Ma’aden Case Study:

Driving Workplace Performance Through

High-Quality ConversationsAbdulelah AlGhanem

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The Ma’aden Integrated Talent Management FrameworkEnabling Talent to Create Value

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Continuing our Journey Towards a High Performance

CulturePerformance management is not just about a system, it’s a culture.

Our Challenge

Several internal surveys' results

showed the following:

• Lack of effective

performance dialogues

between managers and

employees

• The need for an Automated

system that govern the

IPMS process

Our Interventions

• Enhancing Performance

Dialogues in Ma’aden through

experiential learning workshops

• Digitizing the IPMS process to

enable the manager to interact

more effectively with direct

reports

>>>>>>>>>>

>>

>>

>>

>>

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Individual Performance Management Cycle: Moving towards Effective Dialogues - Constant Check-Ins

Q1 Q1Q2 Q3 Q4

Performance -

development

snapshot

conversation

Performance -

development

snapshot

conversation

Performance -

development

snapshot

conversation

Performance -

development

snapshot

conversation

Continuous monitoring of performance through Check-Ins

• Conversations about goals

• Work progress

• Performance feedback (recognition and

constructive)

• Development needs

• Any other day-to-day items

Performance - Check-ins

with managers involve:

• Performance within the quarter

• Additional changes to goals not discussed

• Peer feedback

• Any necessary additional development

needs, opportunities, career goals

Performance - Development

Conversations focus on:

Year-end

Appraisal

Discussion

Source: Bersin, Deloitte Consulting LLP, 2017

Only 43% of highly engaged employees receive feedback at least once a week

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Q1- Planning Q2 - Review Q4- AppraisalQ3 - Review

Digitalizing Individual Performance Management

System (IPMS) via Mobile and Web Applications

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Driving Workplace Performance

Start Create Objective

Main Dashboard My Team Dashboard

Main Dashboard

Check-ins Give FeedbackRequest Feedback

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Application Interaction Types, Frequency and Outcomes

Instant Feedback

Performance Check-Ins

Performance Conversations

Frequency OutcomesInteraction Type

As often as neededRecord of

Performance

Dialogue

Monthly

Quarterly

Annually

Summary of employee

strengths/ areas for

development

Identified development

actions per objective

Overall performance

rating

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Appraisal

The Ma’aden performance management application is

available:

1. On the web – access with any computer connected to the

internet and a web browser

2. In the Google Play Store – access with any Android mobile

device running Android 5.0 (Lollipop) or higher. Enter

“Ma’aden Performance Management” on the Google Play

Store.

3. In the Apple App Store – access with any iPhone or iPad

running iOS 11 or higher. Search for “Ma’aden

Performance Management” on the Apple App store

Platforms and Downloading the Application

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Advantages of IPMS Application

Scalable System

Accessibility

Moving toward

Effective Dialogues

High Performance

Culture

Enabling Talent To

Create Value

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Advantages of IPMS Application

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The important thing is that we are now able to track the

progress, identify the areas of improvement and suggest

specific remedial actions.

Q1 Q2 Q3 Q4

Number of Registered Employee 481 1033 1409

Conversations Percentage 41% 33% 62%

Check-ins Percentage 54% 45% 87%

41% 33%

62%54% 45%

87%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0

200

400

600

800

1000

1200

1400

1600

Nu

mb

er

of R

eg

iste

red

Conversations & Check-ins Conducted by Quarter

1131

5871

Performance Objectives

More than 3 objectives

Unaccepted objectives

Unapproved objectives

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1

2 Embracing the future through the HR Digital Transformation Framework - the Future of Work will have a profound impact on Leadership, Employees and How we Work

Culture

Technology

People

Process &

Governance

Strategy & Vision; Digital Leadership;

Change Management

Digital service mastery; Platform

architecture; Data analysis

Skills; Capability building; Learning &

Development; Talent attraction,

acquisition & retention

Business model; Operating model;

