mostaf abulebdeh - portfolio
TRANSCRIPT
Mostafa A. Abulebdeh
+962 79 5355225-Jordan
Portfolio
Cover Letter
Broad professional capabilities in implementing HR functions, with over 20 years of
comprehensive HR experience in GCC , and the Region including recruitment and retention ,
career path, analytical thinking, conflict resolution , labor relations , benefits administration and
financial management.
Proven experience in collaboration with top management to conduct HR strategic planning in
order to support and further corporate goals.
Demonstrated experience initiating cost containment strategies resulting in significant saving
and best utilization for the available resources.
Ultra skills & abilities to address and implement strategic plans for talent acquisition, retention
and succession planning.
This in addition to my Key Professional Expertise:
- Global Talent & Leadership Strategy - introducing high potentials & leadership programs which improving retention and staff performance to meet the organization goals & objectives.
- Organization Development - expanding the knowledge and effectiveness of staff to accomplish more successful organizational change and performance.
- Reward & Employee Engagement - instigating cost-effective, motivational reward &
recognition solutions that improving the staff proposition & attractiveness.
- HR Effectiveness & Service Delivery
Enclosed is my resume for your review, I would appreciate the opportunity for interview to
demonstrate more fully of my qualifications and capabilities.
So please do not hesitate to contact me for any further information.
Mostafa Abulebdeh
C. V.
Career Objective: To develop, gain agreement to and manage the implementation of Human Resource strategies,
policies and procedures that ensure the organization has the necessary resources to realize its
business plans in the short, medium and long term and that staff are motivated and encouraged
to maximize their potential and contribution to the company.
Expertise in:
- Employer Branding - Change Management - Performance Management
- Learning & Development - Employees Relation - Compensations/ Benefits Design
- Policies/Procedures Design - Financial Management - Talent Acquisition
Personal Details
Place & Date of Birth : Kuwait - 26/04/1966 Nationality : Jordanian
Education
General secondary school certificate (Kuwait -1984).
Bachelor degree in Business Administration & Finance (Yarmouk University – Jordan 1988).
Master degree in Educational Management (Al-Fasher University - Sudan 2005).
Professional Experiences
June 2014 till now Independent HR / HR Business Partner Self Employed
Functional areas:
Provide high-level support to business owners and management. Builds partnerships with leadership to support and maximize employee engagement,
performance, and HR initiatives. Implement professional activities in HR designation with expressed purpose of aligning
human capital endeavors with organizational objectives.
Analyze and recommend solutions for HR and business issues.
Develop, revise, and implement HR functions, policies and procedures, and recommend changes for the improvement of workflow and cost control where effects the profitability.
Develop core job responsibilities and implement incentive programs to increase productivity.
Design career path and succession planning. Plan, budget, and evaluate the learning and development processes in terms of quality
and appropriateness. Head Hunting and Recruitment activities.
April 2013 till June 2014 Human Capital Director Company Power Line Engineering – Construction – Doha / Qatar (More
than 1500 employees – 350 of them are Engineers)
(Reporting to the President/Owner)
Accountabilities:
Lead the development of HR department goals, objectives and systems.
Develop annual Human Resources Budget and strategy to advance the company’s mission and objectives including Human Resource services, employee recognition, company get together activities and administration.
Initiate corrective action where necessary to ensure operations are conducted within the agreed parameters and targets are achieved.
Manage the implementation of HR functions and initiatives through the HR team.
Lead and manage reporting team members.
Encourage the ongoing development of the team and actively coach.
Develop and monitor administration to establish robust standards and procedures.
Identify opportunities for added value improvement, harmonization and resolve proactively any discrepancies.
Support the Line Management to evaluate present and future needs of the organization to maintain staffing level within budget parameters and aligned to the overall business strategy.
Integration of activities with organizational requirements of quality management, efficiency and service.
Design, direct and manage a business related initiative to address issues such as succession planning, superior workforce development, key employee retention, organization design and change management.
