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