New Airport Project Awarded – ACC / TAV 2013

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KING KHALED INTERNATIONAL AIRPORT (RIYADH, SAUDI ARABIA)

Terminal 5 Construction
Commencement Date : 2013
Estimated Completion Date : 2014

Facts & Figures:
Terminal building Area : 100.000 m2
Terminal design capacity : 14,000,000 passengers per year
Passenger boarding bridges : 16 (8 Multi aircraft ramp system)
Pier structure lenght : 460 m 
Car park capacity : 3,000 cars (90,000 m2)
Total construction period : 18 months (est.)

TAV – ACC Joint Venture, led by TAV Construction; has been awarded by General Authority of Civil Aviation (GACA) to design and build Terminal 5 at the King Khaled International Airport.

The King Khaled Airport Terminal-5 project involves a 100,000 square meter passenger terminal and various auxiliary facilities. The project also covers a 90,000 square meter and 3,000 vehicle capacity multi-story car park, airport operation center building, PCP building, fire station building, supply building, airside gate building, apron, the elevated roads and infrastructure work that will connect Terminal-5 to the existing terminals.

The design of King Khaled Airport Terminal 5 stands out as a project that will be completed at international standards, satisfy user requirements and display suitability to the local culture, as in all TAV Construction projects. Whilst Terminal-5 will enrich the passenger experience at Riyadh Airport with its authentic architectural design, it will also provide integration with existing terminals in terms of architecture and operations.

 

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Urgent Positions available – Al Arrab Contracting

ACC  Positions available

Any candidate interested in applying to any of these roles, please use email: construction.hr@hotmail.com.

 

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Urgent Job Opportunities………….Excellent Company

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Al Arrab Contracting company is growing and we are urgently looking for some brilliant people to join out firm.

We are looking for the following qualified and experienced talent to join our company.

Senior Civil Engineer  Experience 10-12 yrs Needed No: 4
Senior Mechanical Engineer  Experience 10-12 yrs Needed No: 4
Senior Civil Engineer  Experience 10-12 yrs Needed No: 4
Senior Architectural Engineer Experience 10-12 yrs Needed No: 1
Project Control Manager Experience 12-15 yrs Needed No: 1
Construction Manager Experience 12-15 yrs Needed No: 2
Procurement Manager  Experience 12-15 yrs Needed No: 1
Engineering Manager Experience 12-15 yrs Needed No: 1
Project Control Engineer Experience 10-12 yrs Needed No: 1
Project Planning Engineer Experience 10-12 yrs Needed No: 3
QA/QC Manager Experience 12-15 yrs Needed No: 1
Administration Manager Experience 12-15 yrs Needed No: 1
Finance Manager Experience 12-15 yrs Needed No: 1
Contracts /Claims  Manager Experience 12-15 yrs Needed No: 1
Material  Engineer Experience 10-12 yrs Needed No: 1
Document Control Engineer Experience 10-12 yrs Needed No: 1

If you have what is takes, please submit your resume to marius.staden@arrab.com.sa.

This is a great opportunity for brilliant talent to join a brilliant and performing company.

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Tips for Interviewing Recent Grads

It’s graduation season! If you are a hiring manager that means one important thing for you:  recent grads are entering the workforce and you have to interview them.  Entry-level hiring can be frustrating.  On the one hand you don’t have much to screen and, on the other hand, you know that not just anyone will be a good fit.

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Here are a few tips to help you sort through the new grads:
Screen only on job-relevant criteria 

It’s easy to fall into the trap of screening candidates on qualifications that are not needed for success, such as asking for qualifications above and beyond what is needed or requiring years of experience when skills can be trained on the job. We do this because we’ve been burned before (e.g. verbal altercations or bad attitudes within the probationary period).
You know that you don’t want to hire just anyone but the screening that you’ve done before just isn’t working. Before you start tinkering with that job posting, stop and ask yourself what is really important to the position. This is likely going to be things that are hard to measure with a resume review – things like collaboration, work ethic, dependability, work pace, and service orientation. Assessments can measure these job-critical competencies reliably and easily before you even see the application, leaving you with more time to spend with those candidates who fit your company culture and the target position.
Make your selection process efficient

You’ve received a flurry of applications. Now you have the hiring manager calling to ask if there are any good candidates and you have the sneaking suspicion that not all of the applicants are even interested in the position. The pressure is on to get the spot filled quickly. You are just too busy being busy to think about redefining the process.It may be helpful to ask for an outsider’s perspective. Often we can become so tied to our process that we miss what’s wrong with the way it’s always been done.  It may be helpful to map out your process and start to think about what can be automated.