Manage employee communication and feedback through such avenues as company meetings, suggestion programs, employee satisfaction surveys, employee focus groups, one-on-one meetings.
Direct a process of organizational planning that evaluates company structure, job design and personnel forecasting throughout the company.
Identify and monitor the organization’s culture that supports the attainment of the Company’s goals and promotes employee satisfaction.
Implementation of the grading and benefit structures in the business to successfully maintain a coherent organizational structure.
Conduct ongoing job evaluation for new and existing roles within the organization to align roles within the grading and the organizational structure.
Undertake bench-mark studies to ensure that the employment terms and conditions are in line with market practices and compliant with country laws.
Overall ensure the strategic implementation and communication of HR strategies towards the businesses with respect to performance management.
Ensure proper development and implementation of new markets salary structures while studying the rules & regulations of new market entries.
Closely co-ordinate and monitor all payroll related processes with respect to cost center management, timely processing of leaves, overtime, deduction, expense claims as per Delegation of Authority.
Ensure job descriptions are completed for each role aligned with the overall business strategy.
Ensure that jobs are classified within appropriate grades to maintain equity and efficiency in work place.
Ensure that Department Heads conduct regular review meetings with team members to monitor performance goals and achievement of business objective.
2006 – 2013 Corporate HRD Manager - Regional Company Dar Al – Omran Planners. Architects. Engineers (Dr.Rasem Badran) ( More than 650 employees – 400 of them are Engineers )
(Head office, Jordan – DAO Infrastructure, Jordan – KSA – UAE, Abu Dhabi/ Sharjah – Yemen – Kuwait, Joint venture – Lebanon - Libya – Sudan )
( Reporting to the Corporate GM/Partner )
Accountabilities:
Responsible to prepare the strategic plans for the HR Department and measure the implementation by setting KPI’s.
Develop and implement performance management strategy (PDP’s).
Manage the HR Department budgets.
Direct, Develop and Update the DAO’s HR functions and system:
- Dictionary Competencies
- Job Descriptions based on Competencies.
- Recruitment & selection system based on job needs & competencies.
- Training and Development system.
- Performance appraisal system based on MBO & Competencies.
- Career path , Succession Planing & Career Development .
- Grading system.
- Compensation and Benefits system.
- Salary scale.
- Code of Ethics.
- Authorities Delegation Matrix
- HR manual.
Develop and plan the corporate HR functions as a strategic partner.
Implement, direct and evaluate the corporate HR function to meet the corporate strategic plan.
Develop strategies for the implementation of Talent Management programs.
Develop, implement and enforce the corporate HR system and the Admin. Policies & procedures.
Monitor the regional HR policies, programs, and applicable laws.
Coach and counsel all Country Managers & the corporate HR teams.
Manage staff mobilization and communication.
Monitor the market to provide recommendations regarding establishing or /and downsizing of all branches inside-outside Jordan
Participated in Business Development Activities – Sudan Market.
2004 – 2006 Training, Administration & Financial Manager Company Al- Khawarizmi College – Jordan
Accountabilities:
Member on the college council.
Lecturer in business administration & financial studies Section.
Plan & follow-up all training programs.
Review , update salary scale and benefits package
Review , update job description and employees performance appraisal
Prepare all financial reports.
Control the cash flow
2000 – 2004 Head of Administration Affairs Section Company Dar Al – Omran Planners Architectures Engineers - Jordan
Accountabilities:
Update DAO’s policies & procedures.
Purchasing management.
Responsible of implementing the HR functions: Recruitment& Selection, Orientation Programs, training and staff Development, Resignation and Termination procedures.
Responsible of achieving the financial objectives by anticipating requirements; submitting information for budgeting preparation; scheduling expenditures; monitoring costs; analyzing variances.
Monitor performance appraisal process.
