Wmg Cap Statement Nov 09

WMC BrochureWorkforce Management Group Brochure

CAPABILITY STATEMENT

“The only sustainable competitive advantage of anyorganisation is the quality and effectiveness of its people”

“Maximising Organisational Effectiveness”

WORKFORCE MANAGEMENTGROUP


Maximising OrganisationalEffectiveness

Workforce Management Group Brochure

1. Who We AreThe Only Sustainable Competitive Advantage of any Organisation is

the Quality and Effectiveness of its People.This means:• employing and retaining the right people• engaging with and managing them so they realise their maximum potential• developing organisational structures to allow this to occur.

This is what we help you do.

We are a Human Resources and Organisational Development consultancy firm that provides companies with practical business solutions. Our goalis to maximise business potential by helping you run your business as efficiently as possible. We focus on the most valuable resource of any organization, its people.

We are made up of a team of talented professionals with nearly 100 years of combined consultancy and line management experience working withrenowned HR and consulting organisations in both public and private sectors across Asia Pacific, the United States, England and the Middle East.

We work with small start-up businesses through to major corporations in a wide range of sectors including Banking and Finance, Telecoms, BuildingProducts, Transportation, Education and Training, FMCG, Property Development and Construction, Recruitment and Resourcing, Legal, Pharmaceuticals, Information Technology and Manufacturing.

We provide your organisation with expert consultants, backed by our international alliance of business partners, who are dedicated to improving andenhancing your business and organisational structure. We develop strategies tailored to your business needs and then implement appropriate policies and practices to maximise productivity and increase the efficiency of your business.

Now established in the Gulf with a Head Office in Bahrain, we offer a team of expert consultants and international alliance partners who can work across the region to deliver value-adding human resource consulting and organisational development solutions in both the public and private sectors to organisations of all sizes.

We are now an approved Services Provider under the Business Development Scheme funded by Tamkeen for Bahraini companies – ask us how we can save you up to BD15,000 on our next consulting assignment!

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2. What We Do • STRATEGIC HUMAN RESOURCE CONSULTING

– Development and implementation of: • Corporate HR Strategies and supporting plans• Corporate HR Communications strategies• HR Management solutions, including Performance Management, Career Development strategies and corporate Succession

Plans• HR strategies for Merger, Acquisition and Outsource initiatives • Transition Management plans• Organisational Design, Development and Change Management strategies and solutions• Corporate Training and Development strategies and solutions

– Conduct of HR Reviews and implementation of results• HUMAN RESOURCE MANAGEMENT

– Provision of complete In-House resourcing solutions, including gap analysis and workforce planning– Executive Search and other recruitment assignments– Development of position descriptions and other supporting recruitment documentation– Job evaluation systems, Salary packaging and Incentive schemes– Development and administration of Employment Contracts, Letters of Offer and supporting Terms and Conditions of Employment – Advice on staff retention and separation strategies, including the provision of outplacement support where required– Provision of induction training in support of the recruitment process

• HUMAN RESOURCE INFORMATION SYSTEMS AND TECHNOLOGY SUPPORT– Identification and implementation of appropriate business technology solutions– Design, acquisition, implementation and management of corporate HR Information Systems and payroll systems– Development and implementation of HR policies, procedures and guidelines– Design and production of corporate Employee and HR Manuals and Guidelines

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3. We Deliver These within our HR Framework

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WorkforceCommitment

andSatisfaction

WorkforcePerformance

WorkforceCulture

WorkforceAvailability

WorkforceCapability

• Performance Management• Performance Culture• Manager-Employee Interaction• Job Design

• Recruitment & Selection• Learning & Development• Leadership Development• Orientation• Personal Development• Career Planning• Knowledge Management• Measurement Systems

• Recruitment & Selection• Employee Relations• Health & Safety• Retention Strategies• Absence Management• Talent Management• M & A Capability• Organisational design •Workforce Planning• Outplacement support• Measurement Systems

We use our proprietary HR model to ensure that your business is performing in all these different areas. We strive to strengthen your team by instilling competence, motivation, security, job fulfillment, achievement, recognition and a strong sense of cultural identity so your organisation can successfully achieve its business objectives.

