ISSUES

• The turnover rate of key national employees was increasing.
• The salary range had not been reviewed in the last three years and salary competitiveness had decreased.
• Different HR systems for each business unit, as well as in two countries, Saudi Arabia and Oman, were more complex and less unified.
• Evaluation and promotion requirements were not specific, and evaluations and promotions were performed through a sense of manager’s likes and dislikes.

OVERVIEW

The design of deliverables was by the HR of the RHQ and we supported as an advisor. We provided input during all meetings, including interviews. We also guided and reviewed the concept, framework and details during the design of the deliverables.
There was a significant gap between national HR focusing solely on improving employee compensation and management's view on cost control. To fill this gap, we physically visit the HR in Saudi Arabia and explained it directly to national HR several times, as well as changed the project's execution structure multiple times to devise national HR to be able to work on it with autonomy.

STEP

1. Current Status Analysis (analysis of current HR system and HR data, market analysis of compensation, interviews with approximately 20 key employees, etc.)
2. Current Status Analysis (analysis of current HR system and HR data, market analysis of compensation, interviews with approximately 20 key employees, etc.)
3. Detailed Design of the New HR System (grade system, evaluation system, compensation system)
4. Facilitation of Management Training
5. Employee Explanation
6. Operation Revision

DELIVERABLES

• Common HR System for Saudi Arabia and Oman
• Facilitation of Management Training
• Facilitation of Employee Explanation
• Support for Operation Revision