Restructuring of Human Resources
in the Dubai Police
م 2013
Restructuring human resources in the Dubai Police (DP) is
based on the studies conducted on the distribution of human
resources across all organizational units in DP in order to invest
and employ human element optimal investment through the use of
many inputs. This includes: measuring employee productivity, in
line with a comprehensive methodology with transparency which
produced outstanding results and added values. The initiative
resulted in different outputs i.e. redistribution of surplus human
resources, filling the deficit of human resources, appreciated the
employees’ with high productivity. Also generalization of findings
presenting to partners and stakeholders (locally and a regionally)
as the lead initiative characterized by exclusivity and creativity in
implementation and results.
Ideal Summary:
The idea came from the specialized technical
committee report (Dubai Government Excellence:
2009) with a feedback related to an obvious
surplus in the staff numbers in some
organisational departments in the Dubai Police.
In the same vein, the DP Leaders’ realized the
vitality of conducting intensive studies concerning
the distribution of human resources on selected
general departments since this is an institutional
problem with dimensions administrative, financial
and human correlated dimensions.
1. Leadership
Stage3
Core
Departments
(7)
Stage 1 م2012
HR
Department
م2010
Stage 2
Supportive
Departments
(11 )
م2011
Accordingly, His Excellency Chief Commander of DP ordered to
form a high-level managerial team called (The Human Resources
Restructuring Team). The implementation of the initiative went
through three phases as follows:
1. Leadership
Presenting the results of the initiative
periodically to the leadership councils.
Presenting the results of employees’
productivity to the leaders of organizational
units are shown
Participation of all of the managers and
head sections in the (19) departments in
measuring the employees' productivity.
Contribution of leadership in the DP in
presenting the initiative and it’s results to
other public sector organizations.
1. Leadership
First: Assessment of the Current Situation (Baseline Assessment)
The corresponding team consisting of
leaders and employees analyzed the
current situation of the human resources in
the DP by using (SWOT) analysis in order
to evaluate strengths, weaknesses,
opportunities and threats in the
organization.
2. Strategy
Concerned party Expected impacts on concerned party
Dubai
Government
Attain the government's plan in the field of optimization of
human resources and the rationalization of financial expenses.
Dubai Police
1. Senior Management.
Senior Management convinced of the importance of the initiative
to enhance institutional productivity and best use of human
resources which will reflect upon achieving the organizational
strategic objectives.
2 . Human Resources:
A - Employees:
Application of the initiative on the staff in organizational units to
take advantage of them and recruiting an optimal manner
B - Job Titles
Study job titles and their compatibility with job descriptions.
3. Organizational Structures
Study of organizational structures and their compatibility with
the productivity of human resources. And forwarded it to the
specialized department (organizational structures committee)
Government
Institutions
Conduct field study for several institutions in Government of
Dubai about the restructuring of its human resources.
Private sectors Motivate private sectors to implement the initiative assessed by
HR Restructuring Team.
2. Strategy
Second: Benefited/Gained Parties
2. Strategy
objective the Government of
Dubai
best use of human
resources
The main objective General dep
Prevention and reduction of crime
Detection of crime and the arrest of the perpetrators
Adjust the security of the road Crisis preparedness
Support objective Gen. dep
Provide the necessary resources & support to enable main dep. to realize the strategic
objectives of force
objective the Gen .Dep. of Human Resources
Human resource planning, resettlement & development & enable them and evaluate their
performance & appreciation necessary appreciation & reinvested best investment
objective the Initiative
Preparation of studies on restructuring of human resources by 100% in General departments
through the years 2010 to 2015
Third: Support and harmonize the initiative the objectives and
strategies adopted
1) Adapting a mechanism to benefit from the
experience, skills and knowledge of the team
members.
2) Determining tasks and responsibilities of team
members who are implementing the initiative.
3) Appreciating employees’ efforts in terms of:
- Honouring (125) employees who have excelled
their productivity from different general
departments.
4) Contributing staff in creative thinking as:
- Trained (1311) employees through (3) programs ( such as creative thinking
workshops) resulting directly from the
initiative to add value and without any added
cost to the training department budget.
