International Recruitment Executive
First Resort Global Recruitment
Total years of experience :10 years, 4 Months
• Responsible for supporting Recruitment Director; acting as a reliable source of information, processing all recruitment-related administration within agreed timescales and providing excellent customer service.
• Researching and sourcing exceptional talent through various channels. Expertise on different job portals i.e. Bayt, LinkedIn, Gulf Talent and Naukri
• Talking to senior level candidates about job opportunities across GCC. On average conducting 50+ initial screening telephonic interviews per day and maintaining excel sheet and data base of 2000+ potential candidates on a daily basis. Acting as a point of contact and building influential relationships with candidates during the calls
• Provided 5 candidates with actual job offers by our clients in one month
• Gathering and evaluating information from candidates according to job specifications. Presenting shortlisted candidates to internal consultants with significant details as to why they fit a specific need
• Utilizing company resources in the best way possible to recruit and consult candidates
HR Administrative responsibilities
• Writing and sending interview prep emails
• Summarizing and formatting of CV’s for the company - making sure all information is accurate and correct
• Uploading all shortlisted candidates to company’s database and updating the database from time to time
Key responsibilities included effective management of “Employee data” and “Benefits”, as well as being the key point of contact on labor/policy issues. As an associate I also lead key projects on Compensation & Benefits, as well as Organization Health for which you can find details below.
• Compensation & Benefits: Historically FFBL had huge gaps within budget reconciliations vs. budget forecast.
o I segmented the gaps by executive levels and monetized their non-cash benefits quickly highlighting the key gap driver: “Company car expense”. Previously FFBL was directly procuring cars and maintained a very heavy car inventory- thus incurring high depreciation costs.
o I highlighted this to our HR leadership and shared industry standards on of how similar companies were out-sourcing this expense vs. investing company CAPEX. Within one year FFBL struck a deal with Hertz, and I received strong feedback and recognition for the project.
• Organization Health: FFBL had missed diversity targets - with female turnover one of the key drivers. As a key lead person to restore Organization health and ensure positive working environment-
o I initiated FFBL’s daycare project to facilitate working women with in the same building premises. Internal survey showed an increase of 33% job satisfaction, 15% increase in attendance, and 30% increase in female job applicants.
o Helped approve, communicate and rollout a new “Sexual Harassment policy” for FFBL. I held several workshops over the year to ensure maximum awareness of the policy.
Key responsibilities included scheduling work assignments of employees, taking measures for employee grievances/ complaints, and monitored attendance of all employees through Access Control System. Acted as a key lead in projects of Training & Development and Performance Management System for which details are mentioned below.
• Training & Development: Functional training of Technical staff was highlighted as a key gap by our executive leadership.
o Documented and listed the key competency gaps - and linked with Senior Managers /External agencies (like PEPPCA) to develop a comprehensive “Training Calendar”
o Partnered with IT Department to launch LMS, Learning Management System, by developing systemized templates and streamlining training content. I then launched the LMS with in our organization. Initiated E-Learning, virtual sessions via conferencing minimizing training costs by 20%. We also made training a key performance objective - linking to annual appraisals.
• Performance Management System: PEL’s appraisal evaluation was primarily based on qualitative assessment creating inconsistencies. I was part of core team to re-vamp the PMS system at PEL.
o I help developed a new competency framework (using industry examples). We took existing competencies and assigned weightage to these key performance indicators. We also segmented (by key business objectives) and deployed a rating scale to drive consistency and depth in employee evaluation.
