Although I was successful in setting standards on paper; however, creation of a practical roadmap was something that made me contemplate further.
Since Saudi Arabia has neither unions nor work councils, I seized at the opportunity to mold the new ‘Organization Excellence’ department into a platform as an internal employee work council, as well as an intermediary between the company and employees. After conducting employee interviews, reading extensive P&G archives on performance management, and seeking out thought leadership resources, I designed a completely new system for mobilizing and motivating human assets. Not only did strategy of unifying workers and developing a more-positive working environment pay off; however, also my approach to ‘Organization Excellence’ touched off productivity gains throughout the P&G facility. During a short period of two years, I facilitated the department in its expansion, and it set indexed performance and rising job satisfaction standards throughout the organization. P&G sites across Saudi Arabia, the Middle East and beyond are now replicating my model, and subsequently, the companys reputation, in terms of its human resources management, has also strengthened dramatically, and winning Saudi Arabia’s Employer of the Year Award is just an example of the accomplishment.
After completion of the top-to-bottom redesigning of ‘Rewards and Recognition incentive system’, it was an understanding that the system was transforming into a global benchmark for P&G sites worldwide. For this reason, my inspiration stemmed from identifying performance gaps, and at that time, during the training of 350 employees on P&G success drivers and another batch on ‘High Performance Organizations Overviews’, I felt strongly that everyone should be able to take ownership initiative and feel valuation of their contribution. Simultaneously, I sought to transform trainings from a passive information transfer to an interactive experience