CURRICULUM VITAE FOR MOHAMED ABDIRAHIM

SHA’AB AREA STREAT,

HARGEISA
Tel: +252-634731985 Email: [email protected]

1. AREA OF EXPERTISE Lead Expert in Human Resource Business Processes and

Systems Audit

Human Resources and Payroll Management Specialist

2.NAME OF EXPERT Mohamed Abdirahim

3. DATE OF BIRTH Jan 14,1990

4. COUNTRY OF CITIZENSHIP/ Somalia/Somaliland

RESIDENCE

5. CURRENT RESPONSIBILITIES

Mr. Mohamed is a senior human resources and talent management specialist in public and
private sectors. He also serves as a lead expert and consultant in human resource business
processes and systems audit for various World Bank funded projects. Mr. Mohamed is also
responsible for providing technical assistance and advice in his area of expertise to clients from
both the Public and Private sector in several African countries.

As a Payroll Specialist, Mr. Mohamed is responsible for performing the following tasks;

 Collecting and reviewing employee information and working hours, calculating wages,
preparing and processing employee payments, and maintaining accurate payroll records
 Helps to ensure proper payment of wages and salaries by using the in-house payroll system to
correctly process salaries and reported hours worked, correctly utilize paid leave and holiday
pay, correctly accrue compensatory time, and correctly compute overtime while meeting
deadlines.
 Generates records of payrolls showing each payee, hours worked for nonexempt employees,
wages paid, associated withholdings for retirement, benefits, and other contributions, and taxes
withheld, maintains payroll records and accounts, and prepares journal entries related to payroll
in a timely manner.
 Facilitates employee participation in various voluntary payroll deduction options by processing
voluntary deduction forms, which includes verifying employee eligibility and checking the
accuracy of completed forms, and by ensuring the authorized deductions are made from
employee paychecks and disbursed to the proper agencies and/or companies designated by the
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 employee.
 Prepares required and assigned reports by compiling, researching, and analyzing data and
performing monthly and annual reconciliations.
 Helps to assure the correct tax processing of employee fringe benefits and application of
appropriate withholding and reporting procedures.
 Coordinates with Human Resources for proper benefit and deduction set-up, verifies and
processes unused vacation and sick leave payouts, and terminates all payroll deductions for
retiring and terminating employees
 Trains new approvers on timesheet and leave report approval, assists employees having trouble
accessing their timesheets, and contacts employees who haven’t submitted their timesheets for
processing.
 Contributes to a work environment that encourages knowledge of, respect for, and development
of skills to engage with those of other cultures or backgrounds.
As Human Resources Specialist, Mr. Mohamed is responsible for performing the following tasks;

 Provision of HR technical support and advice to all recruitment, selection and

placement processes of human resources within an organization including
identification, acquisition and development of human resources;
 Overseeing the processes of long listing and shortlisting of job applicants and
preparation of appropriate recruitment status reports including analyzing all metrics
and assist to implement all recruitment strategies of an organization;
 Developing and delivering on training related to talent management regarding hiring
best practices and organization’s selection procedures;
 Designing appropriate recruitment and selection instruments / templates;
 Conducting needs assessments to identify appropriate training needs, developing
training content, and facilitating training and development sessions;
 Identifying, coordinating and participation in recruitment events to advertise
organization’s employment opportunities;
 Providing statistical analysis and establishment plans of an organization’s of HR
employment data for data-driven decision making and process improvement;
 Coordination and oversight of HR-led training and development efforts of an
organization;
 Assisting in the implementation of programs that aim to attract, measure, develop and
manage an organization's talent pool;
 Recommending appropriate alignment of talent to training or development programs
to ensure organizational goals are met;
 Participate in various job and career fairs and preparing efficient network of all talent
and develop and implement various strategies for all training programs and participate
in various training programs within an organization;
 Preparation of required training programs to achieve all development objectives of an
organization;
 Reviewing and maintaining up-to-date job descriptions for staff within an organization;
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  Conducting reference and recommendation checks and analyzing the feedback.

