Hacking HR

Memebr, Senior Leaders Council

Society for People Analytics

Empowering Excellence in the People Analytics Community.

At SPA, we are committed to fostering a vibrant and inclusive community where people analytics professionals can thrive.

Founding Member

Confidential

As an instructor for aPHRi™, PHRi™, SPHRi™, SHRM-CP, and SHRM-SCP certifications, my main aim is to create a supportive learning atmosphere where everyone feels encouraged to excel. I foster collaboration, adapt teaching methods to suit different learning styles, and ignite a genuine passion for HR excellence. Ultimately, my goal is to not just help students pass their exams but also to shape them into competent, self-assured HR professionals ready to make a meaningful difference in their workplaces.

Facilitator ( aPHRi™ - PHRi™ - SPHRi™ & SHRM-CP/ SHRM-SCP )

Josh Bersin Academy

Community Champion

Emirates Park Zoo and Resort

- Design and Deliver world-class human experiences at work ( Entertainment * Hospitality * F&B * healthcare)

- Providing employee relations guidance and support across all aspects of HR policy and practice (e.g. performance management, attendance, grievance, disciplinary, etc).

- Supporting the development and implementation of people policies and procedures; coaching managers in using these to support the high performance of teams and individuals.

- Work collaboratively with others on cross-functional to execute strategic initiatives, generate ideas, and introduce new concepts and HR processes.

- Ensure a high level of customer service and maintenance of SLAs to all employee inquiries.

- Resolve escalated issues regarding transactions, processes, and team activities.

- Regularly reviews processes for opportunities to streamline or eliminate gaps to make processes as easy as possible for Employees, Managers, Leaders, and the HR Function.

- Collaborating with other teams to set timelines and develop implementation plans for identified opportunities.

- Train coordinators on transactions, processes, and customer service skills.

Human Resources Shared Services Manager (Entertainment * Hospitality * F&B * Healthcare)

Ajad Facilities Management L.L.C 

Advising, supporting and overseeing the leadership team with all employee relations issues including grievances, disciplinary and performance and absence Management.

Ensuring compliance and best practice at all times, whilst maintaining a flexible, responsive performance culture.

participating in the business planning process as a valued member of the management team, which includes being responsible for translating business plans into talent acquisition, employee engagement and organization plans. 

Developing the survey, design and manage the implementation of new and transformative HR projects 
Managing the alignment processes among different key stakeholders. 

Reporting and presenting to management on project status and schedules. 

Overseeing and managing the talent acquisition process.

Driving the employee engagement initiatives.

Developing Corporate Training Programs

Managing Orientation for New Employees

Managing Succession Planning and Career Planning

Human Resources Manager (Facility Management)

Emaar Industries & Investments (Pvt) JSC

# Since its founding in 1998, Starwood Industries ( subsidiary  of Emaar Industries & Investments (Pvt) JSC ) had grown to be one of the industry leaders in the GCC Market.  

# We specialize in design, manufacturing, Supply and installation of kitchen cabinets, doors and wardrobes.   

# Starwood Industries is ISO 9001-2008 certified company having British and American Fire rating certification as well. 

# Starwood is certified by BM TRADA to meet the requirements of British Fire Rated Standard BS 476 for fire doors as well as certify by Intertek to meet requirements of American Fire Rated Standard UL 10c (2009).   

# In 2005, we doubled our manufacturing capacity and now we are poised to cover the entire GCC region. also we are now in a position to enter the European market through our competitive rates and quality work.   

# Starwood Industries plans to expand its operations beyond the local UAE market. We are looking to set up FOUR manufacturing plants in the Middle East area.

Human Resources Manager (construction & Manufacturing)

Exit Two Business Broker

The company has a portfolio of residential villa / apartment, commercial properties  400 units across Abu Dhabi. Involved in leasing as well as HR Strategic & Operational HR Activities and accounting. attracting new tenants and vetting prospective clients and rental negotiations, Complete the preparation of weekly and monthly reports on the status and performance of leasing activities and carry out inspections on any vacant units.

Key Achievements :-

• Reduced the maintenance cost by 30%.

• Increased tenant’s loyalty in company properties by 50%.

