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29 Aramex Annual Report 2017 07 Our People

Our People
Empowering People
HR Activities in 2017 Our New Goal and Performance Management
system went live globally in December 2017 giving
The year 2017 was bursting with successful our managers and employees the necessary tools
milestones for HR relating to the implementation to develop goals instantly with recommendations
of new SAP SuccessFactors & SAP Payroll systems. from the Goal Library of more than 500 SMART
(Specific, Measurable, Attainable, Realistic, and
In addition to this, we established our in-house HR Timely) objectives. Coupled with the implementa-
Shared Services Center. Moreover, we engaged HR tion of the Continuous Performance Management,
personnel across the network in establishing 2018 managers are given tools to follow up on their
Workforce planning activity. teams’ objectives, address changes and challenges
in real time instead of waiting until the end of year
HR Systems appraisal.

The latest HR direction is moving beyond automat- We successfully implemented the unified Payroll
ing processes, reducing costs, and complying with in United Arab Emirates while rolling it across
building value-based relationships with every mem- the network starting from January 2018 for KSA
ber of the workforce at all levels of the business. and Jordan, which will simplify and increase HR
operation efficiency while leveraging on Hardware
Our aim is to empower every manager and leader efficiency with better visibility on global
at all levels to manage his or her human resources employees view.
within the best practice of the industry and oper-
ating culture. We are seeing HR not as a “system Years of Service
of records” but as the core where the organization
1-5
comes together to transform how we at Aramex Years
manage our business through our people to achieve 6 - 10
Years
our goals and objectives in a successful manner.
49.8%
In May 2017 we had all countries live on Employee
Central (part of SAP Success Factor module) giving
Aramex the opportunity to manage its HR admin- 19.5%
istration locally while supporting the business Less than
globally with localized compliance. 1 year 11 - 15
16.8% Years
9%
In October 2017, we also went live with a global
recruitment and applicant tracking system across
the network, giving us accessibility and visibility
0.5% 1%
on talents all over the globe. 25+ Years 21-25 Years

Top Management

Male Female
87% 13%

102-8, 201-3, 401-1, 404-3


30 Aramex Annual Report 2017 07 Our People

Workforce Planning This new interactive learning platform enables


learners to manage their own learning, and develop
The Global HR team liaised with all HR personnel themselves in a self-driven pursuit. In addition,
across the network on setting a Workforce Plan the LMS facilitates the role of the manager to
for 2018 that includes strategic guidance and request and recommend development for their
organizational operational plan to be capable of team members, and provides a friendly and paper-
supporting Aramex’s 2018 vision of growth through free platform for our learning teams to record and
capitalizing on the diversity of a global workforce. manage learning in their stations.

This activity also determined what combinations Leadership & Management


of skill sets and knowledge are required to achieve Training Menu
our objectives.
The Global Learning Team has also designed 20
Human Resources Shared Services brand new Management Courses as well as a series
(HRSS) of other development programs for non-managers.
Our courses are mapped to an international level.
Delivering services through integrated,
multifunctional teams co-located in service Furthermore, we delivered courses to the
lines. Each service line carries out transactional Leadership teams in the Customer Service and
processes, covering all the steps associated with a Contact Centers among others courses conducted
particular type of HR service in a streamlined and in the regions.
timely manner.
Leadership Development with
The PRO, Payroll & HR Helpdesk have been Singularity University
superseded by the following service lines covering
Onboarding, Separation, benefits, entitlements, In July 2017, we had 31 members of the Aramex
allowances and government relations: Pay & Senior Leadership Team who completed an Expo-
Benefits, HR Administration, Onboarding & nential Leadership Program with the Singularity
Separation and Government Relations. University in Silicon Valley, California, US. The
program, which focused on futuristic businesses
HRSS now entirely covers the UAE and KSA and exponential technologies, took place on NASA
and there is a plan to expand services to other premises and aimed at helping our leaders in fos-
Countries in 2018. tering the corporate innovation journey.

Learning & Development Aramex Orientation Re-Brand

In 2017, Aramex adopted a visionary forward think- The new Aramex Orientation Program has been
ing and technologically driven approach towards designed with an approach of focusing more on
learning. With the organization’s strategic direction role-specific training. This structured onboarding
towards the promotion and adoption of technology, program is designed to help employees understand
Aramex has invested heavily in creating up-to date company’s purpose, mission and values through a
blended learning solutions for all its employees. smooth transition into the Aramex workplace. The
program also uses a blended learning methodology,
Female training accounted which makes it easier and less time consuming for
for 65% of all training hours our training teams to facilitate.
in Aramex.
The new content and structure of this onboarding
Learning Management System program is scheduled for delivery in January 2018.

In its mission to move learning from a traditional Gender


approach to a more blended just-in-time learning
mindset, Aramex implemented “My Learning”,
which is the an internal comprehensive Learning Male Female
83% 17%
Management System accommodated to host
LYNDA online modules, classroom training, quizzes,
webinars, articles, and learning videos.

404-1, 404-2
31 Aramex Annual Report 2017 07 Our People

E-Learning As a result of this event, the Learning Community


across the network has become more engaged
We are pleased to report that the usage of and proactive in sharing their learning journey and
E-Learning has increased considerably and can adopting best practices from each other. A series
report that in 2017 our LYNDA platform has had: of training and development activities have been
scheduled to take us forward in 2018.
Total active users: 490
Total Hours viewed: 1,208 Learning Hours Learning Team Ethos
Videos Viewed: 19,978
Certificate of completion: 511 courses The Learning Team is committed to encouraging
and fostering a collaborative pull approach towards
These numbers indicate a high user adoption rate learning, with the primary focus of meeting
and a great return on investment. We will continue customer needs.
to encourage the use of our online platforms to
support our employees for a seamless learning Our initiatives aim to continue facilitating
journey. knowledge sharing, improving employee
engagement and creating a culture of learning.
Learning Summit & Train the Trainer
With this new approach for learning and
Aramex hosted a Global Learning Summit and Train development, Aramex is nurturing the learning
the Trainer with all trainers across the network in culture by empowering managers to deliver
August 2017. The aim of this event was to re-align training and by giving all stakeholders the
all learning teams across the globe on standards tools required to take their businesses forward.
of learning and our priorities moving forward. The Our continuous investment in the latest
event included a 3-day Train the Trainer of the digital technology platforms demonstrate our
Success Factors Learning Management System, commitment to upskill our employees and build on
and was extremely beneficial in terms of exchange their capabilities.
and peer learning.

E-learning

Learning Summit
& train the trainer

Learning Team Ethos

102-8, 202-2, 401-1, 405-1


32 Aramex Annual Report 2017 07 Our People

Age Expats vs Locals

Age Group
above 64
Expat Local
0.3% 42%
Age Group 58%
51 - 64 Age Group
below 21
0.9%
Age Group
41 - 50 Top Management Local vs Expats
16%
38%
Expat Local
52% 48%
39%

Nationality
Age Group
21 - 30
India 20%
Egypt 15%
Age Group
31 - 40 Jordan 10%
South Africa 8%
Pakistan 8%
Other 40%
Regions

Europe & North America


5%

Far East & India


10%

GCC & Levant


56%

Africa
29%

102-8, 202-2, 401-1, 405-1

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