Deliverables
 Recruitment, selection and placement processes status reports entailing;
 Long list and shortlist selection reports
 Interview guides and scoring templates
 Competency evaluation reports
 Recommendations and reference checks reports;
 Placement reports
 Templates for regret letters
 Talent Management programs
 Training programs
 HR policy and procedural administrative guidelines

Mr. Mohamed is also responsible for performing the following tasks as a lead HR expert in
civil service administrative policies, rules and procedures,;
 Development of procedural guidelines for various HR policies including recruitment,
selection, appointment, placement and talent management;
 Development of civil service administrative rules governing general terms of
employment for the civil service;
 Development of regulations to implement the civil service rules;
 Formulation of general management principles and standards of conduct for the Civil
service;
 Prescription of rules and regulations for carrying out civil service mandate;
 Design and implementation of HR management system policies, procedures and
guidelines for HR business processes;
 Taking stock of all HR business and management processes and practices including those
being actively implemented and those that are not being applied;
 Auditing of HR systems and procedures to determine whether there is the integrated use
of training and development, organization development, and career development to
improve individual, group, and organizational effectiveness;
 Auditing of HR systems and procedures to determine whether the HRD systems and
procedures are aligned with the HRM systems and procedures to promote staff
competence, confidence, and performance standards;
 Auditing whether HR maintains performance indicators that help management keep track
of HR costs and benefits. In this cluster of audit the Info HR Audit will include
compensation and benefits, employee assistance, union/labour relations, and HR research
and information systems;


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 Ascertaining quality levels of key processes in the areas of HR management policy
frameworks and employment legislation; getting the right people in the right places;
managing people at the work place in the civil service; training, learning and developing
people; job design and analysis; workforce planning; employee accountability; discipline
enforcement processes and procedures; communication with employees;
 Defining generic job-related competencies with respect to knowledge, management, work
relationship, analysis and judgement, and results/contribution to the civil service mandate
and objectives;
 Benchmarking specific policies and procedures relating to civil service to international
standards and norms of more developed and progressive Public administration systems;
 Design of Schemes of Service in the civil service;
 Defining specific establishment related competencies for the civil service;
 Review of existing documentation and conducting desk research of reports on HR
frameworks for civil service;
 Identifying and proposing policies and procedures that support compliance to civil
service performance and the civil service code of conduct;
 Transfer of skills on application of administrative policies, rules and procedures to staff
of the client organizations;
 Facilitating government-led processes to validate reports and recommendations;

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Deliverables

 Work plans to implement the assignments

 Civil service administrative policies, rules and regulations
 Government organizational ordinance reports
 Outreach strategy and implementation plan
 Cabinet memorandum
 General management principles and standards of conduct for the Civil service
 Position classifications for the Civil service
 Procedural guidelines for various HR policies
 HRM policy frameworks for the Civil service
 Guidelines for Schemes of Service for ministries, departments and agencies
 Principles and guidelines for implementation of Competency frameworks
 Procedures for institutionalization of HRM processes and function
 Design of Performance evaluation and Performance management systems guidelines
 Workshop reports

6. KEY QUALIFICATIONS AND EXPERIENCE

Mr. Mohamed holds a Master’s Degree in Human Resource Management from Admas
University. He is a Licensed HR Practitioner and a Full Member of the Institute of Human
Resource Management (IHRM).

Mr. Mohamed has vast experience in offering technical and administrative human resources
advisory support on recruitment, selection, appointment and placement processes of an
organization. He also has a wide range of experience in the development of civil service
administrative policies, rules and regulations including recruitment, selection, placement, career
and talent management policy and procedural guidelines. Mohamed’s key competencies and
responsibilities both as a human resources and talent management specialist and lead consultant
in civil service administrative policies, rules and regulations include:

 Design of appropriate recruitment and selection instruments / templates;

 Identification, coordination and participation in recruitment events to advertise
organization’s employment opportunities;
 Formulation of implementation of programs that aim to attract, measure, develop and
manage talent pool;
 Provision of HR technical support and advice to all recruitment, selection and placement
processes
 Guiding the processes of long listing and shortlisting of job applicants
 Development and delivery on training related to talent management

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  Conducting needs assessments to identify appropriate training needs, developing training
content, and facilitating training and development sessions;
 Provision of statistical analysis and establishment plans of an organization’s of HR
employment data
 Recommendation of appropriate alignment of talent to training or development
programs;
 Preparation of required training programs to achieve all development objectives of an
organization;
 Provision of leadership of new employee Onboarding programs;
 Coordination and oversight of HR-led training and development efforts;
 Coordination of competency-based job description initiative;
 Prescription of rules and regulations for carrying out civil service mandate;
 Development of Civil service administrative rules;
 Development of regulations to implement the civil service rules;
 Development of procedural guidelines for various HR business Processes;
 Development of position classifications for the civil service;
 Undertaking human resource business processes and systems audit;
 Design and institutionalization of Civil service HR policies and procedures;
 Development of HRM frameworks for the civil service;
 Design of Schemes of Service for the civil service;
 Development of guidelines for Schemes of Service for ministries, departments and
agencies;
 Formulation of implementation of guidelines for competency frameworks;
 Institutionalization of human resource management processes and functions;
 Management procedures of pay and grading Systems;
 Compensation and remuneration policy frameworks;
 Design of performance evaluation and performance management systems guidelines.

