My CV / resume highlighting my major consulting projects where I have led with a team under me. Projects include HR Strategy, employee engagement, competency modeling and workplace culture.

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www.ScholarConsultants.com!! ! !!!!!!!!!M@ScholarConsultants.com!
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Ms.$Mubeena$Mohammed,$Founder$&$CEO$
0097150.5597234$
M@ScholarConsultants.com$
www.ScholarConsultants.com$
MISSION!
After 13 years of providing advisory services, Mubeena rebranded her Company in 2014 to meet global
demands for her expertise. As CEO of Scholar Consultants, she aims to create a world-class and flawless
consulting experience for every client. The mission of her Company is to help build authentic connections
between Management and their Human Capital.
EDUCATION$
Hofstra University, New York
• Master of Arts (M.A., 2003), Industrial/Organisational Psychology
• Bachelor of Arts (B.A., 2001), Psychology and Philosophy
Departmental Honours in Psychology
CONSULTING$EXPERIENCE$
Galana Petroleum (galanapetroleum.com)
April 2015-April 2015, Dubai, UAE
Compensation and Benefits Study
Advising the organisation on its pay policy and strategy from a total rewards perspective. A benchmark
study of current job titles was conducted with similar organisations in the region to review the company's
current compensation and benefits structure. This highly confidential study was customized and only
possible through Scholar Consultants' network of professionals and industry specialists. The following
outcomes were delivered:
• Understanding of the organisation’s current compensation structure and key job roles
• Sourcing industry specialists in the sector with knowledge of actual gross salary pay trends
• Structured interviews with benchmark group on compensation trends and job title pay
• Assessing the effects on the current oil prices on compensation trends
• Interpreting industry reports of the UAE and GCC competitive benchmark
• Presenting a comprehensive report comparing the organisation’s pay to the benchmark
• Facilitating top management decisions on the company’s pay strategy and reward structure

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Abu Dhabi Fund for Development (adfd.ae)
November 2014-February 2015, Abu Dhabi, UAE
Training Needs Analysis
Assessment of the entity’s training needs in terms of current gaps in knowledge, skills and abilities and future
needs to meet the company’s vision. Structured interview data was matched with organisational plus
departmental KPI objectives in order to identify needs. Advice and high-level recommendations were
delivered for improving the organisation's Training and Development cycle and performance strategy. The
following were deliverables for the client:
• Training Plan and Matrix for 2015 integrated into the Company’s existed Oracle system
• Internal Knowledge transfer course list to eliminate irrelevant external courses
• External course list for each department and employee based on performance objectives
• Templates for Training Evaluation methodology to judge the relevance of training programs
• Analysis for organisation-wide and per department development strategy to meet future vision
• Presentation and facilitation of new training structure to entire entity for awareness and buy-in
Abu Dhabi Vegetable Oil Company (advocuae.com)
June 2013-August 2014, Abu Dhabi, UAE
Human Resource Strategy and Systems
Overhaul of the company’s entire Human Resource function, which included corporate strategy in line with
business goals and installing HR systems. The mandate was to study the company’s culture and develop
the gamut of HR programs to accommodate business growth plans. I directly delivered these systems using
intense interactive methods with employees from all levels including Labourers and the top Executive
Management team:
• HR Strategy for performance, culture, recruitment relevance to business plans
• Employee engagement process using an online survey and individual interview questionnaires
• Integrated Performance Management System policy and procedures
• Key Performance Indicators Evaluation System and KPI training for Executive Team
Al Ghurair Group (alghurair.com)
November 2013-February 2014, Dubai, UAE
Employee Engagement Survey
Managing the Head Office’s first Employee Engagement Survey to receive a baseline of the workforce’s
perception. Since this was their first survey it was an experiment as much as a test of the organisation’s
receptivity to a survey process. The questions as to making the survey an annual activity, issues that need
to be investigated, and design aspects of the tool were asked in addition to analysing the data. The
following were key activities:
• Facilitation of awareness sessions to Department Heads about 2013 ES Survey
• Creating and administering the 2013 Employee Engagement Survey through SurveyMonkey.com
• Analysis and presentation of results in terms of seven customized employee engagement topics
• Recommending major company-wide action points based on survey results
• Improvement suggestions for future survey design and execution
Abu Dhabi Transmission and Despatch Company (transco.ae)

