Fakhar Ejaz Email & Phone Number

Pk/Usa/Turkey/Ireland/Uk

People Strategy development while ensuring the right balance of business need and employee centricity.HR Business Partnerships for Global Corporate and Technology functionsLeading HR responsibility for Pakistan, Turkey, USA and all international locations for the companyGlobal RecruitmentEmployer brand and EVP ( which is very close to my heart)Compliance Collaboration and more

Islamabad

As the Head of Talent, Learning & Culture, i support all business units within Jazz covering complete organization. Managing a under the stream heads of Talent Acquisition, Talent Management, Learning and development, leadership development, Employer branding & Culture. I ensure that while they work towards their professional development and aspirations, they have the autonomy to provide support to the 2900+ employee base under the jazz business units. Committed to supporting the C-suite where needed, I challenge and question the Chiefs to ensure that the best possible outcome is achieved while creating the frameworks/processes to ensure our organization is future proof.Talent Acquisition, holistic approach for hiring the talent for future with state of the art ATS and analytics to support and improve the approach as per the current need of the hour.Talent Management, creating a strategy to ensure where we want to see our talent transformation as we move ahead into future. Identify the set of talent and have robust development plans to ensure the right succession for critical roles.Learning & Development, creating a holistic learning philosophy around the self driven learning paths for employees and providing tools to ensure employees are well equipped for re-skilling/up-skilling as they deem fit. Developing a directional learning path as per the organizational need of future skillingLeadership Development, creating Leadership development framework driven by the business needs focusing on Care & Growth and value based leadership philosophy while developing people managers as performance coachesEmployer Branding, Framework for who-what-how we engage with our external audience for the EVP and its execution.Culture & EVP, responsible for the ways of work @ Jazz while ensuring the employee value preposition reach internally and externally

Islamabad

As the Head of HRBP Technology, MFS-Digital, and Corporate Divisions, I support 8 out of the 10 divisions within Jazz – including Finance, Legal, Compliance, Internal Audit, People and Organization, and Service Delivery. Managing a team of HRBPs, I ensure that while they work towards their professional development and aspirations, they have the autonomy to provide support to the 1360+ employee base under these divisions. Committed to supporting the C-suite where needed, I challenge and question the Chiefs to ensure that the best possible outcome is achieved.• Enhancing the Talent Journey:- Talent Acquisition: Strengthened talent pipelines through the development and implementation of varying initiatives i.e. Summer Internship Programs, university, and industry liaisons- Talent Development: Focused on learning interventions, quarterly talent reviews, rotations, cross-functional exposure, etc.- Role Identification and Planning: Headcount review, planning of critical positions, succession planning - Focusing on Diversity and Inclusion: Ensuring an inclusive workplace through primary research – Focus Groups, Surveys, and One-on-One meetings• Fostering Employee Engagement: - People Needs: Using primary research to identify, develop, and implement the right plans - People Managers: Equipping managers with the knowledge and skills to effectively manage their teams; Organizing candid sessions between the leadership and the employees to bridge gaps; Encouraging skip level sessions - Wellness and Engagement Programs: Supporting the rewards team in designing and implementing a comprehensive program for all employees; Planning engagement activities • Building a Recognition Based, High Performance Focused Culture: - Identification of monetary/non-monetary recognition platforms i.e. ‘Quarterly Divisional Champion’ - Re-inventing and effectively managing the performance review process: Ensuring fairness and transparency in the calibration process

Islamabad

Following the success of the Mobilink-Warid merger, my portfolio was increased to include the Mobile Financial Services (MFS) and Digital divisions. While continuing to carry out my role as the HRBP for my divisions, I specifically focused on developing the new Digital vertical from scratch.Core projects:• Digital Vertical Focus: Developing the right organization chart for the division; Job analysis and design for the new roles created under digital vertical; Sourcing and selection of new digital skillset as per the digital division need; Conducting skill gap analysis; Cultural integration of digital vertical within Jazz• Completely ran the ‘disengage to engage’ sessions for the whole organization • Development and execution of talent with a framework with COE.• Launched Digital Learning initiatives (Linkedin & Coursera) for the first time within the organization

Islamabad

In addition to my responsibilities as the Lead HRBP for the Technology division, I played an extensive role as the lead of the people pillar during the Mobilink-Warid merger. I ensured that the planning and execution of the integration were streamlined as far as the employees were concerned. The total employee base included 1200+ permanent and 700+ outsourced employees from Mobilink and Warid.- Planning and execution of outsourcing model of field service staff post integration- Culture assessment of both Warid and Mobilink to develop and execute an integrated culture for Jazz- Worked with McKinsey consultants to drive the new organization