A few questions you should ask yourself are:

•Can you bring your application online?

•Are you using the application to really screen (knocking out and withdrawing candidates appropriately)?

•Do you have a way to communicate to large groups of candidates and update their records easily?

Take advantage of volume

I want the best candidates for you, I truly do. Unfortunately not every candidate is going to have exactly what you’re looking for. Many times when it comes down to deciding who to move forward there may not be enough “golden child” candidates to meet your needs.
Instead of agonizing over a stack of resumes, let your selection process do some of that work for you. Your application and various types of automated assessments can screen out candidates based on job-relevant information leaving you with fewer applications to review. Best of all, you have the data to support the selection decision (vs. that oh-no feeling that comes along with gambling on the best resume).
Ask about their likes and dislikes

Many times we’re so busy screening out candidates based on their background that we forget to think about whether or not they would actually like working in the position or for our organization. Or you may feel like dressing up the position to get higher-quality candidates. Unfortunately both of these lead to selecting candidates that that may soon become dissatisfied.
The solution here is easy:  ask the candidates what they prefer, and then compare it to what the job actually offers. You may end up losing a few candidates, but those are likely to be the candidates that would have turned over quickly (but not before wasting valuable selection and training dollars).
Don’t be scared of new grads.  They can bring fresh new ideas to your organization, but only if you find the right fit. So use these tips in preparation for those new grad interviews – you’ll be glad you did.

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3 Things You’re Forgetting in Your Recruitment Process

Usually, you’ll find us talking about how organizations can use employee assessment to identify the right candidates.   But what is your organization doing to attract potential candidates? Before your organization can assess and identify the candidates who will be successful, those candidates have to actually want to work for you and more importantly apply for the job in the first place. 

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If you want good talent to start looking at your organization as a potential employer there are a number of things you can do, but here are 3 effective and relatively easy-to-implement ideas that you can do right now:

1. Strong Company Brand & Mission Statement.

Provide a thorough description/breakdown of your brand and mission statement.  Job seekers like to be fully informed about your company’s history, successful projects, philosophy that has shaped the organization, and what impact your products and services have had.  The description should include examples of strong leadership, fairness, and your company’s uniqueness.  Define what sets you apart from others.  Keep your social media positive – be sure your blog, Facebook page, Twitter feed, etc. portrays your company in the best possible light.  Be sure you have a positive online reputation.

2.  A Detailed Job Description.

Don’t underestimate the importance of this.  A good job description will clearly state the duties and responsibilities of the position, as well as information about the work environment.  Good applicants will stick to jobs that fit their work style, so it’s important that you also state the work style that best fits your company culture.  They are also more likely to be drawn to your organization if you mention the opportunities for advancement.  In the current economic climate, longevity and security are major selling points for today’s job seeker.
3.  Workplace Flexibility.

Last but not least is having flexibility in the work environment.  This includes work hours, schedules, dress code, and work-from-home options.  This gives a sense of empowerment to employees, trusting them with personal responsibility that they can successfully perform their job in a way that works best for them.  Not to mention, individuals who have a healthy work/life balance tend to be more productive employees.

Your company is a great place to work, right?  Just be sure to communicate this so you can attract the best candidates and continue to build a strong workforce.

As I mentioned earlier, these are just 3 things companies can do to attract quality candidates.  What does your organization do to attract the best applicants?  What have you found to be most effective?

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3 Must-Haves in Your Hiring Process

Unless you’re building an entirely new business or opening a new branch or facility, you likely already have a hiring process in place. But like all things, hiring processes must change to meet the demands of the constantly evolving world in which we live. Staying abreast of new technology (efficiency), redefined guidelines (legal defensibility) and the demands of the organization (creating an effective strategy for growth) is an important responsibility that should not be undertaken without careful consideration and planning.