- Received (57) suggestions of employees, (10)
suggestions were implemented.
3. People
4. Resources
1. Identify the Resources Required to Implement the Initiative Type Resource Statement
Human
Resources
• Form a leadership team consisting of (7) members to implement the
initiative under the direct supervision of Manager - Human Resources dept. • Using (19) employees as coordinators of the initiative in general dept.
Management
resource
• Preparation of a methodology concerned with the initiative (Methodology
Restructuring of Human Resources in the DP)
Technical
resource
• Design electronic program to measure the productivity of employees.
• Give access for e-communications • Preparation of a common e-file on the DP internal network. • Develop an electronic program to measure employees productivity
Financial
resource • No allocated budget for the initiative and no additional costs.
Knowledge
resource
- Formation of leadership team headed by one of the officers who specialize
in the field of HR. - Access to institutional self-evaluation reports and the external reports (Report of the Dubai Government Excellence Program).
Informational
resource
• Allowing the team to seek the research program in employee data.
• Give eligibility access to the GRP system • Access to e-data file for manpower in Dubai Police
Operational
Resource (Administrative &
Logistical)
• Provision of a secretary (Staff officer) for preparation of reports and internal
correspondence. • Transportation.
4. Resources
2. Scientific methods were used in a implementation of the initiative:
The use of scientific methods in
generating ideas and solving problems
(SWOT, Fish Bone, Brain Storming, LEAN )
Use of technical Methods: employee
productivity card measurement
Direct interview field method (109 side
visits)
Using the questionnaires method (319
samples)
1) Determining the process relating to the human resources
staffing.
2) Setting the key indicators for improvement processes
3) Presenting the results of the initiative to the senior leadership of
the DP.
4) Implementing the initiative methodology
5) Monitoring the performance of staff who were transferred to other
departments.
6) Coordinating with the organizational units in order to measure
productivity of their employees.
7) Considering the methodology of change which is approved by the
DP as a guidelines.
8) Preparing periodic reports on the results of employees’
productivity.
9) Developing mechanisms to overcome the difficulties and
obstacles in the implementation of the initiative.
10) All achieved initiative results aimed to meet additional customer
needs (Please see: Key Results -9-)
5. Processes
Year Measurement period Number of employees who’s
productivity was Assessed
Type of Department
(Main or Support)
2010
First Stage
25/3/2010 To
31/12/2010
(150) Employees (1) Support
Department
2011 Second Stage
2/1/2011 To 31/12/2011 (859) Employees
(11) Support
Department
2012
Third Stage
01/03/2012 To
30/06/2012
(266) Employees
(7) Main
Department
2013 -
2014
Fourth Stage
)02/03/2013 To
31/12/2014)
Employees productivity
assessment by organizational
units supervised by the
initiative Team
(Main & Support)
Total (1311) Employees (19) Departments
4. Customer Focus
1. Dubai police Employees
year Measurement period
Number of
employees who
were measured
productivity
Type of Sector
(Public or Private)
2011
–
2012
From(19/2/2012) To
(30/6/2012) (12) Employees Dubai Judicial Institute
2012
–
2013
From (8/10/2012) To
(31/3/2013) (95) Employees
Dubai Corporation for
Ambulance Services
2013 -
2014
From (9/5/2013) To
(28/2/2014) (96) Employees
Dubai Educational
Zone
Total (203) Employees
2013-
2015
The initiative will be applied on government
and private sectors in accordance with
initiative plan
Ministry Of Interior -
Emirates Identity
Authority - Commercial
Bank International
4. Customer Focus
2. Government Staff (Authorities, Institutions and Ministries)
1) The team was honoured by His Excellency the
High Commander in Chief of obtaining the best
team in the cop Excellence Forum 2011.
2) The team was honoured by the director of the
Dubai Judicial Institute by getting Badge estimate
Versus preparation of a field study of the Dubai
Judicial Institute 2012.
3) The team was honoured (3) certificates of
thanks and appreciation by the Director of the
General Department of Human Resources peer
completion of the three-stage of the project.