1995 – 2000 Deputy General Manager Company National & Nahda Institute of Training Services - Kuwait
1991 – 1995 Training Managers Company National Institute in Association with Kuwait Oil Co. – Kuwait
1989 – 1990 Personnel officer Company Bank of Kuwait and Middle East - Kuwait
1988 – 1989 Commercial & Financial officer Company National Institute of Training Services – Kuwait
Attended Training Programs/ Workshops
- Leadership Skills - Motivation & Incentives
- Job analysis & Evaluation - Talent Management
- Career Path & Succession Planning - Performance Management
- Intelligence Management - Best Practices in HR Management
- HR & Strategic Planning - Emotional Intelligence
- Organizational Development (OD) - Leadership In Practice - Motivation In Motion
- Leadership & Strategy - 7 Habits of Highly Effective People
- HR Planning - Total Rewards & Incentive Systems
- Conflict Management - Opening Your Mind to Lateral Thinking
- Replacement of Employees - HR Balance Scorecard
- Strategic Planning - How to build an effective Salary Scale.
- Six Thinking Hats - ISO 9000 – 2000 Awareness & Internal Auditing
Thanks and Appreciation Certificates
London Institute of Technology and Research. U.K.
Ministry of Public Health, Kuwait.
International Establishment of Development, Kuwait.
Ministry of Public Affairs, Kuwait.
Cooperative Societies, Kuwait.
Dar Al-Omran Value Awarded Certificate, Jordan
References
Eng. / Yacoub Shubeilat – Strategy & Development Director - Dar Al-Omran - Jordan Tel: + 962 79 5248999.
Mr. / Mohammad Al-Qadomi – Owner of National & Nahda Institutes - Kuwait Tel: + 965 5733888 - Owner of Al-Khwarizmi College, Jordan Tel: + 962 6 5525183.
Mr. / Luay Kurdi – Owner / GM – Human Capital, Human Business Consultants – Jordan Tel: + 962 79 5150513.
Eng. Tarek Samarah – Ex-Operation Director – PLQ , and GM- Al Habtoor Leighton – Qatar Tel: +97455817673.
Success Stories
1. The role before where I have been instrumental in setting up an HR Department from
scratch.
I have done this merely with the last two employers
With Dar Al-Omran 2010 – 2013, I led the development of comprehensive HR functions
meeting state of the art HR practices. As part of transformation program in the company, we
introduced new competency based job descriptions through intensive workshops with team
members in all disciplines and then linked these job descriptions to performance management
system in different career levels.
I have evaluated the new roles suggested by new management structure as part of the
transformation program and cascaded evaluating the jobs within departments and disciplines to
ensure we meet the aspiration of the new structure and fulfill its duties.
Based on the performance management system and for the first time in the company, the
training system was based on specific training needs concluded from the “performance
development plans” PDP for every employee.
In parallel to the development of HR functions, I had to restructure the positions in the
department to provide focus on Admin, Personnel, and HR roles to meet the escalating efforts
required for applying, monitoring and modifying the following HR functions.
- Requirement & Selection System.
- Training and Development based on TNA.
- Performance Appraisal System based on MBO & Competencies.
- Compensation & Benefits System.
- Talent Management.
- Policies and procedures.
The above functions were essential and we had successfully retained our employees because
of them, despite the recession and human capital transfer to lucrative markets.
Eventually the above functions needed to be based on key pillars of HR system, and we have
designed the following systems based on market labor forces, and for achieving the goal of
having a comprehensive and integrated HR systems:
- Grading system.
- Salary scale.
- Career path , Succession planning & Career development .
- Code of ethics.
- Authorities Delegation Matrix
- HR manual.
Responsible about HR function in HQ which is considered the center of excellence for the
corporate, we developed later the role of HR in our branches and transferred the necessary HR
functions based on every region needs and maintained a supervisory role from HQ to ensure
proper implementation of these functions.
In addition, my role in the company corporate office offered me the following accountabilities
and responsibilities:
- Establishing regional offices such Sharjah (UAE) – Al-Khartoum (Sudan) – Aqaba
(Jordan ) - Abu-Dhabi (UAE) – Doha (Qatar) Branches.