7. PROFESSIONAL RESPONSIBILITIES

Mr. Mohamed has over 10 years of experience in working on human resource management
issues for both Public and Private sector institutions. He is the immediate former Dean, School of
Entrepreneurship, Procurement and Management, within the College of Human Resource
Development in Admas University. As a Dean of the School, Mohamed was responsible for:
 Overall management of the Post graduate training programmes which include PhD Degrees
and Master’s Degrees in Human Resource Management, Project Management, Strategic
Management, Entrepreneurship, ICT Policy Management, Business Administration,
Business Innovation and Technology Management, Supply Chain Management,
Governance and Leadership and Public Administration.
 Overall management of Undergraduate programmes in over 20 academic disciplines.

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  Coordinating annual students’ recruitment and admissions from the Public and Private
sector institutions.
 Coordinating day- to- day teaching and learning.
 Overall management of teaching and non-teaching staff.
 Coordinating the preparation of short courses for senior managers from Public and Private
sector institutions based on demand and supply.
 Coordinating students’ industrial attachment and placement.
 Harmonization of the curriculum based on the supply and demand studies for enhancing
Public and Private sector reform.
 Designing, managing and evaluating graduate recruitment and internship programmes in
Public and Private sector.
 Coordinating the management of examinations.
 Coordination and supervision of the research work undertaken by lecturers and students for
Public and Private sector development.
 Establishing linkages and partnerships between the Public sector and Private sector.
 Managing publications from lecturers and students.

Mr. Mohamed also serves as a Lecturer in Human Resource Management studies in the
Department of Entrepreneurship, Technology, Leadership and Management, at University of
Hargeisa. He has over 7 years’ experience in lecturing and managing Human resource
management development programmes for Degrees in Human Resource Management, Project
Management, Strategic Management, Entrepreneurship, ICT Policy Management, Business
Administration, Business Innovation and Technology Management, Supply Chain Management,
Governance and Leadership and Public Administration in Hargeisa. Mohamed has undertaken
extensive research in the field of Human Resource management, Strategic Management,
Governance and Leadership, Supply Chain Management and Business Administration. He has
successfully supervised to completion and graduation 40 Bachelor Degree candidates. Mohamed
also has experience in teaching and managing Bachelor’s Degrees covering over 10 academic
disciplines. His experience also extends to the overall training, offering academic leadership and
management of capacity development for Senior Civil Servants from the Government ministries.
As a lecturer, Mohamed is experienced in undertaking capacity needs assessment and preparing
training programmes and learning modules based on the outcomes of the needs assessment. He
has extensive experience in designing and institutionalizing monitoring and evaluation systems
for the capacity building programmes.

Mohamed is also experienced in managing industrial attachments and internships for

undergraduate and postgraduate students. His key competencies in human resource development
include:
 Conducting training needs assessment on basis of clearly defined job descriptions and
qualification gaps of staff.
 Developing training plans and advising on sources of training and actual execution of
training including induction and functional training.
 Establishing linkages between the University and Private sector institutions.
 Establishing linkages between the University and Public sector institutions.
 Advising on local training institutions capacity and accreditation, providing support to
curriculum development in specific course areas,

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  Advising on various models of Public-Private partnership arrangements for training,
 Advising on career trajectories of staff.
 Reviewing the existing talent management programmes including the identification of
inherent challenges and required interventions.
 Developing talent management policies and procedures manual and training staff on the
same.

8. EDUCATION BACKGROUND

Educational Institution Year Qualification Major Subjects

Admas University 2014 Masters  Human resource development

Degree of  Career development
Human  Strategic performance management and reward
Resources  HRM and Labour relations
Management  Change management in HRM
 Training and development
 Leadership and governance in organizations
 Human and social capital
 Organizational development change
 Conflict resolution and grievance management
 Results based management
 Qualitative and quantitative research
 Talent management
Post-Graduate of Human 2014 Post-Graduate in  Strategic human resource management research
Resources Management Human Resource  Human resource management consultancy
Management  Leading and managing workplace learning
 Employee resourcing
 Management of performance and reward
 Employee relations
 Human resource development
 Human resource polices development
 Administration of employment practices

