Talent Management Human Resources

Mohammad Jawwad Qazi (CIPD)

+1-416-***-****, +92-331-******* *******@*****.***

•Globally acclaimed HR & OD professional with over 25 years of experience across diverse geographies such as USA, Canada, Saudi Arabia, UAE and Pakistan, with solid track record of helping companies win in their marketplace and maintain their competitive edge by deploying world-class OD strategy aimed at building organizational capabilities and effectiveness, structure & governance, talent management, cultural change, total rewards, process re-engineering, HR digitalization & technology and employee experience.

•Proven track record of translating business vision into OD initiatives that improve performance, profitability, growth, and employee engagement. Champion corporate vision and mission through people by reinventing people function with an employee-centric design, innovative technologies and a dynamic operating model.

•Developed and implemented industry/comparator aligned compensation & benefits structure, developed JE framework based on Korn Ferry JE Method. Designed Executive Base Compensation & Variable (Incentive) Scheme (STI/LTI/Stock Option) based on Balanced Scorecard Framework.

•Deep experience in diverse industries such as Oil & Gas (Upstream & Downstream), Pipeline Fabrication, Building Materials, Construction, Retail, Consulting and Automotive.

•Partner with senior executive leadership teams to align strategies, transform organizational cultures, and create Great Places to Work known for employee experience excellence. Lead with empathy and respect. Foster inclusive, collaborative, and accountable work environments where people are encouraged to innovate and drive for results. Leverage agile, growth mindset, high EQ, and active listening to engage and empower teams.

EXPERTISE

Talent Vision & Strategy Development • HR & Business Strategy Alignment • Organizational Design & Development DEI Strategic Planning • Reorganization & Restructuring • Change Management • Project Management • Data Analytics Succession Planning • Compensation Planning • Employee Engagement & Retention • Coaching & Mentoring • HRIS

PROFESSIONAL EXPERIENCE

HRSG GLOBAL – MIDDLE EAST & PAKISTAN Jun 2023-Present

CEO ORGANIZATIONAL DEVELOPMENT & BUSINESS PARTNERING VERTICAL

Hired as CEO to lead and manage HR Consulting business and to partner with clients to define strategic direction for structure, people and process, technology and culture agendas impacting their most valuable asset (i.e. their employees). Providing Clients a strategic guidance and advice on leadership development, performance management, and organizational design & development, and change management initiatives. Providing advisory services on talent acquisition and compensation planning for key senior and strategic positions.

Advised Banking Sector Client on designing reorganization and leadership structure to improve their employee engagement and experience, while effectively managing employee relations. Revamped their Total Rewards structure and developed a comparator basket to select peer group from for salary benchmarking for external equity purpose and evaluated mission-critical jobs for internal equity.

Conducted a thorough assessment (discovery & diagnosis) and helped Oil & Gas Sector Client to successfully

restructure their divisions and made them agile and lean, nurture a culture of innovation and collaboration,

instill pay for performance culture and merit based promotions.

Conducted group-wide manpower rationalization exercise as part of 3-year manpower planning for their

upcoming projects for Manufacturing Sector Client, streamlined their reporting structure, clarified roles and accountabilities, identified competency gaps, talent shortage/surplus and recommended ways to rationalize workforce and to fill gaps to support business expansion plans.

M.J BRANDS (PVT) LTD

Advised senior leadership team on people agenda and impact on organizational effectiveness, strategic planning and

talent management. Aligned HR and DEI strategies with overall business plan and strategic direction. Led team of nearly 50 staff, including 5 working group leads and 4 direct reports. Reported to Board of Directors.

—Designed, implemented, and oversaw M.J Brand’s first DEI program. Leveraged data from employee engagement survey and focus groups to develop business case and aligned program with company’s strategic business plan.

—Influenced systemic change toward inclusive and engaging culture by building DEI workgroups that garnered 85% voluntary employee and 100% senior leadership participation. Advised CEO on DEI championing program.

—Integrated DEI in all aspects of HR, spanning recruitment, benefits, compensation, employee relations, and performance management. Worked with communications team to implement DEI review of all publications.

—Designed and facilitated DEI training for Board members; led all-staff inclusion discussions and exercises.

— Strategically supported the BUs in developing the culture, processes, tools, and systems (HCM) related to talent management across all business units;

—Participated in organizational strategic planning as it related to areas of Talent Management;

—In collaboration with the different job family owners, developed activities of professional careers or across the job families and implemented the proper strategy, as well as evaluation of the progress toward the achievement of the selected goals/objectives to modify the strategy.

—In coordination with the people and culture leaders, put in place a program to support the knowledge development of highly performing employees across the organization.

—Provided professional expertise and support in the optimization, development, support of the talent processes such as succession planning that was required to achieve business goals and results in the creation of an internal bench of top talent.

—Collected, analyzed, and maintained data gathered to inform targeted leadership development (e.g., succession planning, HiPo).

