Ibrahim
Almoawi.

Context

The organization's growth required a plan that linked its operational needs to building its human and organizational capability, with defined implementation phases and monitoring indicators.

My contribution

I prepared a six-pillar HR plan covering job analysis, training and development, policy, automation, performance and motivation, and talent acquisition, workforce demand planning, and Saudization.

I organized implementation into four phases: foundation and organization, then tool-building, then development and activation, and finally measurement and improvement. I linked the plan to success indicators and periodic reporting to leadership.

Outputs

A strategic plan, an implementation roadmap, monitoring indicators, implementation options, and a reporting mechanism.

Context

The organization needed a clearer understanding of the relationship between the approved structure, the roles actually performed, the distribution of workload, and the needs of growth.

My contribution

I carried out an organizational diagnosis within my first ninety days, covering a review of the structure, an analysis of roles and dependencies, and the identification of opportunities to improve how responsibilities are allocated.

I developed a job analysis methodology based on the Position Analysis Questionnaire (PAQ) and O*NET, through a bilingual questionnaire and a tool for classifying and analysing the data.

I presented the findings to leadership as development opportunities and actionable recommendations.

Outputs

An organizational diagnosis report, a job analysis methodology, and recommendations for developing roles, structure, and workforce planning.

Context

The appraisal cycle needed clearer criteria linking each employee's performance to the objectives of their role, and supporting development and promotion decisions.

My contribution

I developed a performance management framework covering objectives, performance indicators, monthly evidence, and calibration sessions, drawing on Balanced Scorecard principles and the 9-box grid.

I linked appraisal outputs to identifying capability gaps, development needs, critical roles, and succession discussions.

Scope

The performance framework covered all departments.

Outputs

An appraisal framework, performance indicators, a mechanism for documenting achievements, a calibration practice, and inputs to development and succession plans.

Context

Employee experience needed initiatives that strengthened communication, recognition, and clarity of procedures, and connected the working environment to the organization's direction.

My contribution

I designed and delivered initiatives in recognition, wellbeing, development, and the working environment, and used employee feedback to identify practical improvements and follow their implementation.

I also worked to strengthen communication between headquarters and the operating sites, alongside developing the attendance policy and activating monitoring tools.

Outputs

An employee experience programme, recognition and communication initiatives, improvements based on employee feedback, and attendance monitoring reports.

Context

The Training Department needed a single reference that set out procedures and responsibilities, preserved knowledge, and supported continuity of work.

My contribution

I identified the need for clear administrative leadership, prepared an organizational case for the scope of the role, and secured approval of the assignment.

I built a founding plan of 77 tasks, of which 64 have been completed, and prepared 19 reference documents covering work procedures, forms, regulations, and administrative requirements.

I organized a register of decisions and deferred items, clarifying responsibilities and the approval status of each document. I also took part in reassessing the department's needs, conducted the interviews, and hired four staff.

Outputs

A founding plan, an operating reference, a decision register, documented procedures, and an administrative team with defined responsibilities.

Context

Trainee and operational data was spread across several platforms, which called for unified identification and follow-up mechanisms and better data quality.

My contribution

I reconciled 186 trainee records between two platforms, identified the data gaps, and set a standard for a single unified identifier.

I developed a tracking dashboard that brings together data on students, instructors, and aircraft, with a daily comparison between sales and bookings to make sure new enrolments are followed up.

I also activated student and syllabus tracking functions within the training platform, and coordinated with the technical advisor on capacity standards and progression through the stages of the syllabus.

Outputs

A unified trainee identification standard, a tracking dashboard, a daily review mechanism, tracking of training progress, and a register for monitoring document validity.