• Psychological Contract• Culture & Values • Reward & Recognition• Talent Management• Growth Opportunities• Communications• Work Arrangements• Work/Life Balance• Measurement Systems

• Vision & Mission• Culture & Values• OH&S• Psychological Contract• Internal Communications• Orientation/Assimilation• Recruitment• Industrial Relations• Knowledge Sharing• Measurement Systems

• Innovation & Creativity• Reward & Recognition• Climate & Environment• Measurement Systems

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4. What We’ve Done and Who We’ve Done It For (1)

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1. Strategic Planning & Business Process Re-engineering:

Cathay Pacific (Hong Kong)

Development of 12 high-level processes to expedite the IT Department’s accurate and timely response to identified business needs throughout the airline.

IBM (Singapore) Re-engineering of the order processing and fulfillment and credit collection processes to support the implementation of SAP.

Boral Building Products (Australia)

Restructuring of the 7 operating divisions within the Group, redesign of operations, recruitment of replacement staff and the development and implementation of the supporting change management strategies.

Isuzu Trucks (Australia) Redesign of all of Isuzu’s business processes in Australia from acquisition and fulfillment through to HR.

2. Development and Implementation of Human Capital (HC) Strategies and Plans:

Boral Building Products (Australia)

Production and implementation of HC strategy and annual HC plans to support business strategies over a two-year period.

PowerTel Limited (Australia)

Production and implementation of the HC strategy and annual HC plans to support business strategies in a major public company start-up over a three-year period.

Computer Science Corporation (Australia)

Design and development of the HC strategies and plans in support of its attempt to win the bids for the outsource of Westpac IT and of IT support for Centrelink.

3. Acquisition and Implementation of Human Resource/Administrative Systems: Westfield Holdings (Australia)

Needs analysis, identification and acquisition of an executive HR Management Information System.

Australian Rugby Union (Australia)

Needs analysis, identification and recommendation on the acquisition of an HR Management Information System for the Australian Rugby Union for the 2003 Rugby World Cup.

Assignments indicative of our capabilities and completed by our executive team, individually or collectively, include the following:

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4. Change and Transition Management:

Rothmans (Australia) Wrote the strategy for and most of the actual communications to employees around the Asia Pacific SAP implementation.

Computer Science Corporation (Australia)

Management of Human Capital transition for Australia, within an Asia/Pacific framework, for the Nortel Networks Global IT Outsource and support for the Human Capital aspects of the acquisition of BHP IT. Development of HR strategies to address acquisitions.

Valad (Australia) Management of the organisation design and restructure of the business which acquired a A$2 billion UK-based pan-European organisation. This included the analysis and reallocation of work and job responsibilities required by the need for an international, rather than national focus of the new entity. Contributed to the Communications strategy and content which underpinned the organisation change.

5. Leadership Development and Support:

Roche Products (Australia)

Designed and delivered leadership development programs and coordinated the supply by graduate management schools of other appropriate development initiatives for all levels of management.

AMP Customer Service (Australia)

Conduct of a structured coaching program for middle and senior management of the business.

Commonwealth Bank (Australia)

Translation and implementation of a McKinsey Executive Leadership model into an ongoing senior management leadership development program for over 300 managers.

Unilever (Australia) Training and development responsibility for management and professionals, from training needs analysis through to design delivery and sourcing of suitable program providers; evaluation of the impact of the L&D initiatives.

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6. Learning and Development: P&O Stevedoring (Conaust) (Australia)

Established the HR function, including Learning and Development (L&D) processes and content.

Monash Mt. Eliza Business School (Australia)

Lecturing in human resource management in China on behalf of the Business School.

ICI (Pakistan) Development of the Training and Development system for ICI Pakistan on behalf of IBM UK during the start-up of a major petrochemical plant. Assignment won IBM’s 4th Quarter worldwide consulting award.

Boral Ltd (Australia/ New Zealand)

Development and conduct nationally of middle and senior management development courses for all managers within a group of over 6,500 both in Australia and New Zealand.

7. Development of Performance Management Systems: Property Council (Australia)

Design and redevelopment of the national Performance Management System

Boral Ltd (Australia) Development and implementation of the Performance Management System for the major group of Boral Limited.

PowerTel Limited (Australia)

Design, development and implementation of the Performance Management System.

A.E. Smith (Australia) •Design of enhanced Career Review and Development (CRD) program training material.• Delivery of training sessions to all levels of involved employees (~750).• Review and redesign of training material based on feedback from each training session.