Governance

Digital mindset part of company DNA;

Digital leadership across all levels;

Digital approach embedded across

communication and planning;

Culture of innovation

Leading edge technology;

Real time reporting;

Live data

Digital & impactful service delivery;

Budget for evolution of digital operations;

Interconnected and continuous evolving

systems enhancing staff experience

Digital L&D culture; Digital capability

across organization; All new recruits

digitally capable; Embedded audience

insight in all work; Harnessing talent

ecosystems part of normal way of workAcro

ss

Org

an

izati

on

HR

Fu

ncti

on

Key Focus AreasPillars Desired End Objectives

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Diversity and InclusionBy Marjo Louw

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WORLD VIEW - PEOPLE

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World population

2019 7,7bn

2030 8,5bn

2050 9,7bn

ca. 5bn in Asia

D & I AROUND THE WORLD

1970s, Sloan Wilson described a world of corporate conformity in a popular novel, The Man in the Grey Flannel Suit. A collection of empire- builders and yes-men—all with similar backgrounds and ways of thinking—created a dreary culture of sameness that nearly led to disastrous decisions in the executive suite.

Regional focuses vary depending history, phase of development, corporate maturity, social pressure, skills availability, etc.

Countries and companies have different levels of readiness in spite of stated policies at national, regional and corporate levels.

In a recent survey by SHRM, countries like Sweden, Norway, New Zealand and Canada are collectively the most ready, whereas the UAE ranks 34th and KSA 47th, respectively.

In many situations, up to 56% globally, D&I is focussed on employing and promoting women

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DEFINITIONS OF DIVERSITY AND INCLUSION

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Diversity Inclusion

is any dimension that can

be used to differentiate

groups and people from

one another. It is about

empowering people by

respecting & appreciating

what makes them different,

in terms of age, gender,

ethnicity, religion, disability,

sexual orientation,

education, and national

origin.

is an organisational effort and

practice in which different

groups or individuals having

different backgrounds are

culturally and socially

accepted and welcomed and

equally treated. Inclusion is a

sense of belonging. Inclusive

cultures make people feel

respected and valued for who

they are as an individual or

group.

Diversity is having a seat at the

table, inclusion is having a voice,

and belonging is having that voice

heard

IMPACT ON BUSINESS

Global workforce – increasing mobility

Cultural competence – development slow

Diversity and Inclusiveness – a reality!

Perception and stereotyping about

o Women

o Age – global aging workforce

o Definitely able – people who live with a disability

o Ethnicity

o Religion

o Nationality

There is a strong Business case to have a structured and well developed

D&I strategy for a successful future

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GULF REGION - application

Corporate strategyo Reduce bias and change perceptions

Human Capital strategyo Identify positions

o Focused Recruitment

o Performance management

o Learning and training

o Growing Multicultural environment – awareness, knowledge, sensitivity, intelligence >>

competence

o Expat vs local redundant?

Planned Diversity and Inclusion

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“When we listen and celebrate what is both common and different, we become

wiser, more inclusive, and better as an organization.”

Pat Wadors, Chief Talent Officer at Service Now

Ma’aden Case Study:

D&I Case Study

Rana AlBabtain

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In 2016, Ma'aden defined its strategy to become “A sustainable

Mining Champion with Global presence” which remains intact

“Sustainable mining champion with global presence”

Operational, capital and

commercial excellence

• Grow sustainably in Saudi

phosphate, aluminum, gold and

base metals

• Grow in Saudi selected industrial

minerals

• Champion the development of

the Saudi mining sector

• Operational, capital and

commercial excellence• Competitive cost position

• Profitability and returns in line with

international peers

• Leverage digital technology to

improve efficiency across assets

• Leverage world class selected

KSA deposits to be a world

leader

• Grow globally in selected

commodities

Foundations – Sustainability and capability building

• Build best in class safety culture and practices across the organization and foster a zero harm

environment

• Develop new capabilities and leaders across our core business to deliver Ma’aden’s growth

aspirations

• Lead stewardship of the Kingdom’s mining industry and its ecosystem

National mining

champion

Global

presenceA B C

D

SOURCE: Ma’aden 2025 Strategy (2016)