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  Employment Law in the Successful Workplace
 Leader as Change Agent
 Leadership, Team Effectiveness and
Communications
 Job Evaluation and Compensation Systems
 Organizational Change Management
 Collective Bargaining in Public Sector
 Employee Dispute Resolution and Conflict
Management
 Women in the Workplace
 Global Human Resource Practice
Civil Service Institute 2012 Bachelor Degree of  Resource planning and management
Development  Community Development
Management  NGO Management
 Sustainable Development
 Practice and Principles of Management

9. EMPLOYMENT RECORD RELEVANT TO THE ASSIGNMENT

Period Area of expertise Country Summary of Activities Performed Relevant to

and employing the Assignment
organization
September Human Resources Somaliland As a human resources and talent management
2014-to 2018 and Talent specialist, Mohamed’s responsibilities’ included:
Management  Conducting needs assessments to identify
Specialist for appropriate training needs, developing
Private and Public training content, and facilitating training
Sector organizations and development sessions
 Identification, coordination and
Admas University
College participation in recruitment events to
advertise organization’s employment
opportunities
 Formulation of implementation of
programs that aim to attract, measure,
University of
Hargeisa develop and manage talent pool
 Design of appropriate recruitment and
selection instruments / templates
Somaliland Hope
 Provision of technical support and advice
Association
Eagle Development to all recruitment, selection and placement
and Research processes
Organization  Development and delivery on training

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 related to talent management
 Preparation of establishment plans of an
organization’s of HR employment data
 Recommending of appropriate alignment
of talent to training or development
programs
 Coordinating competency-based job
description initiative
 Preparation of required training programs
to achieve all development objectives of an
organization;
 Provision of leadership of new employee
On boarding programs
Deliverables
 Recruitment, selection and placement
processes status reports entailing;
 Long list and shortlist selection
reports
 Interview guides and scoring
templates
 Competency evaluation reports
 Recommendations and reference
checks reports;
 Placement reports
 Templates for regret letters
 Talent Management programs
 Training programs
 HR policy and procedural administrative
guidelines

June,2018 – Senior Consultant Somaliland As a cluster team leader and senior consultant for civil
September,2018 and cluster team service administrative policies, rules and procedures.
leader in civil Mohamed was responsible for:
service  Overseeing and coordinating all Cluster
administrative activities of the Administrative Rules and
policies, rules and Regulations and Government Organization
procedures Ordinance of MDAs including preparation the
deliverables in the terms of Reference) and
World Bank – work plans, etc.
Somaliland Civil  Preparation of an outreach strategy and
Service implementation plan to educate civil servants
and other stakeholders on the civil service
Strengthening administrative policies rules and procedures

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 Project  Review of all completed reports and determine
any gaps and areas that may require further
clarification with Government
 Ensuring policies and procedures contained in
the reports are consistent with international
best practice and cultural values of Somaliland
public administration institutions.
 Developing a Somaliland Government
Organizational Ordinance
 Preparation of draft civil service administrative
rules and procedures based on validated
recommendations in the policy framework
documents and international best practice
 Spearheading discussion of the draft
administrative rules and procedures with the
Government Team and the World Bank for
further refinement
 Facilitating a conference of government
officials and institutions to discuss the drafts
and collate additional information to enrich the
regulations
 Preparation of final administrative rules and
procedures document for the Civil Service
Commission.
 Preparation of Cabinet Memorandum for
submission of the administrative rules and
procedures to the Cabinet.
Deliverables:
 Civil service Administrative rules and
regulations
 Government organizational ordinance report
 Cabinet memorandum
 Civil service HR development framework
 HR Policies and Procedures for application
by ministries, departments and agencies
 Workshop reports

February, 2018 Senior Consultant Somalila Mohamed was a senior consultant for civil service
– May,2018 and team leader in nd administrative policies, rules and procedures. He was
civil service responsible for:
administrative  Reviewing existing documentation and
policies, rules and conducting desk research of reports relevant to
procedures HRM policy frameworks
 Developing the key guidelines and procedures
World Bank – underpinning HRM frameworks
Somalia Capacity  Designing an integrated administrative policy
Injection Project framework of HR processes for the civil
service
 Developing administrative polices, rules and