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The following are three must-haves of any hiring process, whether you’re starting from scratch, expanding your business into a new region, or revamping your existing processes. It’s never too soon to start planning ahead.

1. Relevant Benchmarks
Before you begin the hiring process design work, take time to determine what success looks like to your key stakeholders. Is it important that the time-to-fill ratio is minimized or are there concerns around being kept in the loop about how their candidates are doing? Start by asking, rather than assuming, what their “wish list” for this work looks like. While not every wish will be attainable, this step can be helpful in determining where to spend your energy.
While collecting information, be sure that you’re also communicating the value of the hiring process and the benefit that you’re bringing to the organization. Discuss what metrics matter, how this process could improve those metrics and how these benchmarks will be used to define success. Keep your stakeholders informed about the progress of the work and seek feedback post-implementation.

2. Evaluation Criteria

Outside of defining expectations and determining benchmarks for success, be sure to consider how the candidates will be evaluated as well. What are the basic qualifications for the position? What behavioral standards and competencies are critical for success in the position and in your organization? Finally, how will you measure candidates against these criteria in a way that is accurate, predictive, consistent, legally defensible, palatable to your candidate pool, and supportive of your hiring goals?
This is the heart of what we do at Select – we bring our technical expertise and years of experience across a wide variety of industries – and it is still often a challenge to determine what tools are the best fit for each organization’s culture and selection needs. This is not a step to be undertaken lightly – how you evaluate your candidates will shape the success of your project and your company.

3. A Game Plan

Creating relevant benchmarks and deciding on evaluation criteria can be intensive. Each involves a boatload of communication, documentation, resource management and follow-up. At times it might feel like you’re moving at the speed of light. Sometimes it may feel like you’re trudging through sludge and making little progress. You may even wake up in the middle of the night trying to remember if you missed any important details or to-do’s.
To help manage any important project (or process change), and the anxiety that comes along with it, map out every step of the project along with the timelines that you need to hit along the way. Track who “owns” each to-do and how each item is linked to the broader project goals. Check things off the list as “done” when they’re completed (no real reason, it just feels good to cross things off of the list!). As you make progress be sure to update the plan as needed to account for changing timelines, any setbacks and new tasks. Finally, don’t forget to check back in with your stakeholders and let them know (at a high-level) about all of the great progress that is being made.
Hiring great people, and doing so in a way that meets all of your organization’s needs, can be incredibly challenging. Thankfully it can also be immensely rewarding… and completely manageable.

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Excellent Opportunities available now… —- QS, Budgets Engineers, Mechanical Engineers etc.

ACC Good Company

 

Al Arrab Contacting (ACC) is urgently looking for the following Talent to join our projects.

We have many positions available and these candidates will work on our Mega Projects. If you have what is takes, have the experience, skills and looking for a dynamic role contact us now.

Position

Number

Years of Experience      (In the same Field)

Senior Civil QS

1

(8-10)

Civil QS

2

(4-6)

Senior Budget Engineer

1

(6-8)

Budget Engineer

1

(3-5)

Senior Mechanical Engineer

1

(8-10)

Senior Mechanical QS

1

(8-10)

Senior Electrical QS

1

(8-10)

Total

8

All applicants can directly submit their applications directly to marius.staden@arrab.com.sa

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Al Arrab Contracting – The New Era of Construction Begins…

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AL Arrab Contracting Company (ACC)

  A regional general contracting group established in 1983. Current staff and manpower exceed 15,000. Classified as first class contracting for buildings, Attained Contractor of the year 2011 Award, Arabian Business Magazine, pre-qualified for many governmental and private sector clients, Maintains high Safety records exceeding 18 million hours without lost time injuries.

 As we all know that the construction in Saudi Arabia is boosting in fact it is the number 1 business in the next 10 years. The total price for these projects is SR.750 Billion, the size of the construction sector projects raised in Saudi Arabia during the current period 161 billion riyals, of which about 80 billion riyals a private establishment of the new university cities. Contracts for construction projects and infrastructure in Saudi Arabia to 119 billion dollars during the current year 2012, which means they will be a very high need for manpower from labors to CEO’s.

