dimension measures used in developing this survey are as follows:

a)Opportunities for development and career growth

b)Job Satisfaction

c)Management/Leadership

d)Performance

e)Teamwork

f)Training

g)Recognition

h)Equality

i)Compensation & Benefits

j)Work/Life

11- Approximately SAR760,000 on 2018 annual cost reduction was initiated by HR from the change of KBR-AMCDE’s medical provider from AXA to BUPA. A strategic negotiation took place which resulted to a massive insurance premium cost decrease without affecting the quality of medical services whereas the area coverage became even better (GCC countries were added)

Principal Accountabilities

1.Assist the Senior Management Team to maintain the most efficient organizational structures across the company that effectively address increasing customer expectations.

2.Drive productivity improvement across the business, actively support cost reduction programs.

3.Ensure compliance on the Ministry of Labor set target on the Saudization percentage( Nitaqat). Formulate strategies & programs and seek to recruit local nationals to positions where there is the availability of suitable skills and experience.

4.Where there are no sufficient skills in the local labour market, identify the most effective, efficient and economical external recruitment markets.

5.Ensure availability of work visas should there be a manpower requirement once the company is awarded with huge projects.

6.Manage established agents in overseas locations to provide an effective and timely international recruitment service.

7.Ensure that all SAP system required transactions are fully updated and no backlogs.

8.Provide support to line managers/supervisors to ensure all employees are appraised effectively at the end of the year through AIM system.

9.Ensure that the company complies with labor law employment legislation and government regulations.

10.Ensure the consistent delivery of the company’s Induction for new hires.

11.Ensure KBR-AMCDE compensation and benefits practices remain market competitive and accordingly implemented as guided by the Global Compensation & Benefits procedures.

12.Manage our Government Affairs Department tasked with liaising with government and other public entities in relation to employment legislation, processes and documentation, and other administrative requirements of the business that require interfacing with the authorities. Deal with the labor disputes filed by the employees at the Saudi Ministry of Labor.

13.Provide direction and establish a system to monitor and control the performance of Government Affairs function.

SEP 2009- Oct 2013: Human Resources Manager- Maritime Industrial Services Arabia Company LTD. located in Jubail Industrial City.

Achievements:

1- Saudization: the resourcing situation in the Kingdom was challenging due to the combined pressure of Saudization (Nitaqaat Program), restrictions in issuing visas. It is particularly difficult to find Saudi Nationals who are willing and able to take on welding & fabrication work. It takes a fairly long time to find Saudi’s who are willing to stick with this type of work and when we do, they need an extended training period – both for to ensure that they are fully competent and to give the line manager confidence that they will properly fulfil the role.

-I introduced a new salary scale with three main goals is to attract new Saudi candidates, retain the existing employees of the company.

-I utilized the advantage that we are supported by the HRDF ( Human Resources Development Fund) who provide the qualified Saudi labour force to work at the privet sector as a supplier of Saudi workers and their scheme is to support us with their funds by paying parts of their salaries.

-I extensively improved the working environment in our company through providing Saudi trainer for the Saudi employees in the area of welding experience, and providing new welding machines as well as we recently requested the management to allocate a budget for building a new welding school. In addition to that, on time salary payment, dining room for Saudi employees, Off on Thursday…etc.

-I revised the performance appraisal system to evaluate the performance of Saudi employees in the company proposed with incentive scheme to ensure efficiency, productivity and growth.

-Management Development Program for Engineers. Plan the learning process according to the time frame- (1 year) Line manager is responsible for constant monitoring of the development of the employee.

All above initiatives have improved the company Saudization %, reduced the turnover and ultimately we were able to obtain 124 new work visas.

2- Since my joining the company, I was responsible for hiring 268 new joiners year 2010 and was able to deal with high turnover through reducing turnover percentage from 16% to 9%. through collecting the opinion of staff by invited a range of managers, department heads and all foremen to a meeting to facilitating the exchange of ideas and increasing the power of shared efforts through and encourage active participation. A corrective action plan was filled later to improve the morale of the Shop employees and improve productivity. This exercise was made to retain valuable, capable employees and keep them motivated. I’m still maintaining this productive effort since initiation till now.