—Implemented assessment mechanisms to measure effectiveness of talent management practices (i.e. KPIs, Succession Planning, Hi Potential Development, etc.).

—Partnered with People and Culture team to ensure Talent Management System effectively meets evolving needs.

EDGEWATER GLOBAL INC. (PE FIRM) – TORONTO CANADA

Directed all aspects of HR function to support company’s overall business plan and strategic direction. Consulted with senior leadership team to provide counsel and guidance on organizational effectiveness, strategic planning, and talent management matters concerning existing and newly acquired operating subsidiaries. Led team of 3 direct reports.

—Led and directed OD projects and techno-structural initiatives for post-integration of acquired companies such as work re-design and business restructuring in alignment with strategic objectives of HoldCo.

—Oversaw all key phases of OD strategy encompassing entry, diagnosis, feedback, solution and evaluation.

—As the leader of the Employee Experience Centre, oversaw the Company’s global HR Shared Services, Business Partnering & Centre of Expertise teams. With three dedicated hubs across the Canada and US, and a distributed network of HR roles, an Employee Experience Centre delivered the operational and specialized HR activities and initiatives covering the employee lifecycle.

—Oversaw the identification, hiring, and training of Employee Experience Centre team members.

—Executed on the HR Operating Model vision, working with process owners and service providers to deliver optimal service solutions.

—Drove a continuous service improvement mindset by partnering with the Centers of Expertise (COEs) and HR Business Partners (HRBPs) to proactively explore opportunities to optimize key processes.

—Liaised with stakeholders in HR and Technology to understand business/functional requirements, and to collaborate with external vendor partners to implement, upgrade, and maintain technology solutions

—Monitored and refined Service Level Agreements (SLAs), analytics, and reporting, to assess the performance of the Employee Experience Center.

—Provided data driven insight and make recommendations to Executive Management and other internal stakeholders.

—Supported HR projects and key initiatives, and supported the delivery and change management of new HR programs.

—Led and managed the Employee Experience Centre, by developing and coaching team members, ensuring that team is trained and knowledgeable and by cultivating a winning culture.

—Launched first employee engagement survey to achieve 90%+ consistent participation, exceeding 85% goal.

—Drove equitable compensation practices by collaborating with company president to identify inequities based on race, gender, and department. Applied pay equity and review method to make salary and promotion decisions.

—Optimized performance management by leveraging first HRIS to design, build, and implement system that integrated voice of both managers and employees.

—Expanded benefits from single 2-tier plan to two 4-tier plans — employer-funded benefit and company medical plan. Saved company $150K+ annually while offsetting co-pay, deductible, and co-insurance costs to employees.

—Created succession plan to develop and move remaining employees into leadership roles.

MAZRUI HOLDINGS LLC – ABU DHABI UAE

Spearheaded group-wide strategic HR transformation project & OD initiatives aimed at engaging talents, building organizational capabilities to help businesses maintain their leadership position in their respective industries. Worked closely with business leaders in understanding key business challenges and objectives to ensure that HR strategic objectives, practices and systems are in place and aligned with business’ strategic priorities

—As a key member of Corporate Senior Leadership Team, reported to Chairman and worked as a commercial business partner to the Group CEO and the Business Unit Heads. I was heading up, with responsibility for the full HR mix, a small dedicated Central HR Team (03), regionally spread Sector HR business partners (04) and the HR Shared Services Team (09). Directing, leading and providing HR strategic guidance and services to more than 12 (wholly owned) subsidiaries, 02 JV companies and 03 Associates with 5000 employees' base across MENA region

—Successfully operated Corporate HR department as “strategic business” within wholly owned subsidiaries operating in diverse business sectors. Developed and effectively implemented new HR operating model consisted of HR Shared Services Centre, HR Business Partners, and HR Centre of Excellence to deliver HR services for subsidiary companies generating USD$ 300M revenue.

—New HR Operating Model dramatically improved subsidiaries cash outlay, reduced operating expenses and improved Net profits by 12% (audited account) and realized 30% annual cost savings due to consolidation of resources, economy of scale and skills and performance-based SLAs.

—Controlled USD$ 1M annual Corporate HR Budget focused around organizational effectiveness, automating HR processes, staff development and improving employees' experience.

