Al Mayadin Institute presents a variety of solutions for serving institutions and companies through different human resources packages not only to support production operations, but to also turn those human resources into a strategic partnership in the production operations whether at the final product level or public and private services level for realizing the organization’s vision and turning their objectives into reality.
In the area of the advisory services, Al Mayadin sticks to a dedicated and personalized methodology characterized by positivity, effectiveness, and integration, which is best known by engagement and straightforward organizational support. Such methodology requires that the organization will put in place dedicated associates to work in conjunction with the staff of the advisory team in the planning, implementation, monitoring and follow-up processes through an integrated array of solutions developed by an established host of experts who consider each and every consultation as an investment that aims to foster and sustain the organizational competitiveness and productivity, and increase and optimize the quality of services and products.
First: Human Resources Planning:
Human Resources Planning is considered as the cornerstone of the services provided by this department for supporting the organization. Such planning spans the following services:
- Developing the Optimum Design of the Organizational Structure
The design of the organizational structure helps achieve the vision of the organization and its administration, just as well, it helps to effectively build the organizational relations and authority lines. The optimum design of the structure will also serve as a conduit that connects all the administrative units and integrate their operations together. We also provide services ranging from restructuring organizations, re-engineering the existing organizational structures, and developing which to achieve the maximum efficiency of the organizational performance.
- Job Analysis
This area of consultation will cover the development of the procedures through which all duties and responsibilities of different functions and jobs of the organization will be specifically identified. Not to mention the characteristics that should be available in the individuals who will be recruited to fill in those jobs. Such analysis will result in all information required for developing the job description and job specification; including identification of the business activities, individual behaviors, performance measurement criteria, and the human requirements to occupy such jobs.
- Developing the Standard Job Description
this consultation will include developing a job description using the quantitative methods through which job weights will be developed and job value and supervision fields will be measured. During this phase, key performance indicators will be established and linked with the monetary value and wages of such jobs. Procedures are also determined for preparing the standard job description of the new jobs, and how the Human Resources Dept. will be able to plan for filling in those jobs in the analysis matrix
- Building the Payroll Structure
This consultation includes the revamping of the salaries, wages, and benefits as per the scale of the job value on the weighting matrix according to the standard job description. This is the basic phase in the planning of the budgets of the future salaries and wages for years to come. Besides, it also covers the design of procedures that would determine the future jobs, recruitment potentials, and the number of the vacancies in case of expansion and penetration. The organization can, following this phase, predict the costs ensued as a result of hiring of different kinds.
Second: Human Resources Engineering
This phase is considered mandatory to ensure the alignment of the services provided by the HRD. This phase covers the documentation of the study of all steps and procedures conducted by the relevant administrative units. It includes the following consultations:
- Designing Charts of Human Resources’ Procedures
where a team of experts will review the reality of the steps and procedures taken by the organization for running the different assignments of all administration units in the Human Resources, where the charts of the existing procedures will be designed and presented to the administration. And during this phase a recommendation will be made that such procedures will be minimized without impact on the operations, which will elevate the performance level of the employees through the implementation of what is essential and weeding out the unnecessary procedures that deplete time and effort.
- Developing a Document Assuring Genre and Quality Measurement Criteria
This consultation will be concerned about preparing the specifications and standards measuring the precision and genre of operations conducted by the Human Resources of each administrative unit. During this phase, quality international standards will be used, where a documentation will be made to the quality measurement of the tasks exercised by the department as per the international and domestic performance criteria.
- Developing the Final Report on the Quality Measurement and Performance Gaps
This is the final step in measuring the quality of the service tendered by the Human Resources Dept; where the actual performance will be compared against the standard performance of the tasks and responsibilities exercised by the department as per the criteria document developed during the previous phase. The outcomes of the comparison process will be documented quantitatively, where the percentage of tasks matching the standard performance and the ratio of the gaps will be determined from the overall performance. Digitized outcomes will help the decision-makers draw the development plans for elevating the future and current performance levels alike.