1. Benefits and consequences of the restructuring HR Initiatives team
members.
7.People
1) Train (1311) employees through (3) programs
resulting directly from the initiative to add value and
without any added cost to the training department
budget.
2) Honour (125) employees who have excelled their
productivity from different general departments.
3) Promote a culture of productivity as an
institutional value in the field of human resources
through the persistence of certain public
administrations self application program and under
the supervision of a initiative team.
4) Resulted in promotion of some of the staff to
higher grades/positions.
5) Employees who were transferred achieved (88%)
in job performance
2. The benefits and effects of the initiative on the human resources in Dubai Police
7.People
The success of the initiative and the excellence
results lead the government sectors to use the
initiative and address the departments, where it
was the first study of its kind undertaken by the
department in the restructuring of human resources
outside the department as follows:
Dubai Judicial Institute
Dubai Ambulance Services.
The Ministry of Education - Dubai Educational Zone
Emirates Identity Authority
Commercial Bank International
1. Benefits and consequences of the initiative on the Government and Private Sectors
8. Society
Stages Annual Financial
Impact (AED) The impact on HR
Stage 1 (7,456,259.52) Employees (34)
(216,000) (12) Job Title Change
Stage 2 (14,282,155.68) ( 67) Employees
Stage 3 (6,401,744,88) (31) Employees
Total Financial
Savings
(28,356,160) AED
9. Key Results
1. Rationalization of Expenditures
Stage1 Stage2 Stage3
34
67
31
The Impact on Human Resources (Surplus)
Stage1 Stage2 Stage3
6,401,744,88 AED
14,282,155.68 AED
7,456,259.52 AED
Annual Financial Impact
2. The initiative and implications on overall performance level
1- Prevention and reduction of crime
2- Detection of crime and the arrest
of the perpetrators
3 - Control road safety
4 - Crisis preparedness and highly effective disaster
CRIMINAL INVESTIGATION = (25) Employees
ANTI NARCOTIC = ( 12 ) Employees
PROTECTIVE SECURITY = (2) Employees
SECURITY FOR AIRPORTS = (1) Employees
CRIMINAL EVIDENCE = (2) Employees
Total ==(42) Employees
TRAFFIC = (1) Employee
OPERATIONS = (10) Employees
9. Key Results
1) Achieving organizational reputation by gaining (18)
letters of thanks appreciation from different institutions.
2) Preparing a methodology based on the level of force with a unique quality.
3) Preparing (21) comprehensive field study on (19)
General Departments.
4) The initiative lead to benefit from (59) employees
efforts through the external transfers and benefit from
(61) employees efforts through internal transfers.
5) One thousand three hundred and eleven (1311) employees were trained through specialized courses in
‘time management’ and ‘creative thinking’
6) Reducing the organizational structure of some
organizational units in the DP, such as: (HR Dept.)
7) The initiative won in the Dubai Government
Excellence 2012 (3rd place) for the category of
outstanding initiative
2. The initiative and implications on Dubai Police
9. Key Results
8) Organizing a campaign at Dubai Police titled as
(Time Work Investment)
9) Some General Departments requested to apply the
initiative for assessing the productivity of their employees (Gen. Dept. of Administrative Affairs 2012).
10) Participating in the competition of the Ideas UK
2012 and access to the final rounds, where the
department was honored.
11) The initiative contributed towards the
strengthening of the partnership DP and other sectors
(The memorandum of understanding between the DP
and Dubai Judicial Institute was made in 2013)
12) Present the initiative by participating in the Human
Resources Conference organized by the Arab
Organization for Administrative Development in
collaboration with the Federal Government Human Resources in March 2013, thus all initiative
recommendations were taken.
2. The initiative and implications on Dubai Police
9. Key Results
1) Present the results of the initiative and its benefits
to other authorities and ministries in UAE in the
presence of their leadership, namely:
Dubai Government Human Recourses Department
Ministry of Health
Abu Dhabi Police
Fujairah Police
Telecommunications Regulatory Authority
3. Benefits and Consequences of the initiative on
the other Public Sectors
9. Key Results