3-KPI’s & IKO’s: I introduced the staff incentive plan which was designed to help achieving the department goals and to assess the individual responsibilities performed. Each plan includes financial, service quality and individual criteria to measure contributions to the company results.

4-I wrote and implemented the Human Resources policies and procedures such as Recruitment & Selection, Appointment and Induction Formalities, Attendance & Leave Rules, Employee Benefits, Salary Advances, Business Travel Rules, Performance Appraisals & Salary Revisions, Training & Career Development, Conduct and Disciplinary Procedures. Also I developed the Succession Planning Program for staff employees and wrote the Employee Handbook.

5-I was responsible for organizing Team Building activities to improve morale and break barriers between employees through arranging sport tournaments, man of the month awards; long years service awards, Ramadan Iftars events and yearend parties.

Principal Accountabilities

1-To managing the HR policies and practices to enable the achievement of the MISA Business Plan.

2-To ensure that there are good systems & processes in place that support and equip line managers to get the best out of their people, such as counseling, handling grievances and a fair system of enforcing work discipline.

3-Develop a comprehensive learning framework that links to MISA competencies and job requirements to enable all employees to access learning that provides them with the skills necessary to do their job.

4-Partner with recognized institutions to accredit internal learning programs so that these build into formally recognized qualifications.

5-Co-ordinate, collect and report information from the Performance Appraisals to identify training and development needs to ensure that programs meet the requirements of employees and the company.

6-Develop and coordinate with Training Institutes programs that support the development of individuals who have been identified as having the potential to move into supervisor and managerial roles.

7-To develop and manage the succession planning practices to ensure there are no extended vacancies in critical roles.

8-Develop and implement strategies for sourcing and recruiting employees to meet the annual Business Plan.

9-To coordinate external/internal advertisements to target a suitable pool of candidates through appropriate channels, taking advantage of new technology where appropriate.

10- Provide advice and guidance to line managers on managing and leading their employees.

11-Ensure Employee Relations practices are consistent with Employment Law and community standards.

AUG 2006- till AUG 2009: KSA Resourcing & Recruitment Manager – DHL Express

Achievements:

Outstanding Achiever of the year 2007

I have accomplished raising the company employment from scratch to top performance level within a very short period from the time I joined. I have reduced the average time to fill vacancies from 13.3 to 5.6 weeks and conducted two successful sales assessment centres. I was responsible for hiring 212 new joiners year 2007, Exceeded Saudization percentage required by 46% and oversaw the administration of 152 promotions from Q1 to Q4. 2008 was a difficult year as recruitment department was subject to recruitment freeze during the last two quarters. Despite the freeze, we were able to deal with high turnover through recruiting 383 employees, 256 of them were considered as new joiners and 127 were promotions. Therefore, turnover percentage dropped from 26.17% to 22.45%. The recruitment department was able also to run three successful female assessment centers that were crowned with recruiting 21 highly qualified female employees.

Principal Accountabilities

1-Support managers to identify their recruitment needs.

2-Develop and implement strategies for sourcing and recruiting employees to meet the annual Business Plan. This includes the achievement of DHL’s Saudisation targets.

3-Managing the Head Count and FTE in line with budget.

4-Manage the Recruitment budget to ensure its most effective use.

5-Provide advice and guidance to line managers on managing and leading their employees.

6-Ensure Employee Relations practices are consistent with Employment Law and community standards.

7-Manage the provision of Local Affairs Services.

8-Comply with and support the policies and procedures of DHL’s Quality System.

9-Undertake additional projects as requested.

10-Managing the supply of suitably qualified candidates to meet the business’s time frames.

11-Working with line managers on how to best address poor performance and/or inappropriate behaviour.

12-Understanding the recruitment needs arising from annual Business Plans and translating those into a Resourcing strategy.

13-Coordinating the effective and timely completion and return of annual performance appraisals.

14-Educating and influencing managers on recruitment and employee relations practices.

FEB 2004- AUG 2006: KSA Training & Development Executive- DHL Express

Achievements:

I used to give intensive training courses in Introduction to Sales, Company Induction, Planning, Organizing & Time Management, Key to Forklift Safety rules and regulations & Introdution to management at 132 DHL Offices in different locations in the kingdom of Saudi Arabia for 1700 employees.