Third: Competencies Management
Today’s world challenges represented in the fierce competition, and fast-paced technological, economic, financial and managerial development required excellence to be the major ingredient of survival, growth and development. Therefore, an increasing attention is paid to the management of talent / talents in modern organizations as being one of the sources of power that can’t be replicated and contribute to guaranteeing growth, continuity and development processes. This phase covers the following consultations:
- Building and Developing Talent Management Strategy (Talent Strategy)
Literature and best practices refer to the fact that the Talent Management Strategy represents the interaction of a host of practices and integrated systems relating to the required skilled workforce, retaining and developing them in keeping with the realization of the organizational strategic approach. Therefore, the Talent Management could be defined as “the development, uniformity, and integration between focusing on the capabilities and talents of the new employees, retention of the current workforce, and attracting the highly-experienced talents to work in the organization. Therefore, the Talent Management Strategy includes the following aspects:
- Definition of competencies, building a relevant glossary and identifying forms of measurement.
- Identifying the sensitive positions on the route to realize the organization’s sustainable competitive edge.
- Developing the talent repertoire for filling in such positions
- Developing outstanding practices for retaining the talent repertoire and ensuring their relevance with the objectives sought by the organization for gaining their commitment and loyalty to the organization.
The question here is about the concept of competency and how it could be developed over the time, and about the concept of learning and knowledge and their importance for developing the competency, which are considered hidden properties of the persons. It represents the method of behaving or thinking and characterized with a long time constancy, and it is associated with an effectively outstanding performance that is considered as a job indicator. Therefore, through competency, good performance and poor performance could be detected using benchmarking or certain specifications.
- Building Training Pan Relevant to the Job Competencies (Competency Transformation)
Total training among the high performance practices will constitute the largest role in the development of the existing talent repertoire, and such development is made in light of the programs identified based on the talent gap inside the organization after measurement. Such gap will be detected when comparison is made between what talents we have inside the organization and what talents should be there in the future. Such alignment between the strategic gap and the talent gap should be fulfilled, because such step is the most important one for achieving success of the talent management objectives. Talent Gap is derived from the strategic gap and is aligned therewith.
- Building Succession Plan (Succession Planning)
The leadership succession is a systematic and continuous process that is assumed by the organization for planning and securing all their needs from the highly-qualified calibers to occupy their strategic positions not for today only, but for a year and upcoming five years as well. Leadership succession is one of the policies of the human resources that aims at:
- Handling the aging among leaders and workforce
- Limiting the migration of leaders
- Steadfastly confronting the mounting competition in the labor market
- Dealing with the fast-paced and developing changes in the environment, systems and approached of business.
Fourth: Performance Appraisal
The overall performance of the employees is the total outcome of the organization; the performance of the human being contributes directly to the achievement of the organization’s objectives in the long- and short-run together. Al Mayadin supports organizations for boosting productivity of the human being scientifically and practically in the same time. The Consultations Department has been developed to provide practical solutions to the organizations. Al Mayadin provides management consultations for boosting the productivity of the workforce as follows:
- Designing Key Performance Indicators (KPI)
During this phase, Key Performance Indicators will be developed for the tactical measurement, where such ratios will exhibit the individual’s capability to reach the objectives in the previous phase. The Key Performance Indicators measure the progress of individuals towards objectives, and the ratios will be calculated weekly or monthly. And it’s recommended that this phase to be implemented as a foundational step after the implementation of the SMART Goals Phase.
- Designing the Job Objectives Using Balance Scorecard – SMART Goals
In this phase and after job analysis, the SMART objectives will be identified in the short run, whereas the theoretical assignments will be transferred to a host of standard objectives that includes a measurable number for a specific period of time. And it covers as well the development of the objectives of all jobs with no exception of the production functions, administration assistance functions, and technological ones. Team of experts will have access to the real-life assumption of tasks and jobs, and then develop objectives with the following properties:
Fifth: Continuous Improvement and Managing Change
Al-Mayadin provides solutions to help their clients improve any aspect of their business or service performance.
What is the most important thing that you need to improve about your organisation/business? How will you engage your people to do things new, differently or better?
Al-Mayadin facilitates these solutions working with your key people:
The MAPP™ System (Managing Actions for People and Performance) is used to improve any aspect of organization/business performance.
Super Thinker ® Decision Making, Problem Solving, Planning – Strategy and Tactics is used to improve thinking about 25 perspectives in making decisions and developing strategies to solve problems.
Super Thinker ® Benchmark Business Improver is used to diagnose 12 key factors driving successful business performance to identify what any business needs to do better.
Super Thinker ® Team Performance is used to explore 25 factors driving high-performance teams and what needs to happen to improve teamwork and team performance.
Super Thinker ® Customer Service is used to explore 24 factors driving outstanding customer service and what needs to happen to improve customer service.
Super Thinker ® Safety is used to explore 22 factors driving safety performance and what needs to happen to improve safety.