• Maintained properties records include all income and expenses.

• Achieved 6 years of 100% attendance at work.

• Managed setting the initial rent level, collect rent from tenants and adjust the rent.

• Managed tenant, involved in all capacities from finding the tenants and dealing with complaints to initiating evictions.

• Ensured all Human Resources functions, Employee Relation, policies & procedures reflect, encourage & recognize diversity, and aligned with company values.

• Handled on-boarding & off-boarding service to all employees .

• Facilitated annual appraisal and probation appraisal on timely basis.

• Facilitated monthly payroll, annual merit increase & bonus. 
 
• Prepared and maintained employee handbook and policies and procedures manual.

• Ensured compliance with Ministry of Labor, and UAE legislation, standards, systems and regulations, in all HR activities.

• Maintained standards of safety and comply with Company’s Health, Safety & Environment Management System requirements.

Human Resources Manager (Real Estate Investment)

AL FARAA CONSTRUCTION AND INDUSTRIAL GROUP

• Established and maintained a filing system for the department and ensure all required documents and record updates are available.

• Along with the Corporate Human Resource Manager, takes up the explained of HR policies/procedures to new/existing employees.

• Assisted Corporate HR Manager in induction / orientation design and ensured that high quality new hire orientations of new senior manager.

• Maintained employee relations through send a standard format of mails to Senior employees at different occasions. 

• Assisted in booking tickets, hotel bookings and business cards for senior management.

• Assisted in the process of leasing and furnishing senior managements accommodation.

• Assisted in preparation of monthly, quarterly, and annual reports.

• Coordinated with company Head Office on annual performance reviews.

• Prepared standard letters for banks, service certificates as requested by staff as per approved terms and conditions.

• Prepared employment contracts and related documents for new hires and maintains files on all transactions. 

• Managed the administration and tracking of employee benefits (vacation/special leave, medical, payment of cash in lieu of annual vacation tickets, payment of school fees, salary advances; deductions and reimbursements

• Liaised regularly with PROs to ensure correct labor and residency permits are in place.

• Followed up on renewal of all residence visas for all staff, health cards and labor cards.

• Ensured payroll action and clearances are completed for leave in a timely and satisfactory manner.

Human Resources Coordinator

Egyption Sanitary Ware Co. (GRAVENA )

• Supervise 3 Qc specialists and 6 inspectors 

• Maintain and keep records of all tools and gauges.

• Responsible of planning and organizing the production flow in quality control Department shifts.

• Following up with the stores and the decoration department for the finished product requirements

• Conducting training and explaining methods of inspections and schedule of quality control specialists

• Enhanced employee performance and attendance through daily mentoring, one-on-one discussions and motivational strategies

• Coordinate objectives and production procedures in cooperation with the production department to maximize product reliability and minimize costs
 
• Monitoring the testing of raw material, in-process samples, finished goods, internal samples and packaging materials as per specified sampling and test procedures

• Devise plans and ideas to improve the  operations and to raise the standard of customer satisfaction

Quality Control Specialist

Daily HR, Leadership & Coaching Insights | 🌍 HR Leader | EX, Shared Services & HR Transformation for Large Enterprises | GPHR®, SHRM-SCP®, GRCP®, GRCA®, IAAP®, ICEP®, IRMP® | ICF UAE Ambassador | Panelist & Moderator

As a facilitator, I've had the privilege of mentoring future HR leaders, adapting teaching styles to various learning needs, and promoting a passion for HR excellence. My commitment lies in exam preparation and in cultivating adept professionals equipped to enhance workplace dynamics.

As an accomplished HR Shared Services Manager with extensive experience managing all aspects of Human Resources and payroll across various industries, I am confident I can positively impact your organization. With a proven track record of successfully working with cross-functional teams, streamlining HR efficiencies, and providing guidance on all people policies and procedures, I possess expertise in strategic planning, talent acquisition, employee relations, and designing and delivering world-class employee experiences.

My experience in developing and implementing orientation and onboarding processes, managing budgets, and ensuring compliance with labour laws has made me an effective communicator and leader. I can assess and improve compensation packages and build talent pipelines through various channels.