Principal Accountabilities

1-Supporting the training requirements for employees to ensure that DHL has skilled and competent staff within budget whilst ensuring the highest quality. To support the training needs analysis that enables the scheduling of training programs to fit the needs of the individual and business strategy. To support the development of training frameworks to support line management requirements and conduct courses as appropriate. To co-ordinate and communicate training programs to ensure there is high business awareness and commitment to investment.

2-Supporting the management of the line trainer program to select appropriate people, skill and monitor training standards and activities. To manage the training records and materials in a systematic way.

3-Managing the reporting and training evaluation files to enable the business to have an understanding of the training activity.

4-Ensuring training and develop policy and information is accessible and efficiently organized.

5-Co-ordinate, conduct and facilitate induction programs to enable new employees to become familiar with DHL’s business, policy and culture.

6-Managing the reporting for training investment and records that enable DHL to have an accurate understanding of training activity.

7-To ensure accurate Training and Development data is kept and maintained on the database to enable the Organizational Development Manager to meet budget requirements and seek opportunities to support savings.

8-Ensuring that learning and development programs are linked to competency frameworks that are relevant for each role, and that identified people are provided with sufficient opportunities to develop them for future leadership roles.

9-Educating and influencing Team Leaders/Supervisors in a range Of development solutions (e.g. self-paced learning, coaching, Mentoring, projects etc) in addition to face-to-face training programs.

10- Determining the best approach to the development of a specific skill set, and selecting institutions as partners in order to provide accredited learning programs.

11- Development of a comprehensive learning framework including course timetables and other development programs, and delivering these programs in a timely and efficient manner.

12- Providing all employees with access to programs that meet their needs, and provide them with formal accreditation within budget and other constraints of day-to-day business.

JAN 2003- FEB 2004: Sales Executive- Sheraton Dammam Hotel & Towers

This position has responsibility for handling and managing enquiries for groups and events at negotiation and contract stage. Some other areas of responsibility include diary management; working closely with the sales team and dealing with customers face to face on a daily basis. Part of this role will be to meet company targets and budgeted numbers. To demonstrate enthusiasm and motivation whilst providing a consistent high level of customer service with a keen attention to detail.

MAR 1999- SEP 2000: Oberoi Dammam Hotel & Towers

Management Training in:

Front office Department as Guest Service Agent.

Food & Beverage Department.

Accounts Department as Night Auditor.

Courses Attended

1-Foundation of Leadership Course on 1st of March 2004.

2-TDL1- Workplace Mentor Course on 7th of March 2004.

3-DHL Express Company Induction Course on 14th of March 2004.

4-Sales Induction Course on March 2004.

5-TDL2- The Magic of Training Course on 27th of March 2004.

6-Planning, Organizing & Time Management Course on 24th of April 2004.

7-Counterbalance Fork Lift Truck Operator Training Course on 5th of June 2004.

8-Counterbalance Fork Lift Truck Instructional Techniques Training Course on 7th of June 2004.

9-Best in Class for Field Sales on 20th of November 2004.

10- General Fire Safety Course on 29th of April 2005.

11- Best in Class for Telesales on 6th of June 2005.

12- Basics of First Aid/ CPR on 27th of June 2005.

13- Management Development Programme on 26th of July 2005.

14- Microsoft Outlook – Train the Trainer on 16th of January 2006.

15- Influencing with Impact Course on 26th of June 2006.

Abilities

Presentation skills

Facilitation and training skills

Software skills (Word, Excel, PowerPoint)

Communication skills, spoken and written- ( Arabic, English)

Summary of Qualifications

1997-2001: Bachelor of Arts degree with Honor in Business Administration from Arab Academy for Science and Technology and Maritime Transport, Bahrain.

1996: Attended courses of General English language and Toefl preparation.

1995: Attended and graduated from Umm Al Qura Secondary School in Jubail Industrial City, Saudi Arabia.

1992: Attended and graduated from Umm Al Qura Intermidiate School in Jubail Industrial City, Saudi Arabia.

1989: Attended and graduated from Al Fanateer Elemintary School in Jubail Industrial City, Saudi Arabia.

Interests & Activities

Gym, Tennis, Table Tennis, Swimming, Fishing and Reading

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