Islamabad

Leading and providing nationwide support to six departments within the Technology Division, covering a total employee base of 650+ permanent and 400+ outsourced employees.- Ensuring Operational Excellence: Implement all the initiatives given by COE and Group at the front end of HR.- Recruitment and Selection: Ensuring that the right talent is acquired, managed and developed in the organization. Improving the onboarding process and gauging its effectiveness. Expanding the base of sourcing channels and ensuring rewards & benefits are crafted to develop and retain key talents necessary for business performance. - Employee Engagement and Grievance Handling: Development and execution of a cost-effective engagement plan for the Technology division to enhance motivation and feeling of wellbeing in the organization. Resolving grievances and ensuring adoption and compliance to Mobilink policies. - Skill Need Assessments (TNA): Identifying learning gaps and development needs and acting as a channel to communicate learning needs to Organizational Dev. Department. - Relationship Management: Developing, sustaining & fostering one to one relationship with Chief Technology Officer, Technology HODs and employees.Core Projects:• HR Projects: Leading all HR projects nationwide working with CHRO directly to implement VimpelCom group projects in Mobilink (HR Competency Enhancement; Outsourcing in CC and Technology; Culture Transformation; HR Floor revamp). • Additional Initiatives: Measuring HRBP performance and effectiveness. Project Leopard (Restructuring/Re-Org). Coaching line management to embed and practice good management in line with Mobilink values. • Change Champion and Transformation leader: was selected out of 100 HR/ES employees. Running all the new Cultural Change initiatives leading to required Transformation.• ENPS-Projects: Project owner for Performance Management and Reward & recognition.

Islamabad

In my position as the HR Manager, I focused extensively on introducing new HR systems and policies into the organization. Using the tools and skills that I had garnered from my past employer. The most important achievement for me was to be able to improve the lives of the employees by ensuring that we focus on developing them as future leaders.- Organization Development: Singlehandedly introduced new HR systems and policies into the organization. Designed and implemented training and development frameworks for all employees. Introduced a Performance Management System.- Job Analysis, Design, and Recruitment & Retention: Job analysis and design completed for Techs and line managers. Responsible for recruitment and selection of employees across the entire north region. - Employee Development: Focused on the education and training by designing skill matrices for Techs and Line Managers. Focused on HS&E training and was accountable for 100% training compliance within the organization- Stakeholder Engagement Strategy: Responsible for External relations, Industrial relations, CSR activities and employee engagement strategies. Including Employee Union Management.Core Projects: • Business Development & Project Management: Identified, analyzed and managed business development projects in the Electrical/Mechanical/Civil departments• Focal POC for the Hoppecke Battery solutions project in Pakistan for Hoppecke International. Responsible for the implementation of Test trial cyclic battery application. Responsible for presenting the technical and commercial proposal for power optimization RFQ.

Karachi

Hired as a process engineer at P&G Pakistan in the product supply function. My core role was as an Associate HR Manager for a new plant site in Karachi, Pakistan where part of my responsibilities was to carry out job analysis and design for the entire site. - Talent Acquisition: Sourced, screened, and recommended candidates for employment. Conducted new employee orientation.- Performance Management Tools & Training: Responsible for leading the Education and Training Pillar front for the site. Tracked and trained employees on performance management tools aimed at improving employee capabilities.- Retention and Engagement Strategy: Developed and implemented employee retention and engagement strategy for an employee base of 130 employees. - Rewards and Recognition System: Designed and implemented the Reward & Recognition Program targeted at reinforcing a zero loss mentality culture. - Behavior and Culture Assessment: Executed interventions to assess and track culture according to P&G’s prescribed principles and values.- Stakeholder Management: Engaged with external, industrial, and internal stakeholders. Special interest was on Union Management. Provided direction to employees in the resolution of problems related to benefits, company policies, etc.- HR Generalist: Managing Employee services end to end while complying with regulatory agencies like Human Rights, Labor Laws, etc.Core Projects:• Delivered Technical Training Center with the whole scope of Electrical, Mechanical and Pneumatics Equipment, saving of USD 92,000.• Developed a Site Standard Booklet and delivered a complete project of Site Visuals including site offices building, landscape, operations building, warehouse, and training center estimated to cost USD 2.5M.• Implemented an E-Manufacturing (e-learning) System (Partial SAP project - implementation). • Greenfield site startup: Led the set-up of the occupational health infrastructure and systems in order to ensure a vertical startup.

Executive Education, People, Culture And Performance: Strategies From The Silicon Valley

Master Of Business Administration - Mba, Human Resources Management And Services

Electrical Engineering (Bee), Telecommunication

Activities and Societies: Sports: Captain of University Cricket & Hockey team; Awarded COLOUR of Cricket in University Theatre: Best.

Fellowship Of Sciences, Pre-Engineering