- In coordination with the Financial Dept., established the financial system for Sharjah
(UAE) – Abu-Dhabi(UAE) – Al-Khartoum (Sudan) Branches.
- Providing HR& Admin technical Support ( HR & Admin.) to Riyadh (KSA) – Tripoli
(Libya) – Sanaa (Yemen) Branches - Kuwait ( Operation unit /Joint venture).
- Conducting market research to establish production unit in Egypt.
- Assisting business development efforts in Sudanese market.
With PLQ - Qatar 2013 – 2014, I employed as a Human Capital Director, where the aspiration
of the management on that time was to invest in developing HRD. I have initially conducted a
Gap Analysis between current and target status for the HRD, with focus on the following areas:
- Comprehensive implementation of HR functions.
- Establishing administration activities according to clear policies and procedures.
- Evaluating current department manpower qualities and distribution versus future needs.
- Restructure the department with intensive training and coaching to establish
distinguished section roles in the department such as; recruitment, employee relation
and training.
- Incorporation of HRIS.
- Establish unified communication frameworks between the sections in HRD.
From the gap analysis, an implementation plan was designed into three stages (stage 1 and 2
started in parallel):
Stage One: Restructure the HRD and train / coach the staff to start implementation.
Stage Two: Establish and upgrade the HR systems, policies and procedures.
Stage Three : Develop a customized HRIS.
2. The regions I have worked in so far geographically.
I have a hands-on extensive exposure within the entire ME region includes: “Jordan, UAE,
Qatar, Saudi Arabia, Kuwait, Sudan, Egypt, Libya and Yemen”
3. The size of team I managed and the reporting structure we followed.
The average staff direct reporting to me around 20 – 30 staff ( I have the capabilities to manage
more than that based on work capacity and needs ) , While I have enjoyed the capacity of
managing indirect staff more than 1000 members.
We used action plans for each section for daily updating and monthly meeting review
based on the below criteria that followed “RASI” approach - Table 1.
Table 1
Objectives KPI's
Re
sp
on
sib
le
Ac
co
un
tab
le
Co
ns
ulte
d
Info
rme
d
To
lera
nce
RA
G
Sta
rting
Da
te
Ex
pe
cte
d
Co
mp
letio
n D
ate
Ac
tua
l
Co
mp
letio
n D
ate
Comment
/ Actions
to resolve
Ra
nk
Ra
te
High EE
Low ME
Medium NI
4. Situation where I have developed an innovative Human Resources strategy and
implementation plan in a high growth, build or turnaround situation.
My role in this regard with my last two employers
With Dar Al-Omran : To maintain core skilled team and reduce staff turnover rate to an
acceptable market level, my strategy was designed through participation in company
strategic evaluation and strategy formulation, accordingly I built on strategic
opportunities to underpin HR strategic initiatives to achieve company vision.
The strategic initiatives were:
- Long term career development agreements: such as BIM and Sustainability / Green
Building Units.
- Developing staff competency framework that covers knowledge, skills, abilities :
through in-house and external professional training.
- Enhancement staff engagement & involvement through voluntary work in
transformation program on the following streams:
a. Markets & Client Development
b. Inspiring Exceptional Performance
c. Innovation & Productivity Improvement
d. Organisation & Finance
e. Ownership & Succession Planning
- Rotate staff within company branches mainly GCC area.
- Develop competitive rewarding and compensation system.
- Promote the environmental & social activities.
Results:
- More staff satisfaction through handling online surveys.
- Turnover Rate on 2012 was reduced around 40% to be in the acceptable levels 4 -
5%.
- Staff Retention was raised around 15%.
With PLQ : To increase productivity and reduce the production cost , the strategy was
designed based on the following factors :
- For most production units we implemented the productivity rate policy instead of
working overtime, by analyzing the production rate per day/ meter / quantity/ wastage
and giving the tasks as a job.
- For the positions that were entitled for overtime, we established agreed procedures to
be more controlled.
