Mubeena Mohd

I'm the owner of a management consulting practice since 2003. My mission is to help organisations develop authentic connections between Management and their Human Capital. I'm the Author of The SPEEDChange® Project: The Paradigm That Transforms Teams Without Training, available on SPEEDChangeProject.com.

Identifying and ranking exceptional workplaces in the UAE for the competition list of "Top Companies to Work For" to be published by Gulf Business Magazine using the proprietary research tools and model of the Great Place To Work® Institute, which has officially been launched in the UAE under Best Companies Group FZ LLC. For more on the list process visit http://www.greatplacetowork.ae

Conducting an organisational efficiency study to arrive at a transitional organisation structure for the Agriculture sector in the Al Ain and Abu Dhabi regions resulting from the latest mandate to merge the sector with the Food Control Authority. The study required solutions on how to reduce current inefficiencies in terms of operations, manpower and technology, and create a more effective organisation structure with recommendations for manpower and skill needs.

Designing of an organisation-wide competency framework for 4 (four) technical service lines and 4 (four) internal support departments. The framework included Core, Technical, Personal, and Administrative competencies across 10 (ten) industry-specific job roles ranging from ‘Associate’ to ‘Executive Director’. The final deliverable included competency clusters, competency behaviours, and level of each behaviour required for each job role across each of the organisation’s services.

Official Assessor and Project Manager for the first annual TECOM Pearl Awards. Activities include cross-checking 145 award submissions and supporting documents, supervising and answering queries regarding scoring process and coordinating duties of the 9-member assessor team, ensuring consistency in all assessors’ feedback of strengths / areas for improvement given to each applicant, verifying nominees / winners of 10 awards, and recommending steps for managing future awards and ceremonies.

Compiling and authoring the organisation’s official submission for the Dubai Human Development Award (DHDA), given for outstanding achievement in the development of UAE National employees. Steps included executing a Gap Analysis of current evidence the organisation has in terms of criteria for winning the DHDA award, creating a roadmap and action plan to cover gaps, and finally writing the 25-page submission document tailored to the Client’s preferred style and based on the RADAR™ model.

Facilitation of focus groups and individual interviews of top level management of the organisation comprising of the CEO, Division Heads, and Business Unit Heads to uncover gaps in information communication, examining business processes and authority lines. The key goal was to conduct an Information Audit to assess what information is valuable for the organisation, how it is used, who owns it, and where it is transferred to form the basis of Nakheel’s new Corporate Intranet platform.

Execution of 43 individual interviews of a division in the organisation. The purpose was to uncover sources of satisfaction, level of employee motivation, and changes required in Human Resource Systems.

Facilitation of focus groups to uncover sources for low employee satisfaction scores among marketing professionals in the Eastern Europe and Middle East (EEMA) region. Primary responsibilities were to narrow down on key priority issues affecting employee satisfaction in the organization.

Creation and development of job descriptions and analyses for 20 new departmental positions without actual job holders. The mission was to generate an accurate and realistic job preview for employees that were yet to be selected, and align the responsibilities with job competencies.

Documentation of job descriptions for 80 technical positions within the Mechanical & Engineering Division of the company. The primary goal of the exercise is to positively exceed criteria for the Dubai Quality Award (DQA). The Focus Group method was conceived to elicit relevant job data.

A Positive Whole-System Transformation (PWST) effort that involved intense facilitation of the top team in the company. The project involved generating ideas from structured interview process from within all sections of the organization, and using this data to design a 3-day offsite retreat.

Development of a Performance Management System based on systematic Job Analyses and Pay Grades. The mission was to generate pay grades to classify 90 job positions in the Trading Division of the company and create a new Performance Management and Career Growth strategy.