Developed and implemented a new Organizational Design for a major Government Department in Abu Dhabi

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1 Adiv Cnsulting is a leading Management Cnsulting firm based in the GCC, specialising in the area f Strategic Human Resurce (HR) management and Organizatin Design. Adiv was funded n the principle f delivering tangible and sustainable change. We partner with ur clients t devise custmised slutins and wrk hand in hand with them t reslve their mst significant business issues. Organizatins shuld view and place HR at their strategic cre. Once implemented HR can be used as a key tl t drive strategic change, innvatin and imprve lng-term rganizatinal heath Adiv wrks with multiple clients acrss a wide variety f sectrs with a cmmn gal f making HR departments mre strategic, effective and act as an enabler fr Organizatins t achieve their gals. Adiv has empwered Client HR functins t enhance their psitining within the rganizatin while at the same time making key HR services such as recruitment, talent management and training mre effective and efficient. The fllwing are a selectin f Client examples that illustrate HR challenges faced by majr rganizatins and Adiv s apprach t their successful reslutin. Develped and implemented a new Organizatinal Design fr a majr Gvernment Department in Abu Dhabi This Gvernment department is respnsible fr prviding infrastructure and peratins t supprt the grwth and quality f life in the Emirate Thrugh the expansin f mandate and increased scpe due t the amalgamatin f varius entities, this department faced a large increase in staff headcunt withut any fully apprved rganizatin structures Many psitins were nt fficially recgnized and grades and emplyment cntracts were nt unifrm r aligned The mandate f the Department changed t refcus the rganizatin n regulatin and planning cmpetencies whilst respnsibility fr delivery and peratins was transferred t ther entities As a cnsequence Adiv were tasked t design and implement a new rganisatin structure aligned t the new rle and mandate Adiv Apprach: Adiv reviewed the existing business activities and the peratinal mandate. Once the existing situatin was established and dcumented. The fllwing key activities and apprach were undertaken by the Adiv Team; Analysis and mapping f current emplyees and their jb activities 1

2 Mapping the key activities and prcesses f the rganizatin Mapping jb descriptins t the assciated jb departments Creating unifrm jb titles and cnsistent grading structures acrss the rganizatin Review and updated jb descriptins including establishment f an apprpriate reprting hierarchy Identifying activities and psitins that can be Outsurced and / r prvided by efficient manpwer prvisin cntracts Value t the client: 1. Establishment f a best in class Organizatin Structure that reflects the current peratins 2. The new structure allwed the rganizatin t fcus and develp its cre cmpetencies f develping plicy, regulatin and planning 3. Cmpliance with Central Gvernment requirements fr Organizatin Structure design and apprval 4. Staff treated and in a cnsistent and equitable way 5. Cntrl ver Staff Grwth 6. Clearer understanding f current and future resurcing requirements 7. Created clear career prgressin pprtunities fr staff Develping a best in class Human Resurces Department fr a leading investment rganizatin in the GCC Our client is a leading investment rganizatin in the GCC that invests in manufacturing sectrs with the bjective f building lcal manufacturing capabilities In 2014, Adiv was cntacted t supprt in assessing the existing HR department peratins. The assessment identified a number f imprvement pprtunities required t take the existing HR department t best practice levels The client appinted Adiv t help identify and address gaps thrugh an peratinal business plan. Adiv was then targeted t design, develp and run a best in class HR functin prir t returning t Client t cntrl and manage Adiv Apprach: With the bjective f capability building, the client appinted an Adiv HR management team t wrk clsely with its existing HR team capabilities. CIPD experience based assessments were undertaken that identified the need t imprve 2

3 the majrity f existing capabilities thrugh prfessinal HR bridging prgrams and the need fr majr maturity imprvement prjects. Adiv undertk a number f wrk streams aligned t these imprvement prjects. The belw the key wrk streams, activities and utcmes f the prject; A. Peple develpment Undertk CIPD assessments n all HR staff. Created and develped individual Staff training and develpment plans based upn the findings Jb Mentring and Shadwing prvided fr Senir Management psitins by HR experts Created jb rtatin pprtunities, increasing Jb scpe and plans fr HR staff t increase capabilities Created a knwledge library t facilitate knwledge transfer including HR best practice (i.e. n labur law develpments) Managed the develpment f staff thrugh creating training plans t gain additinal but relevant qualificatins B. Systems and Prcesses Implemented new HR self-service systems including perfrmance management and expenses Develped and mapped key HR prcesses Designed and dcumented wrk instructins fr all key HR prcesses Develped new HR Plicies and Prcedures C. Organisatinal effectiveness Created missin and visin fr each department Created Jb descriptins fr all psitins Created Jb evaluatins fr an effective and fully aligned perfrmance management framewrk D. Talent Management / Emplyee Develpment Created an Internal Recruitment platfrm, dcumenting and utilizing an internal talent base Intrductin f technical and behaviral assessments Facilitated market based assessment fr prmtins (executive level) Created career develpment plans fr each grade and level and designed assciated training and access t curses that are aligned E. Emplyee Engagement 3