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 procedures for HR business processes
 Formulation of performance management
regulations
 Analysis of methods used in the leave
management, their effectiveness; and
development of rules and procedures
 Analysis of the methods used for evaluation of
Employee eligibility to work and the
termination and transition procedures to be put
in place
 Making policies and procedures for job clusters
/ families suggesting career paths for the
clusters/families
 Proposing a suitable HRM administrative
system that clearly defines various roles of the
employee, employer and organization
 Proposing both vertical and horizontal career
progression ladders and their management
 Developing schemes of service guidelines for
various job functions
 Harmonizing strategic direction, functions,
establishment ceiling and organograms for
ministries, departments and agencies
Deliverables:
 Civil service Administrative rules and
regulations
 HR Policies and Procedures for application
by ministries, departments and agencies
 Government organizational ordinance report
 Cabinet memorandum
 Civil service HR development framework
 Workshop reports
 Outreach strategy and implementation plan

2014-2017 Senior Consultant in Somalila As a Consultant in Civil service Regulations and HR

Civil service Rules Policy and Processes expert, Mohamed assists in the
nd development and management of HR processes in the
and Regulations &
areas of ;
Lead Expert in HR  Assessment of methods and procedures used in
Policy and Business recruiting personnel; recruitment costs;
Processes Audit recruitment efficiency in filling in the vacant
Expert for Public positions; filling in possible positions in the
Sector Ministries future; efficiency of selection procedures
 Assessment of compensation and benefit
18 Ministries administration processes; pension; and HR
Policies and procedures related to disciplinary
matters, stress management grievance
management and workplace violence including
sexual harassment

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  Analysis of methods used in the leave
management, their effectiveness; assessment of
employee and organizational development
processes and their effect on the personnel
evaluation process
 Analysis of the methods used for evaluation of
Employee eligibility to work and the
termination and transition procedures to be put
in place
 Analysis of targets and forms of training, their
compliance to the purposes of the organization;
study of the training program; assessment of
personnel after completing training, the
efficiency and results of the training program.
 Analysis of development system of personnel
in the organization; job analysis, analysis of the
plan for personnel development, the efficiency
of methods used
 Analysis of performance measurement and
evaluation; analysis of work standardization
process; evaluation of work productivity;
analysis of investments in this area and results
 Analysis of motivation forms, their relationship
with personnel motivation; analysis of the level
and structure of payment forms; assessment of
compliance between the motivation forms and
the targets of the organization
Diagnosis of the HR Information systems and
its linkage to HR processes

Deliverables:
 Civil service administrative rules
 Civil service regulations
 General management principles and
standards of conduct for the Civil service
 Position classifications for the Civil
service
 Procedural guidelines for various HR
policies
 HRM frameworks for the Civil service
 Guidelines for Schemes of Service for
ministries, departments and agencies
 Principles and guidelines for
implementation of Competency
frameworks
 Procedures for institutionalization of
HRM processes and functions
 Management procedures of Pay and
Grading Systems
 Leadership and governance procedures.

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  Guidelines for Human resource /
Manpower development
 Policy and procedures for Coaching and
Mentoring
 Guidelines for Job Evaluation
 Compensation and remuneration
frameworks and procedures
 Design of Performance evaluation and
Performance management systems
guidelines
 HR audit questionnaire and guidelines
for its administration
 Report on HR policies, systems, processes
and practices
 Improved Personnel data management
system appropriate to the client
organizations
 Set of recommendations to establish a
dynamic and effective HR function
 Roadmaps with clear milestones for
improving HR business processes
 HR policies and procedures manual
 Staff selection, recruitment and promotion
policies and procedures
 HR information management system
 Staff performance appraisal manual

April, 2017 - Senior Consultant Somaliland As a World Bank consultant on development of

September, on Development of competency framework, Mohamed provided technical
2017 Competency expertise to the Government of Somaliland by:
framework for the  Designing an integrated framework of career
Civil service development and competency frameworks for
the Civil service
World Bank – Civil
 Benchmarking specific occupations and
service
professions relating to the Government of
Strengthening
Somaliland Civil service to international
Project
standards and norms of more developed and
progressive Public administration systems
 Preparing consolidated reports of competency
frameworks taking into account international
and regional best practices that promotes merit-
based recruitment and promotion, improved
career trajectory management, and training and
development, and facilitates rapid increase in
the knowledge base and skills of Civil service

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 staff
 Transfer of skills on application of
competency frameworks to staff of the
beneficiary institutions