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5. Who We’ve Done It For in the GCC

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Ministry of Interior (Bahrain)

•Special Advisor to the General Directorate of Nationality, Passports and Residence on the management of change and the implementation of change projects within the organisation.•Strategic planning for and project management of the design, development, acquisition and initial implementation of the eBorders system for the Kingdom. •Review of operations and overhaul of administration and finance systems as Acting Director, Administration and Finance.

Batelco (Bahrain) •Organisational review and recommendation on a restructuring of the organisation. •Job evaluation and the development of a job grade and salary band structure to support the remuneration strategy. • Ongoing periodic review of job grades and job descriptions.

Unicorn Investment Bank (Bahrain)

Report outlining an approach to resolving specific issues of benefits management for the senior executives of UIB, detailing options available to the company and recommended solutions.

United Development Company (Qatar)

Establishment of the HR function, policies and practices for a major property development company. Also involved organisational design and development and a remuneration review and recommendations.

Al Jazeera Children’s Channel (Qatar)

Implementation of a performance management program (MBO-based).

Silatech (Qatar) Organisational review, development of an outline competency model, production of job descriptions and the design and implementation of a Job Evaluation system. Review of and advice on the remuneration and reward strategy.

Recent assignments that we have undertaken in the Gulf region, either individually or as part of the team, include the following:

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5. Who We’ve Done It For in the GCC (2)

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RasGas Limited (Qatar) •Organisational review and restructuring of the Corporate Planning Department. •Review of job structure and descriptions for the Management Services and Finance Groups, IT, Emergency Management Services and Industrial Hygiene Departments and a rewrite of descriptions based on the Hay system.

GHD (Qatar) Review of current remuneration policies and the development of a paper recommending a revised salary packaging and remuneration policy to cover nationals and expats.

Economic Development Board (Bahrain)

•Member of the Crown Prince’s Executive Committee responsible for the strategic planning for, and implementation of, the labour reform blueprint for the Kingdom, including working with a team of McKinsey consultants assisting in the project. •Oversight of the labour market IT project (BD4m+), assistance with the development of the Labour Market Regulatory Authority’s strategies and processes. Acted as the Vice President Enforcement to set up the Authority’s labour police force to enforce the new labour laws. •Design and implementation of a job evaluation system and supporting job descriptions; advice on organisational restructuring.

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6. Our International Alliances

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Qatar Centre for Career Development (QCCD) (Qatar)

QCCD has become a key provider of management development and training programs in the State of Qatar. The company offers a complete range of management soft-skills training programs and cost-effective HR consultancy and executive search services to government and private sector clients in Qatar.

Azrek Business Services (Bahrain)

Azrek specialises in conducting global searches to identify exceptional individuals for clients across all major markets, particularly financial services and real estate and property.

Strategic Factors (Australia)

Strategic Factors assists organisations to undertake strategic analysis, write strategic plans and measure performance. It does this, in part, through a facilitation process that ensures ownership of the output remains with clients. They have developed innovative software for planning, producing Key Performance Indicators and monitoring performance, all based on the company's Strategic Factor System.

University of NSW Global (Australia)

UNSW Global is a wholly owned enterprise of the University of New South Wales (UNSW) providing education and consulting services to individuals, business, government and non-government organisations around the world. UNSW Global’s expertise extends to three core fields; Education, Consulting, and Corporate Services, each division is made up of a number of business units with distinct areas of expertise.

Cogent Business Solutions (Australia)

Cogent works through a network of over 750 management consultants within Australia and overseas, selected for their expertise specific to each individual task undertaken by the company. Through the use of modern technology, and specially designed Cogent intranet and e-mail capabilities, they deliver innovative solutions at a competitive cost. They have consultants based in most capital cities around the globe and in various rural areas across Australia. They routinely perform major management consultancy tasks around Australia and the world by appointing the most qualified people for the job.

Clarity Professional Development, Lda (Portugal)

Mark Brown, principal of the company, provides tri-lingual highly regarded executive coaching and leadership development services to top executives at blue-chip firms around the world.

The Workforce Management Group has close working relationships with several business partners to enable us to deliver a comprehensive range of services within our ‘virtual’ environment. They are summarised below .

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7. Our Executive Team

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• Bob is a strategic yet practical international senior HR Executive and Management Consultant. He has extensive business and HR experience in a variety of positions across the spectrum of small, medium and large listed and private multi-national businesses, both nationally and internationally. His experience covers most industries from manufacturing to information technology and financial services. This follows a distinguished 20-year military career in the Australian Army, including an appointment as Aide-de-Camp to the Governor-General of Australia.