- For the positions that were not entitled for overtime, we established agreed rewarding
system based on project budget, size , performance and deadlines.
- Enhance the coordination between Operation , Procurement , commercial and finance
departments.
Results:
- Improved project delivery on trailing project such as handing over Al-Furjan Markets
Project 4 months ahead of forecasted completion date according to project planners.
- Increase productivity to overtime expenses as a result of 70% reduction on overtime
expenses on the payroll.
- With higher productivity we recorded more savings on raw materials wastage.
5. Cases in which I have taken a new, changed or expanded HR strategy, including the
challenges we faced in the “implementation” process and managing the delivery of
the new or recalibrated strategy.
The Case :
- PLQ facing financial crisis.
- Un-realistically inflated salaries because of redundant staff in projects.
- Lack of communication /Coordination between the role of HR , and other sections/
departments (Estimation section, Cost Control section and Operation department).
- Some staff not attending on the sites ( Just making finger stamp and leave the site ).
- Overlapping authorities between job titles.
Strategy objectives:
- Best utilization of manpower based on the business needs and share this responsibility with
all concerned parties ( Not HR role only ).
- Motivate attendance to be based on work progression & accomplishment of assigned tasks.
- Control salaries through following-up the set budget.
- Allow PLQ to hire people despite challenges.
- Provide clear work instructions to overlapping jobs.
Strategy Policies :
- Establish performance appraisal system : easy to use , simple , measurable and acceptable.
- Establish applicable career path and succession plan system.
- Enhance cooperation , coordination , participation and sharing responsibility from all
departments.
- Work progression/ Productivity means incoming payments and available funds.
- Incoming payments and available resources should be subject to cost control and business
capacity.
- Expand recruitment resources and build our own database
- Control attendance.
- Update Job Descriptions.
Strategy Challenges :
- Staff resistance.
- Lack of participation and cooperation.
- Disbelief, lack of trust in HR role and function.
- Conflict of interests with some parties in different levels.
Strategy Implementation :
- Review JD in coordination with QA department and line Managers.
- Evaluate all staff performance based on agreed set of technical and behavioral
competencies for each position.
- All concerned Directors, Managers and Seniors handled the evaluation process in presence
of HR team.
- Study the actual manpower needs for each project in coordination and cooperation
between HR ( PLQ overall needs) , PMs ( Operation needs ) , Planning section (Histogram
schedules) , Estimation section ( positions required in tendering process).
- Stop using the finger stamp machine in VIVA BAHREYAH project , each line manager/ team
leader sharing responsibility to control teams and to accomplish the assigned tasks in set
timeframe.
- Coach line managers/ team leaders how to communicate data with concerned parties.
- Sign agreements with different recruitment agencies ( Local, regional and international
agencies), and qualify them based on their capabilities.
- Qualify the HR team to use the different available websites related to recruitment.
Strategy Evaluation and Results :
- JD distributed through QA department in coordination with HR (In order to be more
acceptable to the staff).
- Split the staff into three categories
.Green: Core staff need minimal supervision and support
.Amber: Potential staff can be maintained with moderate supervision and training-
Performance was reevaluated after 6 months to consider final decision.
.Red: Redundant staff with very poor performance / attitude – to be laid off/
replaced gradually.
- Upgrading some core staff to higher level with proportional period of performance ( 6 months)
to decide on their package.
- Rotate staff on projects according to the project’s needs.
- Better communication from PMs and CMs with HR department regarding staff status in each
project on monthly basis to consider organized decisions.
- More involvement in sharing responsibility and more progression in VIVA BAHREYAH project
and other projects.
- Hiring around 10 staff from local market and the region during Aug. - Sept 2013.
- Weekly coordination meetings with all disciplines.
6. Major barrier or hurdle I overcame with my last employer.
One of the main barriers faced during the past 12 months is recruiting to maintain work
progress despite company financial situation and mass resignations of key staff during Nov.
- Dec. 2013 as well as the local restrains on obtaining entry visa and work permits for new
staff from the region. The company was at risk of bankruptcy.