As an HR Manager, I am committed to delivering results and ensuring engaging employee career development plans. I am excited to bring my passion for creating a positive work environment to your organization and to lead performance management, employee relations and engagement, learning and development, and organizational change. I am confident that I have the skills, experience, and drive to be a valuable asset to your team.

✓ Professional Member of the Society for Human Resource Management (SHRM)

✓ Human Capital Executive Research Board member

✓ My Recent Activity Link: http://bit.ly/RecentActivity

✓ Specialties:
☑ Bulk recruitment
☑ Employee Relations
☑ Interviewing Candidates
☑ Selected Candidates
☑ Induction program
☑ Monthly Payroll
☑ Policies Development
☑ Exit formalities
☑ Knowledge of UAE Labor Law
☑ Succession Planning
☑ Workforce Planning
☑ People Process
☑ Resignations & Terminations
☑ Performance Management System
☑ Implemented Performance Management

I am always eager to learn and continuously improve my skills to stay up-to-date with the latest HR trends and practices. My strong teamwork and collaboration skills enable me to work effectively with colleagues and build lasting relationships with employees at all levels.

I walked into the Sofitel JBR ballroom.
And it hit me fast.
Every leader in the room was focused on one thing.
Talent is shifting faster than our systems can handle.

You could feel the tension.
You could feel the urgency.
You could feel how fast the GCC talent landscape is moving.

I attended the Developing Future Ready Talent event in Dubai.
A full room of senior HR leaders from across the Gulf.
Big thanks to Corporate Research Forum (CRF) and to Michael Whelan for bringing this conversation to the region.
Strong insights from John Whelan MBE.
Pavneet Bajwa from Standard Chartered Bank.
Andy Hill from Alghanim Industries.
Dua Al Toobi from The Futureproof Advisory.
Lisa Lyons from Mercer.

The message was clear.
The future of talent in the GCC will not look like the past.

Skills shortages.
Nationalization.
Demographic pressure.
Technology disruption.
New workforce expectations.
All of it is hitting at once.

The biggest shift is already here.
Talent strategy is moving from roles to skills.
From short term fixes to long term capability building.

𝟏. 𝐌𝐚𝐩 𝐬𝐤𝐢𝐥𝐥𝐬, 𝐧𝐨𝐭 𝐭𝐢𝐭𝐥𝐞𝐬
Build a live skills map for critical work.
See the gaps before they slow you down.

𝟐. 𝐀𝐥𝐢𝐠𝐧 𝐰𝐢𝐭𝐡 𝐧𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐚𝐠𝐞𝐧𝐝𝐚𝐬
Link capability plans to Emiratization and Saudization.
You gain momentum and strategic clarity.

𝟑. 𝐁𝐮𝐢𝐥𝐝 𝐥𝐨𝐧𝐠 𝐭𝐞𝐫𝐦 𝐭𝐚𝐥𝐞𝐧𝐭 𝐩𝐚𝐭𝐡𝐬
Invest in three to five year internal pipelines.
You lower talent risk fast.

𝟒. 𝐔𝐬𝐞 𝐭𝐞𝐜𝐡 𝐟𝐨𝐫 𝐜𝐥𝐚𝐫𝐢𝐭𝐲
Pick tools that track skills and mobility.
Cut anything that adds noise.

One insight stood out.
Seventy three percent of Gulf organizations are shifting to skills based models in the next two years.
This is now the new baseline.

I also had great conversations with Rehana A..
Mohamed Abdeen.
Etienne Schubach.
Moustafa Hamwi.
Strong minds.
Stronger perspectives.

If you want a future ready workforce in the GCC, you need future ready models.
The old playbook is too slow for the speed of national change.

Which shift worries you more.
Skills gaps or nationalization pressure.

Comment your view and save this for later.

Mohamed Atef Elmelegey, GPHR®, SHRM-SCP® 📈🎯

𝐇𝐑 𝐢𝐬 𝐛𝐫𝐨𝐤𝐞𝐧—𝐧𝐨𝐭 𝐛𝐞𝐜𝐚𝐮𝐬𝐞 𝐨𝐟 𝐛𝐚𝐝 𝐩𝐞𝐨𝐩𝐥𝐞, 𝐛𝐮𝐭 𝐚 𝐛𝐫𝐨𝐤𝐞𝐧 𝐦𝐚𝐧𝐝𝐚𝐭𝐞.