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February 2013-May 2013, Abu Dhabi, UAE
Employee Satisfaction Survey and Cross-Functional Interaction
Designing, executing and analysing Transco’s annual Employee Satisfaction Survey 2013, assessing cross-
functional interaction and leadership capability in line with Transco Strategic themes. The goals of the
project included a comparison between 2012 and 2013 surveys, presenting analysis and recommendations
to increase employee satisfaction and cross-functional communication using consistent management
styles. The major activities were:
• 6 Top Management Focus Groups on Transco’s Strategic Themes, management styles, cross-
departments
• Facilitation of company-wide Awareness Sessions to 1000 employees about 2013 ES Survey
• Creating and executing the 2013 Employee Satisfaction Survey through SurveyMonkey.com
• Analysis of results in terms of Environment, Fairness, Leadership, Development, Communication
• Separate presentations of Focus Group and Employee Survey results by department/demographic
Great Place to Work® Institute (greatplacetowork.ae)
January 2010-February 2012, Dubai, UAE
Workplace Best Practices Consulting
Subcontracted Consultant with the internationally recognized Great Place to Work® Institute which has
been in existence for 25 years in 45 countries. I worked on two aspects of the business, the Top Companies
to Work For List, which is published in The Executive Magazine honouring top workplaces in the UAE, and
the Institute’s consulting business. My major contributions for the Institute have been:
• Business development for the Institute to create awareness about the Top Companies List
• Scoring of the list 2011 applicants’ Culture Audit© submissions and conducting on-site audits
• Analysis of 2011 list applicants and providing regional expertise on decisions around list ranking
• Consulting to the Institute’s clients using the Great Place to Work® Model©
• Conceptualizing and managing the 2011 and 2012 Great Place to Work® Awards events
Sharaf DG (sharafdg.com)
March 2010-June 2010, Dubai, UAE
Organisation Re-Structure
Review of the organisation’s current layout and structure for alignment to the company’s 5-year business
strategy and redesign of all departments in terms of regional and international growth plans. Departments
reviewed and re-structured included Operations, Retail and Commercial Sales, Finance, HR, IT, Strategy &
Business Development, and Marketing. The process included the following activities and deliverables:
• Review of current organisation structure, job descriptions, business processes
• Interviews of strategic business unit heads and steering group workshops to understand strategy
• Recommendations for high-level organisation structure and new departments needed
• Detailed structures of all departments for UAE, regional, and international operations
• Impact analysis of changes required and organisation-wide transition and implementation plan
Abu Dhabi Food Control Authority [Agriculture Sector] (adfca.ae)
October 2009-December 2009, Abu Dhabi, UAE
Organisation Efficiency Analysis and Re-Structure