Deliverables:
 General competency frameworks for the Civil
service
 Customized competency frameworks for
beneficiary institutions
 Implementation plans to roll-out the
competency frameworks
April ,2017- Senior Consultant Somalia Mohamed was a senior Consultant on the development
December, 2016 on Development of of competency framework responsible for:
Competency  Identifying and proposing value related
framework for the competencies that supports compliance to the
Civil service Civil service performance of the Puntland
World Bank – State of Somalia and the Civil service code of
Somalia Capacity conduct
Injection Project  Benchmarking specific occupations and
professions relating to Puntland State of
Somalia Civil service to international standards
and norms of more developed and progressive
Public administration systems
 Defining specific establishment related
competencies for the Civil service of Puntland
State of Somalia
 Preparing consolidated reports of competency
frameworks taking into account international
and regional best practices that promotes merit-
based recruitment and promotion, improved
career trajectory management, and training and
development, and facilitates rapid increase in
the knowledge base and skills of Civil service
staff

Deliverables:
 General competency frameworks for the Civil
service of Puntland State of Somalia
 Customized competency frameworks for
beneficiary institutions
 Implementation plans to roll-out the
competency frameworks

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July –November Consultant on Federal As a World Bank consultant on development of
2016 Development of Government competency framework, Mohamed provided
Competency of Somalia technical expertise to the FGS by:
framework for the
(FGS)  Reviewing existing documentation and
Civil service
conducting desk research of reports on
development of competency frameworks for
World Bank –
Somalia Capacity the FGS Civil service
Injection Project  Defining generic job-related competencies with
respect to knowledge, management, work
relationship, analysis and judgement, and
results/contribution to the FGS Civil service
mandate and objectives
 Benchmarking specific occupations and
professions relating to FGS Civil service to
international standards and norms of more
developed and progressive Public
administration systems
 Defining specific establishment related
competencies for the FGS Civil service
 Identifying and proposing value related
competencies that supports compliance to the
FGS Civil service performance and the Civil
service code of conduct
 Preparing consolidated reports of competency
frameworks taking into account international
and regional best practices that promote merit-
based recruitment and promotion, improved
career trajectory management, and training and
development, and facilitates rapid increase in
the knowledge base and skills of Civil service
staff.
 Transfer of skills on application of
competency frameworks to staff of the
beneficiary institutions of the FGS
Deliverables:
 Work plans to implement the assignments
 General competency frameworks for the Civil
service
 Implementation plans to roll-out the
competency frameworks
 Customized competency frameworks for
beneficiary institutions

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Feb - Jun 2016 HR Businesses Somaliland As a World Bank HR Business processes Audit Expert,
Processes Audit Mohamed assisted the Government of Somaliland in;
Expert  Conducting internal and external diagnosis of
issues impacting on the performance of the HR
function in the civil service of Somaliland
World Bank –  Taking stock of all HR business and
Capacity Injection management processes and practices including
those being actively implemented and those
Project, Govt. of
that were not being applied
Somaliland  Providing status reports on the HR business
process elements listed , identified their sub-
processes and analysing the extent of
application in the civil service
 Ascertaining quality levels of key processes in
the areas of HR management policy
frameworks and employment legislation;
getting the right people in the right places;
managing people at the work place in the civil
service; training, learning and developing
people; job design and analysis; workforce
planning; employee accountability; discipline
enforcement processes and procedures;
communication with employees; etc.
 Developing process flow charts for key areas

17
 including: recruitment, selection and
appointment; training, learning and
development; performance management and
accountability
 Proposing specific recommendations for
improving current HR processes and practices
 Developing a roadmap with clear milestones
for improving HR business processes and
developing a modern HR policy manual
 Facilitating a government-led process to
validate the report and its recommendations
Deliverables:
 HR audit questionnaire and guidelines for its
administration
 Report on HR policies, systems, processes and
practices
 Improved Personnel data management system
appropriate
 Set of recommendations to establish a
dynamic and effective HR function

2011 Staff Audit, Somaliland As the Staff Audit, Benchmarking and Workforce
Benchmarking and Analysis Expert, Mohamed assisted in;
Workforce Analysis  Reviewing the quality of personnel records
Expert through an assessment of random samples of
University of service records which includes;
Hargeisa (UOH)  A review of any computerized personnel
system, including evidence of any data entry
validation procedures and standard reporting
outputs.
 Interviews with managers responsible for the
maintenance of personnel records
 Assessing the likely levels of “ghost” workers
through:
 Interviews with central HR staff, decentralized