It is expected that the Middle East region is witnessing a growth in construction and infrastructure. Where predicted many of the senior managers and officials in the industry that these sectors will see growth in profits in the short and long alike according to MEED projects.

And experienced building and construction projects in the Gulf region grew by 13%, reaching to $ 65.5 billion in 2012, and owned by the UAE the largest share of the total reconstruction and construction market in the region by 48%, followed by Saudi Arabia with 33%.

The year 2011 also saw the completion building and reconstruction projects valued at 46.52 billion dollars in the region, and this number is expected to be increased exceptionally to 79.75 billion dollars in 2012.
With regard to real estate projects expected report Ventures Middle East, to double the value of commercial real estate that has been completed in 2011, to reach $ 15.3 billion in 2012, indicating that the countries of the Gulf Cooperation Council spends vast sums on Contracting interior design and equipment than their counterparts in the U.S. Nations and the European Union and Japan.
The report pointed out that it was in 2011 awarded construction projects valued at more than $ 57.8 billion to contractors working in all sectors of construction, “residential and commercial, hospitality and retail,” is likely to grow the sector as a whole increased by 13% to 65.5 billion dollars by the end of 2012. Deloitte report indicates the Middle East to the expectations nominate Saudi Arabia to be the most active construction markets globally and to see significant growth in the Saudi construction sector, which constitutes the largest market in the Arabian Gulf in terms of population density and the total income of the year.

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Urgent Senior Positions needed for new Project — Amazing Opportunity

Top Talent for ACC

ACC has a excellent opportunity for some serious Project Director to join our team for a new mega project. This is a opportunity for a “super” career boost.

ARE you available IMMEDIATELY or within 2 weeks??

We are looking for:

1. Project Director

2. Controls Director

3. Contracts Director

All must have 10 years + experience in construction industry AND MUST BE AVAILABLE IMMEDIATELY.

DO YOU HAVE WHAT IT TAKES, TO JOIN THE BEST COMPANY IN SAUDI ARABIA

Contact Marius van Staden on 00966 55 420 9402 or email your resume to marius.staden@arrab.com.sa

ACC HR

 

 

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What Really Motivates Young People?

Posted by: The Coaching Academy In: Coaching Articles

When consultant Cam Marston first warned HR people that the ‘generation gap’ threatened to become a chasm into which good but misguided intentions and company profits could tumble, they said the idea was ‘cute’ but took no action. Guess who’s sorry now?

Twelve years have passed since Cam Marston, a consultant who specialises in multigenerational communications and marketing, told an assembled group of HR professionals that a generation gap of mammoth proportions was looming. Since then as the cracks have begun to show in offices across the developed world, tens of thousands have flocked to his seminars and snapped up his book Motivating the “What’s In It For Me?” Workforce (Wiley, 2007), anxious for someone to explain what the heck is going on!

Those HR professionals who once chuckled at the idea are now on the phone daily, begging Marston and others like him to help deal with the chaos caused by managers with one set of values and expectations and two generations of employees with completely different values – the recruitment headaches, the low staff morale, the retention problems, as well as the increasingly perplexed management who just don’t understand what makes those young people tick.

The key to motivating young employees is to understand they have very different values from people in preceding generations, says Marston.
He believes the ‘Generation X-ers’ (people aged between 28 and 42) and the ‘Millennials’ (people aged 27 or under) have rejected the traditional workplace values that so inspired the ‘Matures’ (people aged 62 or over) and the ‘Baby Boomers’ (people aged between 43 and 61). Younger workers are less loyal to their organisations and more possessive of their free time.
Time-honoured traditions don’t interest Millennials and Generation X-ers, says Marston. ‘Their definitions of loyalty, time and success are often quite different from those of the Baby Boom generation. They are unconcerned about how things have always been done. They don’t care how their managers got where they are. They are focused, often single-mindedly, on what it will take to get where they want to go.’

The Matures (who make up about 5% of the workplace) and the Baby Boomers (about 45% of the workplace) invested in the concept that if they worked hard, they would climb the corporate ladder, and eventually earn rank and privileges (‘perks’). The Generation X-ers and the Millennials don’t share that same definition of success and therefore present a challenge to those now in ‘control’ – the Baby Boomers in management.

