Effective HR Practices in Oman: A Personal Memoir

Effective HR Practices in Oman: A Personal Memoir

Dr. Gyanandra Pratap Singh

Dr. Singh is a doctorate in psychology, an HR professional,       researcher, trainer, psychotherapist, and blogger.

This memoir is a testament to my unique journey as an HR professional in Oman. It's driven by the recognition of a gap in shared experiences within HR and how we filled it. My primary goal is to share my personal experiences and insights on the less-discussed challenges faced by HR.

The Outline Of the Blog:

This blog is a memoir of my work in Oman. We are narrating it because otherwise, it may remain largely unexplored. It's driven by the recognition of a substantial gap in shared experiences within the HR sector in an Omani company and how we filled it. Here, my primary goal is to share my personal experiences and insights on the less-discussed challenges faced by HR.

As we embark on this journey of storytelling, my motivation is rooted in the belief that my experiences can be a valuable resource for others in the field. By providing a real-world perspective on the intricacies of HR in Oman, I aim to help fellow HR professionals understand the unique experiences we had while working in the Gulf.

 What was the background when I joined?

When we embraced the challenge of transforming an Omani company's HR practices, I brought with me a blend of qualifications and hands-on experience. My journey into HR has been shaped by a desire for continuous learning and growth. As I stepped into this role, I had a background that combined academic knowledge with practical HR expertise. By that time, we had a doctorate in psychology with decades of experience in the HR industry. This potent combination equipped me to tackle complex challenges with confidence.

My qualifications and previous experiences had primed me for the dynamic world of HR in Oman. When in Oman, we applied this fusion of formal education and real-world know-how to the company's HR businesses, leading to astonishing results.

 What made me take the job?

My decision to accept the role in Oman was not solely motivated by financial considerations, although they certainly played a role. Observing the company upon entry, I saw the promise of a unique challenge that was incredibly alluring. I noted an opportunity to transform a dysfunctional HR system into an efficient and effective one and test our learnings. We were motivated by the chance to make a substantial impact on the company and by the learning experience we would gain in the process.

This challenge acted as a magnetic force, drawing me toward Oman. I understood that this journey would be unlike any other, and it was precisely the unpredictability and complexity that made it so appealing. I wanted to put my knowledge, skills, and adaptability to the test in a new environment. I approached it as a proactive HR professional with a creatively tuned challenging mindset.

How was HR back then?

When I first set foot in Oman in August 2009, the state of HR was far from what I had anticipated. While I didn't expect a perfect HR landscape, I did anticipate a basic HR infrastructure essential for daily operations. Unfortunately, reality fell short of those expectations. The individuals in HR roles in Oman lacked the training and knowledge needed to manage HR functions effectively.

To an outsider, this situation might have seemed daunting, but I recognized it as an opportunity for transformation. I understood that the path ahead would be challenging, but it was precisely the chaos and disarray that presented a unique opportunity for improvement. For me, it was not a new experience; in whichever company I worked, I faced similar expectations. The HR landscape in this company needed immediate attention and strategic solutions.

What was my strategy back then?

When we joined, my strategy was simple yet effective: conduct a comprehensive assessment of the existing HR landscape. To achieve this, I gathered data through semi-structured interviews with stakeholders, examined relevant documents, and designed HR tools to assess employees' experiences and needs. This data formed the foundation upon which I would build a strategic HR plan.

After analyzing the gathered data, my next step was to design a strategic HR plan that would align HR functions with the company's current and future human resource requirements and then make a presentation to management for their approval. This plan had two objectives: address existing deficiencies and create a roadmap for the future of HR within the company.

 How we executed the plan

We had two new recruits from India. With the strategic HR plan in hand, my team embarked on the journey of execution. We tackled various HR systems, each with its unique set of challenges and opportunities. From establishing a time office function to overhauling the contract system and improving recruitment and selection processes, our execution was meticulous and aligned with our strategic goals.

We consistently executed our plan by analyzing the situation, existing practices, designing improvements or new HR systems for execution, and seeking feedback from stakeholders before implementing necessary changes. Whether streamlining the selection process or implementing performance management systems, our methodology remained the same.

 What Were Final HR Changes:

The result was fantastic. When we fially executed our plan, it transformed HR in Oman. We pinpointed several critical HR activities demanding a complete overhaul. Here are some key changes:

1. Time Office Function:  It was previously absent. The introduction of a time office function brought structure to attendance management and regulated effective salary distribution in the company.

2. Contract System Overhaul: The contract system was previously chaotic, done on an approval slip basis, and needed immediate attention. After thorough study, we implemented a standardized contract system, streamlining entry, attendance, worker selection, termination, and work ethics for contract workers.

3. Selection and Recruitment Process: The informal hiring process based on a first-come, first-served basis was replaced with a structured selection process. This introduced objectivity, transparency, and consistency in candidate selection.  

4. Induction and Placement System:  We realised the need for an effective onboarding system in the company. We introduced a structured induction and placement system, ensuring new employees received the necessary support and information to integrate into the company.  

5. Training and Development: We hired a training manager from India and initiated comprehensive training and development programs to enhance employee skills, performance, and career growth.   

6. Performance Management System: There was no appraisal system in the company. We revamped the performance management system with external agency support, ensuring impartial and effective evaluation, fostering greater acceptance among employees. It was the Hay Group. 

7. Annual Bonus, Reward, and Recognition System: To boost motivation and engagement, we introduced an annual bonus, reward, and recognition system tied to performance.

What was the feedback?

Our efforts yielded remarkable results that profoundly impacted the company. Thanks to our knowledge, experience, and relentless commitment to excellence, we not only met but exceeded expectations. The transformation was evident in various aspects:

- The HR team became disciplined and proactive, effectively managing HR functions.

- The work culture and discipline within the company improved significantly.

- The company's net profit increased by 43% from the third year onwards.

- The Board agreed to pay an annual performance bonus to all employees, which has now become a reality.

Thanks to our serious efforts, HR processes, including selection, contracts, training, performance management, and rewards, were systemized and aligned with company goals. These outcomes validated our strategic approach and reaffirmed the value of our efforts in transforming HR practices in that Omani company.

Conclusion:

In hindsight, this transformative journey was made possible by a combination of intrinsic qualities – drive, perseverance, and a passion for challenges. These qualities, coupled with my knowledge and experience, allowed me to turn what seemed like HR challenges into success stories. This memoir stands as a testament to our proactive determination.

Dr. Gyanandra Pratap Singh

Dr. Singh is a doctorate in psychology, an HR professional, researcher, trainer, psychotherapist, and blogger.