SABIC Role Description

PROFILE: Senior Manager, Organization Design
Level 1 Organization:
(SBU, Corp Function, etc.) / Direct Leader Position:
(Lev 1 Ldr role - e.g., "VP, Chemicals SBU") / Location:
(site, country, region or global as applicable )
Human Resources / Director, Organization Design & Effectiveness / Global
Hay Point Total:
(determined by Compensation) / Grade:
(determined by Compensation) / Leadership Level:
(determined by Compensation)
OFFICIAL USE ONLY / OFFICIAL USE ONLY / OFFICIAL USE ONLY
Purpose of Role (high level summary of why does position exists and what value it adds to the organization)
Plan the design and development of new or enhanced organizational units to ensure constant improvement and optimization of organizational effectiveness
Responsibilities (key activities and decisions for which only this role is accountable)
  • Facilitate development of applications and frameworks for identifying new emerging organization and organization development models and trends globally
  • Develop the processes and applications for effective needs analysis and design of new or enhanced organizational units along with quantitative and qualitative tools required to benchmark existing organizations against the organization’s goals and/or similar organizations at other companies;
  • Evaluate the number, level, deployment and organization of employees that a Division or Work Unit needs in order to achieve its business goals, accelerate growth and/or deliver the 2020 vision;
  • Make final decisions and recommendations in terms of structural changes/ upgrades to the Organizational Committee;
  • Lead the design, development, and facilitation of effective OD interventionsaimed at closing identified gaps in business performance, removing barriers and addressing specific business challenges/trends.
  • Manage and administer benchmarking studies
  • Optimize staff/productivity ratios
  • Take ownership for the accuracy of the organizational Design HRIS
  • Manage standardized job descriptions for whole of SABIC
  • Manage own staff needs(performance management and career development)in accordance with SABIC guidelines
  • Ensure ownership for own development

SCOPE
Financial: (cost and/or revenue budget with exclusive authority) / Size: (# of employees across layers reporting up to this role) / Geography: (# of sites, countries, or regions w/direct accountability)
  • $4-5 million
/ 4 Direct reports / Global
KPI´s (key indicators that this role would be accountable for) / Complexity (other context describing complexity of role)
  • Updated benchmarking information
  • Well-defined preferred culture
  • Effective organization design/optimization
  • JD availability
/
  • Benchmarkorganization effectiveness and organization development across the globe
  • Evaluate effectiveness against multi-cultural background
  • Statistical analysis/tools
  • Interact with senior executives to assess their organizations against their business objectives

Key Interactions - Reports:
(key direct report roles) / Key Interactions - Indirect
(other roles requiring influence) / Key Interactions - Customers:
(key direct external and internal customer roles)
  • 4 direct reports
/
  • Executive Committee
  • Engagement and Change Mgt Lead
  • Region HR Leads
  • Global SBU Leads
  • HR business partners
/
  • SBU HR Leads
  • SBU Leaders
  • Head of Region Leads
  • Corporate Functions Leaders
  • External Consultants

REQUIREMENTS
Education & Training (degree, training, or certification required)
  • Bachelor’s Degree in Business, HR, Organizational Development, Organizational Psychology, or relevant field
  • Master’s Degree in Organizational Development or related field preferred

Experience (technical, functional, and/or leadership experience required)
  • Minimum of 8 years of Organizational Design Experience, 5 years of benchmarking/analysis experience
  • Previous experience leading complex, global operating model projects across multiple cultural boundaries and establishing and maintaining strong relationships with all levels of management preferred
  • Demonstrated strong facilitation, influencing and communication skills (written & oral)
  • Proven ability and experience as a change leader

Competencies(key functional, leadership, or business competencies required)
  1. Core Leadership Competencies
The Senior Manager, Organizational Design must be able to:
  • Business Perspective. Demonstrate strong understanding of the business impact of organizational design on a work unit’s financial results and competitive posture;
  • Analyze & Assess Performance. Identify high-priority opportunities for organizational design improvements to promote enhanced performance and to gain executive, staff and stakeholder commitment to organizational change initiatives;
  • Align Organizational Design with Business Objectives. Translate organizational designs into tactical and operational plans for improved performance;
  • Gain Others’ Commitment. Gain commitment to organizational design changes from executives and staff of SBUs and other work units across SABIC;
  • Interpersonal Skills. Exhibit strong communication, negotiation, influencing, and presentation skills;
  • Basic Business Planning & Knowledge. Display strong organizational and planning skills;
  • Cross-Cultural Awareness. Demonstrate awareness of diverse cultural styles and ability to maintain a working atmosphere which promotes tolerance of cultural differences and evokes & capitalizes on all team members’ strengths;
  1. Analytical and Technical expertise
IN ORDER TO Ensure good understanding and processing of organizational data, the Senior Manager, Organizational Design must be able to:
  • Understanding of Organizational Design Concepts and Tools. Read and process various surveys, analyses and reports about the number, level, deployment and organization of managers and staff across an organizational unit in order to evaluate the effectiveness of an existing organization and/or to design and develop new organizational designs that might be better suited to achieve a Division’s business objectives;
  • KPI Definition and Management. Understand agreed KPIs and the effect of organizational design decisions on the various available metrics; be able to suggest modifications on KPIs as necessary;
  1. Process Competencies
IN ORDER TO ensure that the organizational design of work units in the SBUs are well-suited to successful execution of their strategy, the Senior Manager, Organizational Design must be able to:
  • Organizational Design Best Practice Knowledge Base. Maintain a knowledge base of organizational design best practices;
  • Organizational Design Best Practice Application. Support and monitor the SBUs’ efforts to apply these best practices effectively;
  • Provide Organizational Design Advice. Advise SBUs and other work units across SABIC on organizational design requirements based on their business objectives; work with SBUs and other work units across SABIC to assess their work units’ organizational requirementsand develop/recommend organizational designs which are optimally suited to achieve desired business objectives using available resources;
  • Develop Organizational Design Strategy: Apply knowledge to develop optimized views of SBUs’ and other SABIC groups’ organizational designs;
  • Performance Monitoring & Evaluation. Collect information from SBUs and other SABIC organizations about their performance against objectives in order to help them identify and resolve organizational design issues;
  1. Partnership Competencies
IN ORDER TO ensure that SABIC is capturing the best value of organizational design for its work units, the Senior Manager, Organizational Design must be able to:
  • Maintain StrongOperational Ties with SBUs and other SABIC work units.Operate globally and regionally at many levels in the SBUs and across SABIC;
  • Gain trust and commitment. Convince SBUs and other work units of the value of following best practices, encourage and motivate them to follow and monitor their utilization of agreed organizational strategies;
  • Dispute Resolution. Resolve any possible roadblocks raised by SBUs.

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