—Large scale Automation initiative yielded more than 50% reduction in HR transaction turn-around time and streamline the workflow and processes with 18% annual cost savings through the reduction of manual and paper-based HR transactions with 100% ROI within 2.5years

—Developed talent management & succession planning metrics with the executive management team that drove optimal talent pipeline performance

—Collaborated with learning & development & field HR teams to continually assess the effectiveness of management development tools and processes

—Stayed abreast of current trends and best practices in Talent Management, providing continuous improvement

—Provided change management and project management support to the region to ensure successful cultural changes with regards to diversity and inclusion strategies

—Developed, initiated and maintained effective programs for workforce retention, promotion, leadership development and succession planning

—Ensured that organization-wide talent management and PM initiatives are focused and aligned on improving operational and program efficiencies and effectiveness

—Established analytics/key performance indicators to assess effectiveness of talent processes and to identify organizational opportunities and gaps

—Directed the overall effort to reduce improve workflows and eliminate inefficiencies within HR Operations

—Performed analyses and identified metrics to track workforce planning, succession planning and talent management outcomes in partnership with our HR analytics team

—Led a team of OD professionals to deliver the company wide strategy, programs, processes and tools that identify and develop talent

—Developed and implemented Company-wide cyclical programs including performance management, Employee Opinion Survey, succession planning, cross-functional talent rotations, etc.

OMAR.A.BALUBAID LTD – JEDDAH SAUDI ARABIA

—Developed and implemented an overall talent management strategy for sourcing, selecting, and on-boarding, inducting, developing, rewarding, engaging and retaining the best talent within the group.

—Developed HR operating framework based on General Motors' philosophy of making HR an integral part of business agenda and strategic objectives of their exclusive distributors operating throughout their respective regions.

—Partnered with business heads in understanding their businesses and developing bespoke HR solutions and programs based on their inputs which were designed to attract, develop and engage and retain the best talent to support their 3-years aggressive growth plans.

—Established Talent Management & Organizational Development Division for Automotive Sector with the scope to develop and implement talent sourcing model for Saudi local talent & professional expatriates, designed and delivered Leadership Maintenance Program, soft-skills training under LEAD platform, and also introduced the vocational training programs for new and existing Saudi locals and other technical staff.

—Established the ‘Employee Service Centre', a part of Wireless HR Portal, was the key component of an overall transition that had helped focus HR on more strategic, consultative, and operational issues, and less on transactional issues.

—Overhauled Grading & Pay Structure, Developed Job Mapping Framework and Job Families, Conducted Job Evaluation (Hay Method) of mission-critical jobs.

ASIA PETROLEUM LTD – SINGAPORE

Headed up Corporate and Plant’s HR function, led the implementation of uniform HR policies, standardized processes, procedures and systems, developed and implemented HR Manual, organizational structure and performance management system aligned with Company strategic objectives.

—Worked with the HoDs and executive team to identify organizational and talent issues that impact the achievement of business objectives and provided meaningful, action-oriented HR solutions to resolve issues

—Structured HR support activities to align with needs and priorities of business units

—Focused on HR priorities and initiatives that drove business results and performance for the company and approached HR from both a people and business perspective in order to make a true difference to organization's performance and employee experience.

—Responsible for working collaboratively to drive business performance by providing strategic direction, coaching and development to senior operations leaders and employees on all people related matters.

—Partnered with operations leadership to deliver initiatives that strengthen organizational capabilities in OD, talent management, leadership development, organizational design, culture, employee engagement, change management training and employee relations.

—Co-led HR transformation initiatives aimed at developing and articulating clear and compelling HR strategies in a performance driven culture.

PAKISTAN NAVY

—Responsible for conducting training needs analysis for civilians and junior officers based on annual performance appraisal results

—Designed and rolled-out leadership development courses for junior officers

—Evaluated and selected appropriate instructional design models and methods based on project objectives

—Created engaging and interactive learning experiences using a variety of authoring tools

—Developed supporting materials such as participant guides, job aids, and assessments

—Delivered training programs (virtual, classroom, etc.), ensuring a positive and impactful learning experience.

—Managed post-training evaluations and feedback to continuously improve L&D offerings.

BSc(Hons) Naval Sciences – 1999 – Pakistan Naval Academy

CHARTERED INSTITUTE OF PERSONNEL DEVELOPMENT — CIPD FROM OAKWOOD INTERNATIONAL UK

CERTIFIED KORN FERRY JAY EVALUATION (ADVANCED LEVEL) DUBAI

BALANCED SCORECARD PROFESSIONAL CERTIFICATION – DR. NORTON & KAPLAN

SENIOR VICE PRESIDENT—HUMAN RESOURCES CHIEF DIVERSITY, EQUITY, AND INCLUSION OFFICER

May 2022 - May 2023

DIRECTOR — HUMAN RESOURCES CHIEF DIVERSITY, EQUITY, AND INCLUSION OFFICER (Apr 2020-May 2021)

SENIOR VICE PRESIDENT ORGANIZATIONAL DEVELOPMENT Jan 2014 –Apr 2022 Jan 2014-Jul 2017

CHIEF HUMAN RESOURCES OFFICER (CHRO) Sep 2006 – Dec 2013

ADVISOR – ORGANIZATIONAL DEVELOPMENT Sep 2004 – Aug 2006

HUMAN RESOURCE MANAGER Jul 2002 – Aug 2004

STAFF OFFICER (TRAINING) Jan 1995 – Jun 2002

EDUCATION

CERTIFICATIONS

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