And it's costing businesses millions in lost profitability. 

Swipe through 👉 to see why traditional HR fails as a cost center...

...and how to reinvent it as a 𝐓𝐚𝐥𝐞𝐧𝐭 𝐏𝐫𝐨𝐟𝐢𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐔𝐧𝐢𝐭 that reports to the CEO and owns P&L impact. 

𝐓𝐡𝐞 𝐠𝐚𝐦𝐞-𝐜𝐡𝐚𝐧𝐠𝐞𝐫? 𝐓𝐚𝐥𝐞𝐧𝐭 𝐋𝐢𝐟𝐞𝐭𝐢𝐦𝐞 𝐕𝐚𝐥𝐮𝐞 (𝐓𝐋𝐕)—the metric that ties every hire, retention decision, and development investment directly to revenue. [156 chars]

𝟑 𝐪𝐮𝐞𝐬𝐭𝐢𝐨𝐧𝐬 𝐟𝐨𝐫 𝐲𝐨𝐮:

1️⃣ Is your HR team still measured on "time-to-hire" instead of financial ROI? 
2️⃣ Can they prove the P&L impact of retention and engagement? 
3️⃣ Who's ready to shift from managing HR to commanding talent strategy? 

💾 𝐒𝐚𝐯𝐞 𝐭𝐡𝐢𝐬 𝐜𝐚𝐫𝐨𝐮𝐬𝐞𝐥 𝐟𝐨𝐫 𝐲𝐨𝐮𝐫 𝐧𝐞𝐱𝐭 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐦𝐞𝐞𝐭𝐢𝐧𝐠
👇 𝐂𝐨𝐦𝐦𝐞𝐧𝐭 𝐲𝐨𝐮𝐫 #𝟏 𝐭𝐚𝐤𝐞𝐚𝐰𝐚𝐲 
📩 𝐑𝐞𝐩𝐨𝐬𝐭 + 𝐭𝐚𝐠 𝐚 𝐂𝐄𝐎 𝐰𝐡𝐨 𝐧𝐞𝐞𝐝𝐬 𝐭𝐨 𝐬𝐞𝐞 𝐭𝐡𝐢𝐬

#TalentStrategy #HRTransformation #ExecutiveLeadership #FutureOfWork #BusinessGrowth

HR is broken not because of bad people

𝐓𝐫𝐮𝐞 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐢𝐬𝐧'𝐭 𝐣𝐮𝐬𝐭 𝐜𝐞𝐥𝐞𝐛𝐫𝐚𝐭𝐢𝐧𝐠 𝐰𝐢𝐧𝐬.

It's acknowledging the unseen battles and quiet resilience that shape every journey.

Our toughest moments forge our strongest capabilities.

Swipe 👉 for the 7 silent leadership truths no one talks about...

...the emotional weight leaders carry when no one's watching.

𝐅𝐫𝐨𝐦 𝐲𝐨𝐮𝐫 𝐇𝐑 𝐩𝐨𝐬𝐭'𝐬 𝟏𝟒 𝐂𝐄𝐎 𝐜𝐨𝐦𝐦𝐞𝐧𝐭𝐬, 𝐈 𝐬𝐚𝐰 𝐭𝐡𝐢𝐬 𝐫𝐞𝐬𝐨𝐧𝐚𝐭𝐞𝐬:

Leaders who transform organizations (like Talent Profitability Units) first master their own unseen struggles.