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Ma’aden Demographics

29 Emp

5861Emp

35Emp

3Emp

250Emp

40Emp

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6178 40 67.2% 20

Saudi Arabian Mining CompanyLocation: Saudi Arabia

Meridian Fertilizer GroupLocation: Malawi, Mozambique, Zambia, Zimbabwe & Mauritius

Born After 1997

0.2%

Total: 12

GEN Z

/month

Ma’aden Workforce by Generation

BOOMERS

Born 1946-1964

5.9%

Total: 343

Born 1965-1976

21.3%

Total: 1240

GEN X

Born 1977-1997

72.6%

Total: 4216

Millennials

Note: Researchers state that millennials are born into the age of technology, and they are used to getting continuous

feedback. With social media becoming widespread, millennials’ need for feedback has become a fact of life.

Source: www.pwc.com – Millennials at work reshaping workplace

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Average Workforce Age 36

Ma’aden Diversity by Job Category

66% Saudi vs 34% Expats

63% Saudi vs 37% Expats

54% Saudi vs 46% Expats

41% Saudi vs 59% Expats

71% Saudi vs 29% Expats

43% Saudi vs 57% Expats

3

2

1

6

5

4

EXECUTIVE

DIRECTOR

MANAGER

SUPERVISOR

OTHER SKILLED

JOBS

ENTRY LEVEL

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Diversity and Inclusion – The Business Case is Now

Overwhelming

By 2025 75% of the global workforce will

be made of millennials, who have

different perspective on diversity, seeing

it as a melding of varying perspectives,

different backgrounds and individual

perspectives.

Millennials view the ideal workplace a

supportive environment that gives space

to varying perspectives. Not just

representational numbers of race, gender

etc.

McKinsey report on ‘delivering through

Diversity’ found corporations that

embrace diversity on executive teams are

more competitive and 21% more likely to

have above average profitability.

Deloitte Millennial survey found that 47%

of millennials are actively looking for

diversity and inclusion when sizing

potential employers. It is therefore a

significant part of the EVP.

Academic research shows

companies with more diverse

management teams have higher

due to increased innovation.

If businesses are looking to hire

and sustain a millennial

workforce, diversity must be a

key part of the culture

Where is Ma’aden on the Deloitte D&I Maturity Model?

Diversity can no longer be seen just;

age, disability, gender, family

commitments, marital status, race and

religion

BOSTON CONSULTING GROUP

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The science of inclusion

Fairness and respect Valued and belonging Safe and openEmpowered and

growing

25Deloitte’s inclusion model

The Case for D&I Culture

2XAs likely to meet or

exceed financial

targets

3XAs likely to be

high-performing

6XMore likely to be

innovative and agile

8XMore likely to

achieve

better business

outcomes

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Where do we go from here?

1 2 3 4 5 6

1- Get buy-in from the top

The most successful D&I efforts

all have strong management

support and dedicated teams of

people to execute initiatives

3- Promote the

business case for D&ICompanies should increase

awareness by regularly sharing

the impact of a diversified

culture on business

development and growth.

5- Use the power of

community organization

Informal networks of companies

must band together to share

policies and best practices.

2- Develop a long-term

D&I plan

By establishing a few realistic,

measurable and achievable

objectives.

4- Understand talent

acquisition & retention

require open minds

For example, sensitivities to

female inclusion should be

taken into account during senior

executive selection.

6- Share successes

Companies should tell stories to

bring the benefits of successful

D&I initiatives to life by sharing

successes and model programs

within organizations.