• He has developed and implemented comprehensive business and HR solutions for several national and international organisations at the highest level, especially in the areas of change management, organisational development and business transformation, competency-based HR management (including recruitment, performance management, career development and succession planning), training and development strategies and plans. Much of this experience has involved the application of appropriate HRIS solutions. He has undertaken a wide variety of consulting assignments to several national and multi-national organisations, including Ernst & Young, KPMG, Insurance Australia Group, IBM, Computer Science Corporation, Boral, Telstra, Commonwealth Bank, Westfield Holdings, PowerTel and Zurich Insurance.

• His international business experience includes living and study in India, part ownership of a business in Singapore and HR and business development assignments in Pakistan, Saudi Arabia, Kuwait, Bahrain, Myanmar, Thailand, Malaysia and New Zealand. He undertook a 2 year assignment as the Special Advisor restructuring the Kingdom of Bahrain’s immigration organisation and then completed a contract with the Economic Development Board of Bahrain as the team leader working with McKinsey and Co to restructure the Kingdom’s labour market.

• Bob is a regular presenter and faculty member of an Australian organisation which runs retreats for companies wishing to improve their strategic and business planning. He has advised over 50 Australian companies in the past couple of years on ways of overcoming their HR and organisational issues and improving their internal procedures. Bob has also conducted a number of Human Resources audits for large corporations, investigating issues such as compliance with HR policies, HR user requirements for the implementation of an HRIS and the comprehensiveness of policies and procedures.

• Bob received a Master of Science Degree in Defence and International Studies from Madras University, Tamil Nadu, India in 1980 as a student at the Indian Defence Services Staff College. He also has a Diploma of Military Studies awarded in 1970 as a graduate of the Royal Military College, Duntroon. He is a graduate of the NSW Enterprise Workshop program through the University of Sydney. He is a Foundation Fellow of the Australian Institute of Company Directors and an Associate Fellow of the Australian Institute of Management.

Bob Aley, MSc (Def Studies), Dip Mil Stud, FAICD, AFAIM Managing Director, Workforce Management Group W.L.L.

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7. Our Executive Team (Cont)

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• Graham has developed a comprehensive breadth of skills and knowledge over more than twenty years' experience in human resources management (HRM) and management consulting. He has worked in HRM for a number of major international companies including Unilever, LaPorte Chemicals Group, British Oxygen Corporation and P&O Stevedoring, including three years employed by IBM as a Principal in the IBM Consulting Group.

• His experience covers a range of industries including consumer goods manufacturing, industrial gases (B2B environment), chemicals, IT and service industries including stevedoring, consulting and telecommunications. It covers recruitment at all levels of an organisation, training and development policy and practice, organisational design, change management, employee and industrial relations and operational and strategic human resource management.

• It also includes three years in a "start-up" environment as the HR Director for an emerging public telecommunications company. Graham did a similar thing for P&O Stevedoring in the early 90s, including active participation in the resolution of significant waterfront industrial relations issues.

• Graham holds a BA (Psychology) from Macquarie University and a Master of Arts Degree in Psychology from the University of Sydney. He has also completed studies in Taxation Law at UTS and Labour Relations and Industrial Law through the Law Faculty of the University of Sydney.

• He is a past Member of the Australian Psychological Society (MAPsS), including past Chairmanship of the College of Organisational Psychology, a past Associate Fellow of the Australian Human Resources Institute (CMAHRI), Fellow of the Australian Institute of Company Directors and is a Registered Psychologist in NSW.

Graham Firth, BA (Psych), MA (Psych), FAICD, CMAHRI (past), MAPsS (past) Principal Consultant, Human Resources, Workforce Management Group W.L.L.

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• Wal has extensive experience in issues relating to managing human resources, business management and organisation change, in particular, the impact of human factors and other management practices on an organisation’s performance.

• His managerial expertise was developed serving as: Partner, Lloyd Morgan HR Consulting practice; Offering Leader, Organization Change/HR Strategy, IBM Global Services; Member of Drake International Management Board; National Manager Drake Consulting Services; Director, Human Resource Management Consulting Practice, KPMG; Director Management Consulting, Pak Poy and Kneebone Pty Ltd; Director Human Resources, Pak Poy and Kneebone Pty Ltd; Deputy Director General Department for Community Welfare (SA).