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 HR managers, and operations managers
 Review of data on rates of natural retirement
 Sample census in a selected pilot area
 Reviewing and recommending alternative
mechanisms for improving the personnel
inventory, including:
 Independent census
 Introduction of operation wide Photo ID system
 Cancellation of current payment systems, and
introduction of new system requiring re-
registration
 Assisting the implementing agency to
implement the personnel inventory
 Developing forecasts and scenarios of future
skill requirements through:
 Interviews with operational managers
 Interviews with senior managers
 Interviews with potential PPI investors, or other
private sector operators, both nationally and
internationally
 Interviews with training institutions or industry
associations in the sector
 Undertaking an analysis of current skill levels,
in the light of expected future requirements,
based on:
 Basic data on education drawn from personnel
records and staff audit
 More in depth reviews of selected
representative operating units
 Identifying the areas where there is, or is most
likely to be, a skills “gap”, both in terms of
workforce numbers and level of skills.
Assessing the implications of this for the
implementing agency in terms of:
 Categories of workers where there is greatest
risk of adverse selection
 Areas where there is a particular need for skill
enhancement
 Preparing a draft set of labor productivity
measures and benchmarks, broken down, as
appropriate, by operating division and
function.
 Comparing these labor productivity measures
with:International and regional standards for
the sector
 Assisting the client with the collection on
international or regional benchmarking
comparators if necessary
 Facilitating a workshop (or series of
workshops) with operational managers to

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 review:
 Origins and causes for inter-divisional
differences in productivity
 Opportunities to improve labor productivity
 Reviewing relevant government or enterprise
level laws, regulations and collective
bargaining agreements that impact directly on
staffing levels, or rigidity in staffing numbers,
including:
 Published labor norms and standards for
specific tasks
 Hiring and firing policies
 Collective bargaining agreements
 Norms which may not be written down, but
have become operational custom and practice
 Restrictions on one worker doing another’s job
(job demarcation rules)
 Rules relating to early retirement
 Conducting an analysis of current staff levels
using ratio analyses, calculations and forecasts
of age profiles (by critical cohorts), by Age,
Years of service, Nationality or State of Origin
(if appropriate), Sex, Level of education
achieved, Grade and pay scale, Location,
Categories (e.g permanent, semi-permanent,
seasonal, temporary, part-time, probationer,
apprentice, etc) or others as appropriate
 Forecasting rates of natural attrition over the
next 10 years, based on current age profiles of
workers, and trends in early retirement
 As far as data is available assess levels of
productivity.
Deliverables:
 Personnel records
 Recommendations on improved personnel
inventory records
 Labour productivity measures and
benchmarks
 Facilitation workshops
 Laws and regulations review reports
 Financial analyses and forecasts
 National attrition forecasts
 Productivity reports

2009 - 2018 Human Resource Somaliland Mohamed, as Human Resource Development,

Development and Talent Management specialist and Team Leader
Talent Management assisted in Capacity Building for Civil Servants in the
Specialist/ Team following tasks:

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 Leader  Overall management of the capacity development
for the Senior Civil servants from the Government
SL Civil Service
Ministries and Parastatals
Commission
 Undertaking capacity needs assessment for the
Senior Civil Servants from Government Ministries
and Parastatals
 Coordinating the preparation of programmes and
training modules for the specialized short courses in
Government Ministries and Parastatals
 Recruiting and selecting the Civil Servants to be
trained
 Coordinating MIS, procurement and finance
services for supporting the implementation of the
capacity building programmes
 Overall management of the teaching and learning
 Coordinating the monitoring and evaluation of the
capacity building programmes
 Coordinating the follow-up plans after training to
ensure that the management practices are
implemented as per action plans prepared during
the training sessions

Deliverables:
 Capacity needs assessment reports for senior
civil servants
 Training modules for specialized courses
 MIS, procurement and finance manuals
 Teaching and learning manuals
 Monitoring and evaluation reports
As a Payroll Somaliland As a Payroll Consultant on development of Pay and
Oct, 2020-Feb, 2021 Consultant In Grading Systems, Mohamed provided technical
Collaboration with expertise to GoSL by:
Peter- Carried out
Development of  Analysis of existing pay and grade policy
Civil Service Pay
and Grading Policy, and pay and grade structures
Pay & Grading  Conduct in depth fiscal analysis to
Structures, Systems
and Administrative determine possible fiscal impact of
Procedures and various pay policy options.
Guidelines
 Undertake desk review to analyze existing
studies, surveys and data on remuneration

WB -Somaliland (salaries, top ups, allowances, benefits,

Civil Service etc.) for Public Service employees, with a
Strengthening
Project (CSSP) particular emphasis on civil service
personnel and national technical advisors

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 in the civil service.