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Conducting an organisational efficiency study to arrive at a transitional organisation structure for the
Agriculture sector in the Al Ain and Abu Dhabi regions resulting from the latest mandate to merge the
sector with the Food Control Authority. The study required recommendations on how to reduce current
inefficiencies in terms of operations, manpower and technology, and create a more effective organisation
structure. Steps included:
• Group interviews with each department in Abu Dhabi and Al Ain to compare gaps in both regions
• Data collection on current employee numbers and on-site observation of key business processes
• Analysis of core/non-core business and operational inefficiencies corresponding to business volume
• Recommendations for manpower numbers in terms of core business and technical expertise
• Recommendations for outsourcing non core business and technology for process improvement
• Restructure of Agriculture Sector’s core business and corporate services with manpower needs
Abu Dhabi Accountability Authority (adaa.gov.ae)
April 2009-July 2009, Abu Dhabi, UAE
HR-Strategic Competency Framework
Designing of an organisation-wide competency framework for 4 (four) technical service lines and 4 (four)
internal support departments. The framework included Core, Technical, Personal, and Administrative
competencies across 10 (ten) industry-specific job roles ranging from ‘Associate’ to ‘Executive Director’.
The final deliverable included competency clusters, competency behaviours, and level of each behaviour
required for each job role. The approach:
• Facilitating 2 (two) focus groups of top management to uncover core organisational competencies
• Facilitating 8 (eight) focus groups of high-performers for each service to uncover key behaviours
• Reviewing competency behaviours for each service in interviews with Heads of Departments
• Determining competency behaviour levels based on the Institute of Internal Auditors (IIA) model
• Writing a Competency Guide explaining the framework and its use within the HR strategy
TECOM Investments (tecompearlawards.com)
December 2008-April 2009, Dubai, UAE
The TECOM Pearl Awards 2008
Official Assessor and Project Manager for the first annual TECOM Pearl Awards, responsible for supervising
and answering queries regarding scoring process and coordinating duties of the 9-member assessor team,
ensuring consistency in all assessors’ feedback of strengths / areas for improvement given to each
applicant, verifying nominees / winners of 10 awards, and recommending steps for managing future
awards and ceremonies. Project accountabilities included:
• Developing award categories and specific set of criteria for each award
• Managing 145 award submissions and supporting documents from 83 TECOM companies
• Assessing award submissions for Innovation, CSR, and Customer Service award categories
• Planning and conducting site-visits to all shortlisted nominees to verify their submissions
• Writing reports on all winners to justify their award for presentation to the Pearl Award Jury
Dubai Properties Group (dubai-properties.ae)
September 2008-December 2008, Dubai, UAE
Dubai Human Development Award Submission

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Compiling and authoring the organisation’s official submission for the Dubai Human Development Award
(DHDA), given for outstanding achievement in the development of UAE National employees. Steps
included executing a Gap Analysis, creating a roadmap and action plan to cover gaps, and writing the
25-page submission document tailored to the Client’s preferred style and based on the RADAR™ model.
Key project activities are as follows:
• Presentation of the DHDA Award criteria to all Department Heads in the organisation
• Individual meetings with criteria owners including Group CEO to collect evidence, examples, stories
• Gap Analysis in terms of additional evidence the organisation requires to satisfy award criteria
• Facilitation of 2 group workshops for feedback on submission draft and to brainstorm actions
• Writing at least 6 drafts of the submission document, discussed word for word during on-site visits
Nakheel (nakheel.com)
September 2007-August 2008, Dubai, UAE
Corporate Intranet Knowledge Management
Facilitation of focus groups and individual interviews of top level management of the organisation
comprising of the CEO, Division Heads, and Business Unit Heads to uncover gaps in information
communication, examining business processes and authority lines. The key goal was to conduct an
Information Audit to assess what information is valuable for the organisation, how it is used, who owns it,
and where it is transferred. The following deliverables are target results from this initiative:
• Information Map, i.e. a flowchart-type representation of information flow covering top
management
• Identification of information and knowledge gaps
• Format and layout of organisation-wide online intranet based on results of audit
• Knowledge Management / Corporate Information Usage Strategy for Corporate Intranet
• Process steps for subsequent phases of the Information Audit to cover lower organisational levels
Philips (philips.com)
January 2008-March 2008, Dubai, UAE
Employee Engagement Study
Design and execution of 43 individual interviews of a large division of the organisation. The purpose was to
uncover sources of satisfaction, level of employee motivation, and changes required in HR Systems such as
compensation and departmental communication processes. Prioritization of organisational issues and
structured interview tools were designed in a joint effort with an internal group representing the division.
The initiative entailed the following steps:
• In-depth study of the organisation’s goals, structure, and functions of the relevant division
• Study of the job descriptions of all 43 participants of the interview study
• Designing the customized structured interview tool based on priority issues with an internal team
• Conducting one-on-one interviews confidentially and anonymously for 1.5 hours each
• Interpreting results and creating future change plans with the CFO and Regional HR Director
Kraft Foods, EEMA (krafteurope.com)
July 2007-November 2007, Vienna, Austria
Employee Satisfaction Study

