Dr Ghalib Al Hosni believes in his people. As vice president of HR at Omantel, he’s leading a revolution in how the function is perceived, operates and partners with the business, as the company moves into a period of rapid change.
Known as Omantel 3.0, this new strategy aims to move Oman’s biggest telecommunications company away from its current approach and turn it into a digital powerhouse that is an employer of choice in the Sultanate.
By combining the organisation’s core telecoms expertise with an expansion into IT solutions, Al Hosni says Omantel aims to become the leader in the national digital market. Doing so requires innovation and change. So how is Omantel getting its people into that mindset?
“In developing Omantel 3.0, we created a team of 25 people from different units across the company and across different levels – so employee level, team leaders and more senior executives from various departments came together to ensure we got a mixed flavour,” he explains.
“Crucially, this new strategy didn’t come from the CEO or from consultants. They helped by putting in place guidelines and giving direction, but we gave the core team the freedom to use their expertise to develop the strategy.”
One of the outcomes of this was the development of four new pillars underpinning Omantel’s strategy. The fact that these values were created by employees rather than the board was critical to gaining employee buy in – alongside the fact that Al Hosni welcomed both positive and negative feedback.
“After the strategy went live, we created staff ‘champions’ to test it. We brought on board people who were positive, but also those we knew would be more negative. Ensuring engagement is happening with our staff is critical. We wanted to hear from all our people,” he says.