4 Implemented a new cncept fr training t accmmdate budget challenges, this led t the intrductin and management f self-managed learning and e-learning tls and systems Develped wrk instructins n hw t manage and evaluate self-learning F. Organizatinal excellence and Perfrmance Management Created HR Key Perfrmance Indicatrs (KPIs) Created an aligned perfrmance management framewrk thrugh the implementatin f balanced scre card with crprate KPIs linked thrugh t emplyee bjectives Created service level agreements between HR and ther rganizatin departments t ensure cnsistent and timely quality f services. Embedded autmatin and integratin f the new perfrmance management framewrk Enabled Emplyee survey fr HR transactins that drive imprved services Created a bnus perfrmance platfrm fr mnetary and nnmnetary rewards Value t the client: 1. Facilitated the mve f HR frm undertaking transactin type services t fcusing n strategic decisin making and higher value activities 2. Imprved internal HR capabilities with a tw year management handver plan 3. Imprved HR plicies and prcedures 4. Increase autmatin f HR peratins leading t an imprved end user HR experience with increased cnsistency and quality f services 5. Enriched Emplyee Develpment and Career Develpment strategy, prviders and delivery Created and implemented a new Organizatinal design fr a master develper f majr turism, cultural and residential destinatins in a majr GCC City Our client is a master develper in the UAE, develping a number f icnic buildings and districts t imprve the residential, cmmercial, retail and turism assets within the UAE s 2030 plan Since its inceptin the client has had t play a number f rles that have nt always been aligned with its initial strategy 4

5 Adiv initially develped the new peratinal strategy fr the refcused rganizatin, fcusing n its cre mandate and cmpetencies The fllw n wrk that Adiv was successful t win was t design and implement a new Organizatinal Structure t enable the rganizatin t deliver its new strategy Adiv Apprach: Adiv deplyed a team f experienced cnsultants t wrk clsely with the Senir Management t review current and future requirements and capabilities f the business t deliver its peratinal mandate. The fllwing are a number f the key activities and apprach undertaken by the Adiv Team; Analysis and mapping f current and future resurcing and capability requirements Designed and created new Organizatin Structure Creating unifrm jb titles and grading structures acrss the rganizatin Review and update jb descriptins including establishment and updating f reprting hierarchy Value t the client: 1. A new rganizatin structure that aligned t the new rle and mandate f the rganizatin. 2. Thrugh the develpment f Jb Descriptins and Jb Evaluatins clear identificatin f capabilities and experience required t fill psitins 3. Clear and unifrm perfrmance evaluatin criteria fr emplyees Created a HR functin fr a newly frmed Petr Chemical JV rganizatin in the GCC The Client decided t design and create a new integrated il refining and petrchemical JV rganizatin Adiv was tasked t design and create a fully capable HR functin in rapid timescales t fit the develpment prgramme f the new rganizatin Adiv Apprach: Adiv established an peratinal HR team within accelerated timescales. The Team; Develped all HR plicies and prcedures 5

6 Develped HR prcesses Created Organizatinal structure t fit the needs f the rganizatin Created the grading and cmpensatin structure fr the rganizatin Created reprting and perfrmance mechanisms fr all emplyees Recruited, hired and n-barded all HR staff Trained HR team in best practice technique Value t the client: 1. HR functin up and running within the prgrammed timescales 2. Design and implementatin f best practice HR capabilities, prcess and systems 3. Managed and develped HR staff and their capabilities ver 3 years then a phased handver t the Client t manage and run Develped and implemented a new Organizatinal Design fr a new majr Gvernment Authrity created thrugh the amalgamatin and cnslidatin f three separate entities This Gvernment Authrity manages the emirate s turism sectr and markets the destinatin internatinally thrugh a wide range f activities aimed at attracting visitrs and investment. A decisin was made amalgamate 3 separate but related entities t create a new Gvernment authrity. This mve included ver 1000 emplyees. These staff were n varius and different jb descriptins, grading and cmpensatins arrangements due t their legacy entities The Adiv team had t design and implement fr the new entity a detailed rganizatin structure including jb descriptins. Then the team had t assign staff using a unifrmed and cnsistent framewrk their new rles, new grades and cmpensatin f all emplyees. Adiv Apprach: The Adiv Team wrked side by side with Client HR staff and the business t create a new Organizatin Structure. The Adiv team develped a three phase apprach fr the prject; Phase 1 - Organizatin Design and Jb descriptins Jb descriptins were develped t supprt the Organizatin design fcusing n the exact skills and qualities required. All jb descriptins develped were in accrdance and apprved by the respective Senir Management. 6

7 Phase 2 - Staff Assignment and Assessment Staff were assessed fr their fitment t a psitin based n the business recmmendatin which was assessed based n a defined and auditable prcess standardized assessment frms and evaluatin criteria Phase 3 - Cmpensatin Mapping Staff and cmpensatin mapping was perfrmed using emplyee payrll data frm each rganizatin and final recmmendatin (jb title, psitin, grade and cmpensatin) was reviewed and apprved by an Apprval Cmmittee. The final deliverables f the prject were handed ver t HR fr implementatin and cmmunicatin t emplyees An Issue reslutin frum was set up t deal with any cmplaints Value t the client: 1. The prject ensured the cmpletin and smth transitin f the new rganizatinal structure where previus attempts ver a 2 year perid had failed 2. Jb descriptins were put in place that are nw in synch with what the emplyee will d and the skills they actually need 3. A fair fitment prcess and prcedure that minimized cmplaints and disputes was established 4. Staff treated and in a cnsistent and equitable way Abut Adiv: Adiv was funded by its current CEO Aamir Aka in 2001 and perates in a way that is different t traditinal cnsulting cmpanies. We are abut n-site executin by cnsultants wh have bth peratinal and cnsulting experience. Our fcus is n making sure that missin critical requirements are delivered in an efficient and auditable way. In sme cases this includes utilizing ur staff t supplement clients in huse teams. Standing shulder t shulder with ur clients, we share ur knwledge t build their staff capability and capacity and leave behind legacies that are designed t sustain the imprvements we have made during ur engagement. 7