To overcome these barriers the following actions have been taken :
Actions :
- Negotiated for an Operation Director role with a seconded senior project manager from
local projects management service provider.
- Based on my recommendation, the company merged a sister company (QPC) and utilized
all of its staff, and filled the vacant position of Technical Director.
- Promoted a potential MEP Engineer to be MEP manager as replacement to MEP Director.
- Promoted a potential staff to be corporate QA/QC manager as replacement to QA/QC
Director.
- Promoted a potential staff to be corporate IT manager as replacement to IT Director.
- The same done to some other positions - CMs, Projects Engineers...etc.
Results:
- PLQ still doing well with no major negative influences on Operations and Business.
- Higher staff satisfaction.
- Saving in staff salaries in payroll around 40%.
- Overcoming the visas issue.
7. Accomplishments and impacts that I most proud of with PLQ and the leadership style I
used in the strategy implementation
The ultimate goals to the company was to be one of the leading construction company in
Qatar in the coming 5 years by ensuring that we are perceived as trust worthy and following
business ethics in doing the business to all our stakeholder and staff members. This
required us to ensure that our values are communicated carefully to all staff members and
that it is measured as part of their performance; so this was reflected in the following stages:
Stage One: Top Management Buy-in
Agreed with top management (President, Partners) on the importance & impacts of the
change management in growth & development of the business, in terms of:
- Reinforcing of belonging and loyalty.
- Raising the production efficiency.
- Controlling the operational cost through best mobilization & utilization of resources.
- Motivating, developing and maintaining the company's employees.
Considered general directions and instructions from management Vision
Stage Two: PLQ’s members Involvement
Study the company's culture and working environment.
- Trust.
- Support.
- Communication.
- Multi nationalities - diversification.
- Systems , policies and procedures that reflects fairness and equity.
Communicate with all directors and managers.
Identify the influencers ( leaders ).
Build relations taking into consideration the cultures ( multi-nationalities).
Discuss the applicable solutions according to the company's available resources.
Match the existing problems and the possible solutions in view of HR functions (The
entry stage to the importance of change & the needs to HR management).
Open meetings with all staff to stimulate sharing the opinions & suggestions.
Deliberate, share and discuss systems with concerned parties before implementation.
Follow up the process of implementing the systems and execute any necessary updates.
Raising employees voices.
Stage Three: Implementation through HR leaderships styles
Demonstrate leadership role to show confidence in company’s ability to withstand
current challenges and overcome them.
Establish strong communication network at different levels to receive factual data on
company threats and weakening points.
Establish intelligence system to evaluate received data and take proper decisions.
Build trusted HR department that demonstrated care about company weaknesses /
problems and invited positive employees to participate in transformation.
Demonstrated a leader who take fair but firm decisions that provide echo to the change
the company is undergoing.
Increased loyalty through raising qualified potentials to senior positions with proper
communication and supervision from management.
Achieved significant financial results in my discipline which I’m proud of with PLQ during
the past 14 months:
- Best utilization of staff resources, Reduction = 37%
- Best utilization of Labors resources, Reduction = 32%
- Control staff Salaries, Saving = 39%
- Control Staff Overtime, Saving = 91%
- Control labors Wages, Saving = 36%
- Control labors Overtime, Saving = 72%
- Establish accommodation system, Saving = 57%
- Establish telephone allowance system, Saving = 69%
- Establish Vehicles system , Saving = 48%
- Control the logistic Section, Saving = 67%
- Manage company camp
- Upgraded the services provided for labors - equity with staff.
- Improved Camp Environment and living conditions .
- Minimized Resignations.
Note : I take pride that most of staff who were against my role at the beginning of my hiring
came to my office to stop me from resignation.
I used leadership skills to convince others about my role such as being a role model, committed,
dedicated, trustworthy, unbiased , transparent and honest. My Values : Trusted - Passionate
About What we Do - Embrace Each Other- Strive for Excellence