 Conduct in depth analysis of the current

pay and grading policy and
processregimeto identify areas of strength
and weakness and where improvements
may be needed. The consultant is required
to review current practices, policies, and
procedures, and benchmark against
countries with similar development
characteristics as Somalia but with
improved Public Service HR function
particularly in the areas of job analysis,
evaluation and classification, and
remuneration and benefits management.
 Conduct comparative analysis of Public
Service grade and pay structures,
providing key features and types of grades
and pay structures, and rationalizing the
pay system to be consistent with
international best practice, culture and
values.

 On the basis of aforementioned analysis -

economic, financial, human resource,
inimum wage and pay setting principles
generate 3 scenarios/options of pay and
benefit policy and structure, and
recommend possible sources of funding
the options, including from government
own sources (own revenue trend analysis).
 Develop pay and benefits structure and

22
 distribution to attract qualified
professionals and managers, and develop
implementation guidelines.

 Develop a grading policy for the civil

service.

Deliverables:
 Inception report with assessment tools and
templates and Comprehensive Work Plan
 Report on: the Civil Service job
evaluations and classifications with
development of civil service job
descriptions for the all GoSL MDAs,
 Report on: exisiting civil service skills
and personnel mix, identification of the
redundancies and recommendations for
each MDAs,

 Report on analysis of minimum wages,

fiscal situation relevant to pay reform and
wage bill management and
recommendations for GoSL
 Analytical report on pay and Grading,
policy options and Financial model for
appraising size, shape and cost of the civil
service
 Pay and Grading Regulation and
processes including salary administration
procedures and guidelines;

 Reports on workshop including training

and transfer of skills and knowledge to
government counterparts, and technical
discussions and validation of proposals;
 Action plan and roadmap for
implementation of new grade and pay
structure and recommendations to
facilitate smooth transition from current
pay and grading system to the proposed
system.

 Submission of validated reports and

documents by the consultant firm in
consultation with the key stakeholders.
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 TRAINING MANUALS
Since the year 2014 to date, Mr. Mohamed has developed the following training manuals in
Human Resource Development, Talent Management and Civil Service Management.
 Guidelines for human resource development and talent management programs
 Policy and procedural guidelines and manuals for training
 Civil service administrative rules and regulations
 Procedural guidelines for various HR business Processes ,Policies and Procedures
 General management principles and standards of conduct for the Civil service.
 Guidelines for Schemes of Service for ministries, departments and agencies.
 Policy and procedures for Coaching and Mentoring.
 Performance evaluation and Performance management systems guidelines.
 Guidelines on human resource management for Public sector transformation.
 Guidelines for designing, managing and evaluating graduate recruitment and internship
programmes in Public and Private sector.
 Policy and procedures on talent management for Public sector development.
 Mechanisms for designing and institutionalizing results based management
 The practices of leadership, team effectiveness and communications
 Mechanisms for designing and institutionalizing job evaluation and compensation
systems for Public and Private sector institutions
 HR, pay and grading guidelines for Public and Private sectors
 Pay and retention policies and procedures for the Public and Private sectors
 Guidelines for developing and implementing competency frameworks

10. UNITS TAUGHT AT MASTER LEVEL

Masters Level
Human Resource Management

Organizational Theory and Behavior

Employee Resourcing

Performance and Reward Management

Human Resource Development

Procurement and Development of Human Resources

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 Masters Level

Organizational Development And Change

Employee and Industrial Relations

Conflict and Risk Management

Global Human Resource Management Counseling In The Workplace

Human Resource Management Seminar

Project Management and Human Resource Consultancy

Administration of Employment Practices Management Practice

Research Methodology Occupational Health and Safety

Strategic Human Resource Management Gender and Leadership

Government Framework For Democratic Governance

Community Mobilization and NGO Leadership Seminar In Leadership and Governance

Strategic Leadership and Management

Global Citizenship

Government Framework For Democratic Governance

Strategic Management

International Business Management

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11. MEMBERSHIP IN PROFESSIONAL ASSOCIATION

Mr. Mohamed is a Licensed HR Practitioner and a Full Member (MIHRM) - Institute

of Human Resource Management.

12. LANGUAGE SKILLS

Language Reading Speaking Writing

English Excellent Excellent Excellent

Amharic Fair Fair Fair

Swahili Fair Fair Fair

Somali Excellent Excellent Excellent

13. CERTIFICATION

I, Mohamed Abdirahim, the undersigned, certify that to the best of my knowledge and belief,
this CV correctly describes myself, my qualifications, and my experience, and I am available to
undertake the assignment in case of an award.

{day/month/year}
Mr. Mohamed Abdirahim
Name of Expert Signature Date

{day/month/year}

Name of authorized Signature Date

Representative of the Consultant
(the same who signs the Proposal)

26