Total 490 words used.
Dubai Airports have achieved the exceptional achievements in leading the organization through a transformative journey to address the challenges posed by the global pandemic crisis through the following:
The OD & Workforce Planning team assigned by Executive leadership ran a Strategic Organisation Transformation programme to address the challenges and came up with a 3year recovery plan.
2020-2022
Redesigning the Operating model and organisation design:
Dubai Airport’s operating model and organisation structure across various functions were redesigned to optimise Manpower & cost and accommodate the drastic 75% fall in passenger volumes and 55% drop in revenue. This was achieved through Merging related functions, increasing span of control, automation, process reengineering, deactivating lesser effective zones and introducing more performance-based contracts for vendors. The above helped Dubai Airports sustain its business Operations at optimum level during most difficult market conditions.
Agile Workforce Plan:
The OD & Workforce Planning Team implemented an agile workforce planning approach that enabled Dubai Airports to swiftly respond to fluctuating demands during the pandemic crisis. Their innovative strategies, such as cross-training initiatives and flexible staffing models, allowed for dynamic adjustments in capacity without substantial increases in the in-house headcount. This adaptability proved instrumental in navigating the unpredictable nature of the aviation industry during challenging times.
Right sizing & Cost optimisation:
Our cost optimisation strategy included various initiatives included mobilizing internal resource pools to address critical and emergency requirements. Reassigning employees from less workload areas to more work-load areas. Cancelling roles that has minimal business impact, outsourcing 14 non- critical Functions generating 40% cost savings and increase agility. The overall exercise resulted in over AED 300mn savings
Project Management
Planned the overall Organisation activities and sub activities spanning over the entire organisation with clear targets and timelines.
Change Programme
After implementation organisation transformation, the team ran extensive change programmes across the organisation especially in impacted areas to ensure business realignment and continuity. The team went back to the business areas after 06 months of implementation to identify potential gaps and analyse the effectiveness of the program. Most business functions were found to have drastically improved their efficiency levels and adapted and transitioned to the new Organisational model.
Tools and Methodologies used:
- Organisation design principles to streamline the structure and processes:
- Reviewed operating model, functional overlaps, management span of control, Delegation of authority, Core and non-core business activities.
- Roles and business activities directly linked to Pax volume.
- Used Hays methodology for evaluating impacted job descriptions / roles.
- Workload analysis through activity / task analysis, Time & Motion study of operational jobs based on peaks and troughs of operation and number of zones.
- Benchmarking of core activities with other airports and outsourcing non-core roles to improve efficiency, agility and cost savings.
- Roster and shift management study to optimise resource Utilisation.
- Benchmarking HR policy with best practice.
- Long term scenario planning based strategic planning and Passenger / ATM (Air traffic movements) / Area forecast.
- Project management principles used to manage project timeline and deliverables.
Nomination Title: The Organisation Design (OD) & Workforce Planning Team