𝐐𝐮𝐢𝐜𝐤 𝐪𝐮𝐞𝐬𝐭𝐢𝐨𝐧𝐬:

1️⃣ What's your toughest "quiet battle" as a leader?
2️⃣ How do you recharge when no one's clapping?
3️⃣ Tag a leader carrying weight no one sees 👇

💾 𝐒𝐚𝐯𝐞 𝐟𝐨𝐫 𝐰𝐡𝐞𝐧 𝐲𝐨𝐮 𝐧𝐞𝐞𝐝 𝐪𝐮𝐢𝐞𝐭 𝐬𝐭𝐫𝐞𝐧𝐠𝐭𝐡
👇 𝐂𝐨𝐦𝐦𝐞𝐧𝐭 𝐲𝐨𝐮𝐫 𝐛𝐚𝐭𝐭𝐥𝐞.
🔄 𝐑𝐞𝐩𝐨𝐬𝐭 𝐭𝐨 𝐡𝐨𝐧𝐨𝐫 𝐮𝐧𝐬𝐞𝐞𝐧 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩

#LeadershipResilience #QuietStrength #ExecutiveLeadership #HRTransformation #FutureOfWork

True leadership isn't just wins

If you missed HRLC Dubai, here’s the insight that hit me the hardest:
HR is no longer entering a new chapter. HR is writing it.

This year reminded me that HR is not supporting the business from the sidelines anymore.
We are shaping how organisations think, perform, and grow.

During one session, a leader shared a moment of failure that instantly shifted the room’s energy.
It reminded me that HR impact isn’t created by being perfect it’s created by being honest, human, and willing to grow.

And as I walked out of HRLC Dubai, three lessons stayed with me:




1️⃣ HR’s Role in Shaping Tomorrow’s Organisations

We’ve moved beyond policies and processes.
Today, HR is the architect of culture, capability, and transformation.

If you want to stay ahead:
Audit your current HR operating model and identify what must evolve not next year, but now.




2️⃣ Put AI to Work for HR and Talent

One speaker said something that stopped me completely:
“AI won’t take your job — but someone using AI will.”

A needed wake-up call.
Start by automating one workflow and building one AI-powered dashboard.
Small steps → big impact.




3️⃣ Unlock Performance in the Multicultural Workplace

Dubai is a masterclass in multicultural performance.
Different backgrounds.
Different expectations.
One shared goal.

The HR teams who win are the ones who turn diversity into alignment and alignment into performance.




Leaving HRLC Dubai, one thing became crystal clear:
The future belongs to HR leaders who stay bold, data-driven, and deeply human.
Those who learn fast.
Adapt faster.
And empower people even faster than that.




If you were at HRLC Dubai, what resonated with you most?
If you weren’t which trend do you believe will disrupt HR the most in 2025?

#HRLCDubai #HRLeadership #FutureOfWork #TalentManagement #HRCommunity #AIinHR #FutureReadyHR

Mark Sclaire (This is your Turning Point)  Jacob Alahan Alia Hassan  Noha Zabady  Haresh Sisodia Kirk Pinto Gargi Bannerjee 
David van Lochem

Most HR leaders I meet have expensive consulting reports gathering dust.

Beautiful frameworks. Detailed assessments. Zero implementation.

The gap isn't expertise. It's execution.

After 20+ years building HR shared services, I've seen this pattern destroy careers and budgets. Organizations pay top dollar for analysis, then struggle to turn recommendations into reality. Meanwhile, the problems persist and leadership questions HR's value.

The manufacturing client story that changed my approach:

Their performance review completion rate sat at 47%. Managers complained about system complexity. Three previous consulting engagements had delivered comprehensive reports explaining why.

We took a different path. Instead of another analysis, we built implementation muscle alongside their team.

Result: 91% completion rate in 3 weeks.

The difference? We didn't just diagnose the problem. We stayed to fix it.

What practical HR consulting actually delivers:

Implementation-Ready Tools
Systems that work on day one, not theoretical frameworks that require translation.

Measurable Business Impact
Real results across multiple clients: turnover drops from 23% to 11%, time-to-productivity improves by 40%, performance ratings increase 2.3 points on average.

Hands-On Expertise Transfer
Your team learns by doing, not by reading reports. They own the solution.

Real-Time Problem Solving
Issues get resolved during implementation, not discovered months later when the consultant is gone.

This approach builds muscle memory in your organization. When the consultant leaves, the capability stays and grows.

Traditional consulting gives you a map. Practical consultation walks the journey with you until you can lead the way yourself.

Which approach has your organization experienced?