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Facilitation of focus groups to uncover sources for low employee satisfaction scores among marketing
professionals in the Eastern Europe and Middle East (EEMA) region. Primary responsibilities were to narrow
down on key priority issues affecting employee satisfaction in the organisation, and guide focus group
moderators in Ukraine, Russia, Romania, and the GCC to elicit feedback on those priority organisational
issues. These deliverables were required during this effort:
• Agenda for focus group sessions in Ukraine, Russia, Romania, and GCC
• Moderation Guidelines on effective group facilitation for focus group moderators
• Meetings with moderators to go over agenda, guidelines, and objectives of the focus group
• Probing moderators during sessions via web conferencing and recording participant responses
• Post-session assessment reviews with all group moderators to analyze participant feedback
• Focus Group Study Report outlining results of key themes and suggestions for improvement
Dubai Educational Council, Government of Dubai (dec.gov.ae)
April 2007-May 2007, Dubai, UAE
Job Analysis for Employee Selection
Creation and development of job descriptions and analyses for 20 (twenty) new departmental positions
without actual jobholders. The mission was to generate an accurate and realistic job preview for
employees that were yet to be selected, and align the responsibilities with competencies created for each
position. These milestones were achieved in this effort:
• Studying the nature of the new positions, and assessing their fit in the overall organisation structure
• Facilitating department heads to re-evaluate content and titles of new jobs based on department
goals
• Creating an original job description format to incorporate competencies required for each job
• Documenting job descriptions based on changes to the structure and content of new jobs
• Ensuring the alignment of new jobs to assessment centres created to validate employee selection
ETA Mechanical and Engineering (etamne.com)
August 2006-December 2006, Dubai, UAE
Job Descriptions for Dubai Quality Award
Documentation of job descriptions for 80 (eighty) technical positions within the Mechanical & Engineering
Division of the company. The primary goal of the exercise is to positively exceed criteria for the Dubai
Quality Award (DQA). The Focus Group method was conceived to elicit relevant job data. The following
are steps undertaken in this effort:
• Derivation of Job Description elements based on study of the DQA criteria
• Customizing the Job Description design in line with strategic Human Resources objectives
• Designing a structured and strategic Focus Group session agenda
• Facilitating focus groups to acquire essential, specific, and relevant information about job positions
• Documenting each position in terms of key elements that describe its scope, impact and results
Federal Foods (federalfoods.com) *
December 2005-April 2006, Dubai, UAE
Business Process and Organisational Re-Structuring

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A Positive Whole-System Transformation (WST) effort that involved intense facilitation of the top team in the
company. The project involved generating ideas from structured interview process from within all sections
of the organisation, and using this data to design a transformational 3-day offsite meeting that ensured a
paradigm shift for the organisation. The change resulted in re-organizing business units and processes to
achieve higher quality and efficiency for the organisation. The following milestones were achieved leading
to the success of the effort:
• Creating an organisational assessment tool
• Conducting an organisational analysis of core issues
• Co-creating a detailed 3-day offsite retreat agenda with a Planning Team
• Facilitating the transformational offsite and recording specific action plans during this event
*Mentored by Roland Sullivan, Editor of Practicing Organisation Development: A Guide for Leading
Change, 4th Edition (Wiley, 2014)
SHORTOTERM$ASSIGNMENTS$
Date Client Scope of Work
Feb 14 –
May 14
FIMX Engineering
(www.fimx.ae)
Organisation structure for expanding nature of business and
department structures
Nov 12 –
Dec 12
Jobscan
(www.jobscan.ae)
Consulting in the areas of leadership coaching, small business growth
strategy for 2013, employee interviews for performance management.
Sep 08 –
Sep 08
Ashridge Leadership
Institute
Life Coach for Ashridge Leadership program, one-on-one coaching
with participants in the 5-day Leadership Development program
organised by the Ashridge Institute.
Nov 08 –
Dec 08
Al Fara’a Group
(alfaraa.com)
Gap Analysis presentations for 3 Companies of the Group, and 1 unified
presentation for the Group General Manager comparing strengths and
areas for improvement for each Company based on criteria for the
Dubai Quality Award (DQA).
Jun 06 –
Jul 06
Panasonic Avionics
(panasonic.aero)
Creating the organisation’s Human Resources Policies and Procedures
manual document based on basic review of policies, adhering to UAE
Labour Law requirements.