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Diversity and Inclusion Framework High Level Summary

Initiating Devolving Engaging Evolving

Case for change is

EMERGING, data

and insights just

being gathered,

action tends to be

informal, isolated,

bottom-up, one-offs

CASE FOR CHANGE is

clear, quantitative data

gathered, responsibility

and accountability being

formalized, guidelines

being developed,

activity being launched,

connections being made

Case for change is

WELL ESTABLISHED,

qualitative data being

gathered and shared,

sustained senior level

support in place, skills

and capabilities being

built, activity catching

on, high levels of

engagement and

collaboration, clear

signs of change

Case for change is

constantly EVOLVING,

complex qualitative and

quantitative data being

routinely gathered and

shared, high levels of

dialogue, collaboration

and learning, clear

evidence of change in

individual behavior and

organizational culture

Gove

rnance

an

d le

ad

ers

hip

Education a

nd

Tra

inin

g

CO

M, M

KT

&

Enga

ge

ment

Em

plo

ym

en

tM

on

ito

ring a

nd

Mea

su

ring

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Diversity and Inclusion Framework High Level Summary

Initiating Devolving Engaging Evolving

Case for change is

EMERGING, data

and insights just

being gathered,

action tends to be

informal, isolated,

bottom-up, one-offs

Top management SUPPORT

Internal POLICIES

TRAINING aspects

Ambition COMMUNICATION

Understand the AUDIENCE

INTEGRATE D&I into activities

Increasing D&I in

EMPLOYMENT

Review employment

PRACTICES

UNCONSCIOUS bias

Measuring - HR / Executive

Leadership

Case for change is

WELL ESTABLISHED,

qualitative data being

gathered and shared,

sustained senior level

support in place, skills

and capabilities being

built, activity catching

on, high levels of

engagement and

collaboration, clear

signs of change

Case for change is

constantly EVOLVING,

complex qualitative and

quantitative data being

routinely gathered and

shared, high levels of

dialogue, collaboration

and learning, clear

evidence of change in

individual behavior and

organizational culture

Gove

rnance

an

d le

ad

ers

hip

Education a

nd

Tra

inin

g

CO

M, M

KT

&

Enga

ge

ment

Em

plo

ym

en

tM

on

ito

ring a

nd

Mea

su

ring

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3

0 Ma’aden’s Reward Philosophy is evolving – focusing of the Employee

Value Proposition fostering Diversity & Inclusion…remaining

balanced and sustainable

Current Ma’aden C&B FrameworkRooted in Traditional Organization Hierarchy

HR Policies that enable the business

Future Ma’aden C&B FrameworkBreaking the mold and leading the Market

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Our journey towards engaging

Activate Ma’aden D&I framework in 2020, as a result our EVP

will be extended to include D&I

Concerted effort within the organization regarding information

on accessibility and unconscious bias – primary focus training

on D&I

Effort is made to diversify role models presented by the

organization.

Change management & communications to reach minimum

standards for accessibility.

Using INSIGHTS from staff and good practice guidance to

create a more diverse and inclusive workforce.

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We must start young

Organizations

need to ‘operationalize’

diversity and inclusion

by embedding such

concepts into everyday

business practice.

Home

Nurturing an inclusive

culture begins in the

family.

Workplace

In the hiring process, beyond

fighting bias, recruiters must

think proactively about the

differences in culture,

mindset, and leadership

styles in their teams.

School

Education from

kindergarten is the place to

shape a culture of inclusion,

combat stereotypes and

unleash people’s potential.

Role modelsare particularly suitable at

smashing gender

preconceptions, starting with

the potential for boosting girl’s

participation in STEM studies

University

Often provides a first

real opportunity for

international exchange

and multicultural

training.

Talent mobility

is crucial here. ‘Brain

circulation’ the buzzword

used to denote open

environments and

international exposure

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6

5

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Thank You!Copyright © 2016. Ma’aden. All rights reserved.

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