Share your biggest implementation challenge in the comments. I'll respond with a proven tactic that's solved similar situations in manufacturing, tech, or healthcare environments.

#HRLeadership #TalentStrategy #HRConsulting #OrganizationalDevelopment #PeopleOperations

Broken bridge graphic showing gap between "Expertise" (dusty reports) and "Execution" (hands‑on HR implementation), highlighting 47% vs 91% review completion.

Most companies talk about employee experience.
Very few understand what actually drives it.

After auditing dozens of teams, the pattern is clear.
Four elements quietly determine whether people thrive or burn out.
The image below captures them with accuracy.

1. Psychological Safety
If people cannot speak honestly, raise concerns, or offer ideas without judgment, nothing else matters.
Silence costs more than mistakes.

2. Growth and Development
Top performers rarely leave for money.
They leave when they stop learning.
Clear paths, useful feedback, and visible progression change everything.

3. Recognition and Belonging
People commit when they feel seen.
A culture that celebrates contributions will always outperform a culture that merely tolerates them.

4. Work Life Harmony
Burnout is not a productivity strategy.
Balanced systems build sustainable performance, not heroic survival.

If your employee experience is struggling, start with these four.
Improve them and performance shifts with it.

Which of the four needs the most attention in your organization right now?

Whether I say it in a meeting or post it on LinkedIn. The message is the same.

HR leadership collapses the moment clarity disappears.

You cannot build culture without clarity.
You cannot improve performance without clarity.
You cannot align talent without clarity.
You cannot earn executive trust without clarity.

This is the part of HR leadership that most teams avoid.

Define what matters before you start doing the work.
Translate business goals into people priorities.
Remove tasks that look productive but change nothing.
Set expectations that leaders can actually follow.
Create decision rules so the organization stops reinventing everything.

Lack of clarity is expensive.
It doubles workload.
It slows execution.
It frustrates managers.
It confuses employees.
It makes HR look reactive even when the team is working nonstop.

Stop running projects that are not linked to strategy.
Stop accepting vague objectives from executives.
Stop adding new initiatives without retiring old ones.
Stop saying yes when the business needs you to set boundaries.

Your value is not in the volume of HR activity.
Your value is in the clarity you bring to the entire system.

If you want better culture.
If you want stronger leadership.
If you want sustainable performance.
Start with strategic clarity.

This is the aspect of HR leadership that changes everything.

✅ Comment: Share one area in your org that desperately needs clarity.
💾 Save: Bookmark this post to revisit when your team starts a new initiative.
📣 Share: Tag a leader who needs this reminder.

Three-layer pastel pyramid labeled Strategic Clarity (base), Aligned People Priorities (middle), Culture Performance Trust (top) with icons and call-to-action.

I almost missed the biggest HR lesson of 2025.

It was hiding in plain sight—in 54 years of UAE history.

Today, I published a special edition of People Potential Playbook that connects UAE National Day to the exact challenges HR leaders face in 2026:

→ Talent wars nobody's winning
→ Skills gaps widening daily
→ Compliance getting more complex
→ AI integration creating trust issues
→ Strategic planning falling short

The 5 lessons I break down aren't just about nation-building.

They're about execution, diversity as competitive advantage, investing in people over processes, protecting culture, and building adaptability into your organization's DNA.

This isn't theory. It's what transformed six emirates into a global powerhouse—and what can transform your HR function.

𝐑𝐞𝐚𝐝 𝐭𝐡𝐞 𝐟𝐮𝐥𝐥 𝐞𝐝𝐢𝐭𝐢𝐨𝐧

What workplace lesson from the UAE's journey resonates most with your 2026 strategy?

#HRStrategy #PeoplePotential #UAENationalDay #HR2026 #LeadershipDevelopment

View newsletter:  People Potential Playbook

A People Potential Playbook Special Edition Today marks UAE National Day—54 years since six emirates unified to form the UAE on December 2, 1971. Ras 

Open article: 5 Workplace Lessons from 54 Years of UAE Unity by Mohamed Atef Elmelegey, GPHR®, SHRM-SCP® 📈🎯 • 6 min read

5 Workplace Lessons from 54 Years of UAE Unity

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