• His management consulting experience was developed with the following consulting practices: Cresap McCormick and Paget (Washington DC), Touché Ross, Pak Poy and Kneebone Consultants, KPMG Peat Marwick, Drake International and IBM Global Services. Wal has completed over 450 consulting assignments for a wide variety of public and private sector corporations in Australia, Asia, the Pacific, the United States, and the Middle East.

• As a result, in his nearly 30 years’ experience as a consultant, he has developed expertise in a wide range of related management disciplines including strategic and business planning, business process re-engineering, the application of IT to business process, human resource management, management of organisational change, operations and organisational reviews, career counselling and organisational development, diagnosis and design.

• Wal has a double major in Psychology from the Australian National University, has studied accounting at the SA Institute of Mines (Now the University of SA) and completed the Advanced Management Program at the Australian Administrative Staff College (Mount Eliza). He is a Certified Member of the Institute of Management Consultants; Fellow of the Australian Institute of Management and a Chartered Member of the Australian Human Resources Institute.

Wal Beattie, BA (Psych), FAIM, CMC, CMAHRI Principal Consultant, Organisational Development, Workforce Management Group W.L.L.

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• Leena has acquired significant Human Resource Management (HRM) experience, at both a management and executive level, across a range of industry groups, in her fifteen years as a HR practitioner in the GCC. A GCC national, fluent in both English and Arabic and with her experience working in the region at the highest level for leading practitioners of HRM, she is able to provide a unique perspective on regional HR issues.

• She has worked for a number of major Middle Eastern organizations as well as multi nationals. Prior to joining the Workforce Management Group, she was the HR Director for the Economic Development Board (EDB) of Bahrain. In this role she also acted as the HRM consultant for a number of high profile projects undertaken by the EDB, including the Quality Assurance Authority (QAA), Bahrain Polytechnic, Labour Market Regulatory Authority (LMRA), Labour Fund (Tamkeen) and BFSDB. She has also held regional HR management positions in companies such as American Express, Arab Insurance Group and Trust International.

• Leena has wide experience in both operational and strategic HRM including HR strategy, organizational transformation, leadership coaching, talent management, executive recruitment, pay and reward and competency design. She is also qualified in occupational and personality assessment testing.

• Leena has a Bachelor of Science Degree in Business from the University of Bahrain, a Bachelor of Arts Degree in Human Resource Management from York University in Canada and a Masters of Business Administration from the University of Atlanta.

• She is a member of the Chartered Institute for Personnel and Development, the Society for Human Resource Management and the Bahrain Society for Training and Development. She is also a past member of the Bahrain Insurance Association.

Leena Faraj, MBA, BA (Human Resources), B.Sc. (Business)Principal Consultant, Workforce Management Group W.L.L.

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• Michelle has considerable consulting experience in organisational analysis and design, change management and general human resources. She has worked for a number of major international companies including Unilever and Westpac Banking Corporation and professional firms such as Arthur Young, IBM Consulting Group and Corporate Vision.

• Over the last few years, her work has focused primarily on change management engagements embracing mergers and alliances, major IT platforms, market re-positioning and organisational restructuring. Specific activities have included change impact and readiness assessment, job redesign and behavioural impacts, cultural and behavioural diagnostics, human resource system audits and reviews along with associated communications and training work. Her focus has always been on the impact of change on people.

• Michelle has a BA (Psychology) from the University of NSW, a Master of Arts Degree in Psychology from the University of Sydney, an MBA from the University of Technology, Sydney and a Graduate Diploma in Administration from the University of Technology, Sydney.

• She has completed a number of business management programs from the University of NSW, the Australian Graduate School of Management, the University of Sydney and Monash Mt. Eliza. Michelle is a Member of the Australian Psychological Society (MAPsS), and an Associate Fellow of the Australian Human Resources Institute (AFAHRI).

Michelle Sloane, BA (Psych), Grad Dip(Adm), MA (Psych), MBA, MAPsS, AFAHRI Head, Research & Development, Workforce Management Group W.L.L.

November 2009




Further information is available from:

Mr. Bob AleyManaging Director

Workforce Management Group W.L.L.Level 22, West Wing, Bahrain Financial Harbour

King Faisal HighwayPO Box 21662

ManamaKingdom of Bahrain

Phone: (+973) 1750 2838

Fax: (+973) 1750 3030Mob: (+973) 3941 5465

Skype: bob.aleyEmail: [email protected]

www.workforcemgroup.com

8. Contact Details

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Documents

Wmg Cap Statement Nov 09