Previously DETASAD now DMS Managing Director 00966553996025

[email protected] Abdulrazzag Alwethairi I am their line manager

Head of the company at DETASAD and now I have moved to another company as the Managing Director. He is an excellent HR Manager and has worked with me in creating HR Strategy in alignment with the business. He is one of the very few people I know who has so much knowledge of the business and is equally good like any other Operation Heads. May be this is the reason he is really liked by all the Business Heads and Operations Heads. He has deep knowledge of the HR function and he is so committed to his work that at times, I have to push him to go slow. He has made my life very easy in DETASAD and I really liked his solution which were so strategic that at times I felt, I have missed something in my Business Strategy.

He implemented various HR projects like Recruitment Strategy for the whole organization, he worked with me extensively specially to lower the attrition of the local Saudi Nationals which was becoming a cause of serious concern. He also worked with me to create future road map of 3 years to engage the employee of the organization. He helped the company create a positive work culture and make sure that organization vision and values are known to the lowest employee of the organization.

One more thing which I am really proud of Abdulrazzag is that he helped me to reduce the Staff cost, he always used to find ways and means to reduce staff cost which enabled me to have a project responsive overhead operating cost. He also introduced technology tools for the hiring. He also launched comprehensive on boarding strategy and made the company brand as the most desired.

As a HR Head of the company, I can proudly say that I have had a brilliant and business centric HR Manager who used to be by side always when business decision needed to be made. I made sure that he always remains in the board room and Senior Management meetings where decision relating to the HR is taken. I liked his working style; he pushes himself and his team to get grip over the business

business and operational issues.

His work impact is huge on the business and operational equally, whenever we acquire new client or go for the bidding of the project, I seek his views on the costing of the human capital cost, he makes the calculation so competitive that we have rarely missed any bidding till date. It is due to his cost-to- cost calculation that we have been outsmarting other competition. We have acquired 6-7 project due to cost arbitrage and we have out bided them in terms of cost with huge margins, this makes our organization very competitive and agile.

His contribution is quite significant in the managing of the employees cost and ensuring that they never exceed the planned budget cost, this makes my life easier as I do annual review with the shareholders. In fact, at many a times, we have been able to make huge cost savings and he started multiskilling of the employees in more than one skill This has helped us to be more effective than our competitors. We have saved more than 20% of the head count cost in some of the project.

I also like his impact on the employee engagement and I have rarely seen any labor related dispute, issues gets managed within the organization.

practices needed to be an effective people professional

Culture and behaviour: Understanding people’s behaviour and creating the right organisation culture Business acumen: Understanding your organisation, the commercial context and the wider world of work

Analytics and creating value: Understanding analytics and its use in creating insight and measuring value

Digital working: Understanding the digital environment and how to apply technology in a people context

Change: Understanding how to effectively enable change

Ethical practice: Building trust by role-modelling ethical behaviour, and applying principles and values consistently in decision-making

Professional courage and influence: Showing courage to speak up and skilfully influencing others to gain buy in

Valuing people: Creating a shared purpose and enabling people development, voice and well-being Working inclusively: Working and collaborating across boundaries, effectively and inclusively, to achieve positive outcomes

Passion for learning: Demonstrating curiosity and making the most of opportunities to learn, improve and innovate

Insights focused: Asking questions and evaluating evidence and ideas, to create insight and understand the whole

Situational decision making: Making effective and pragmatic decisions or choices based on the specific situation or context

Commercial drive: Using a commercial mindset, demonstrating drive and enabling change to create value

Employee Experience: Creating a holistic

which enables workers to have a voice and be their best

Employee Relations: Ensuring the relationship between an organisation and its people is managed through transparent practices and relevant law Diversity and Inclusion: Creating inclusive cultures where individuals can thrive

Learning and Development: Ensuring workers have the knowledge, skills and experience to fulfil individual and organisational needs and ambitions Organisation development and design: Using a systemic approach and application of behavioural science to drive organisation performance

People analytics: Using analytics to inform organisation decision-making

Resourcing: Identifying, attracting and assessing to get the right people for the organisation

Reward: Creating remuneration and benefits approaches which are aligned to current and future organisation needs and market conditions

Talent Management: Maximising potential through talent identification, engagement and planning

As I have explained earlier, Abdulrazzag is extremely effective HR Manager I had and I wanted him to move with me to another company where I am Managing Director. He has all of the above skills from points mentioned in the Core Knowledge, Core Behavior and Specialism. However due to your structure of select only 3 this has restricted me completely and I feel this is not done for a HR professional like him to select only 3.

He is extremely business centric I can say proudly and he has all the skills of HR, he is considered a role model among senior management. He works tirelessly to make sure that business always competitive, I feel he has all the points that are mentioned in the Core Behavior. His personality is amazing and he is liked by all the employees and he is really hated by our competition.

He created an excellent employee experience as he launched an extensive Talent Management Strategy from Sourcing Strategy to On Boarding Strategy to Career progression my multi skilling the employees. The employees are more than engaged ever. I have

seen employees going the extra mile.

practices needed to be an effective people professional

Culture and behaviour: Understanding people’s behaviour and creating the right organisation culture Business acumen: Understanding your organisation, the commercial context and the wider world of work Analytics and creating value: Understanding analytics and its use in creating insight and measuring value

Digital working: Understanding the digital environment and how to apply technology in a people context

Change: Understanding how to effectively enable change

Employee Experience: Creating a holistic approach around engagement and well-being which enables workers to have a voice and be their best Employee Relations: Ensuring the relationship between an organisation and its people is managed through transparent practices and relevant law Diversity and Inclusion: Creating inclusive cultures where individuals can thrive

Learning and Development: Ensuring workers have the knowledge, skills and experience to fulfil individual and organisational needs and ambitions Organisation development and design: Using a systemic approach and application of behavioural science to drive organisation performance

People analytics: Using analytics to inform organisation decision-making

Resourcing: Identifying, attracting and assessing to get the right people for the organisation

Reward: Creating remuneration and benefits approaches which are aligned to current and future organisation needs and market conditions

Talent Management: Maximising potential through talent identification, engagement and planning

I really don’t see any weakness in Abdulrazzag as a HR professional and it is very hard for me to select any of the above skill. Anyway, this assessment has forced me to select I am selecting two areas where we could have done better together. I feel, I have also not focused in these two areas much. First being the Diversity and Inclusion, I understand the good practice is to have this as a part of the strategy. But we have had a extremely volatile year for last 3-4 years as our core objective was to be very competitive in terms of the cost and push for the quality. Also, the country culture was not permitting the Diversity and Inclusion, despite this we started the gender diversity as a starting point. Abdulrazzag helped in this regard greatly, now we have a great number of female workers working in our organization. Even I hired the Learning & Development Manager who is a female employee for the HR only based on the recommendation of Abdulrazzag.

I also feel we have to do more in Digital Transformation of the organization which remained our sore point as today’s workforce is digital savvy.