‘The younger generations view their predecessors’ experience as a warning, not a road map. And the traditional rules of management, motivation and reward fly out the window.

‘Many employers say that this is precisely what they’re seeing. They describe how this simple change in philosophy is having enormous repercussions in the way they manage, motivate, recruit, and retain employees. To remain competitive in their workplace they have to change everything from how they communicate with employees to the reward systems used to motivate them.

‘The key to an organisation’s future success is understanding how the Millennials view the world and using that knowledge to motivate them in a way that works. Here’s a hint: meet them where they are and they will achieve your underlying goals; try to force them to fit your definitions and they will run for the door every time.’

THE NEW WORK ETHIC

‘Younger generations have a self-centred work ethic,’ says Marston. This is not necessarily a bad thing: Millennials are dedicated to completing their task well. They haven’t been raised in a way that demands them to look around and see what should be done next. Instead, they ask, “What is my job?” and go about figuring the best, fastest way to complete that task. Then they consider themselves done.

‘The younger they are, the more they view their jobs as “something to do between the weekends”. For most, early employment has nothing to do with a career path; it is a way to earn money to have fun in their free time. These generations demand work-life balance and paid time off. They want to get the job done, then put it behind them and enjoy life.

‘And that is okay. When you understand what motivates your employees you are better able to set mutual expectations for success. Instead of being frustrated that your youngest employees are not interested in climbing your corporate ladder, embrace their true motivation – reliable spending money – and use it to your advantage. When you tell an employee, “I understand this is not your lifelong career, but to earn your wage every week, here is what I expect …” they are much more likely to respond than if you try to motivate with promises of promotions and titles down the road.

‘Understanding that being at the job isn’t as important to Millennials as completing the assigned task also opens up new opportunities for motivation and reward. Younger employees are very likely to respond to offers of paid time off.’

He gives the example of an organisation that rewards employees with an on the spot ‘Working Hard Card’ which is redeemable for a set amount of paid time-off. ‘It’s a simple strategy that rewards employees in the currency they value most – their time.’

How To Inspire Loyalty
Contrary to some expectations, young people do have great respect for leaders, says Marston. ‘For the younger generations, every ounce of loyalty and respect must be earned. But when it is earned, it is given fiercely. In fact, loyalty to the individual is the number one reason X-ers and Millennials stay in the job, especially during the first three, tenuous years. Dissatisfaction with the boss is the number one reason they quit. So in order to increase retention, managers must take a flipped view on leadership – it is no longer enough to hire the right people and show them the way, now you must BE the right person to win their affection. Sounds a little touchy-feely for the workforce, yet the faster leaders understand this new relationship, the sooner they will see the reward in the way of increased retention.

‘Workers in their twenties are typically inspired by two things: they become loyal to their boss and they search for bosses who can help them achieve their goals. In other words, the 20 year old says, “I want to be a ________ and my career should include ________. Who’s going to help me get there?” When they find the bosses that can answer the question, they become very loyal and work very hard for that individual.

‘The manager needs to change from being a ‘boss’ to an advocate. The boss manager says, “Do it this way?” The advocate says, “How are you doing? What more do you need from me? What do you need to get the job done?” Those things combined will make the 20 year olds in the workforce say, “I like him. I enjoy doing work here.” There will be greater employee engagement if they notice that attitude – advocate versus boss.

‘The 20 year olds in the workplace have a loyalty to the social aspect of the workplace. They are loyal to their peers, to the network of friends they have created. They are a very social generation. Employers need to facilitate this networking or peer activity in the 20 year olds so that they can create loyalty amongst one another.’

To keep Millennials motivated, employers need to create very short-term goals for them. ‘Millennials live in a timeframe based on right now. Their world has proven that nothing is a guarantee – from nationwide layoffs to war to soaring divorce rates, they have decided that there’s not a lot you can count on. As a result, they are not interested in promotion plans for five years from now. They don’t even want to know what will happen at the end of the summer. Life is uncertain. To reach the Millennial employee and reduce turnover, make it certain. Tell your employee that you have a plan. Take pains to ensure it is in a timeframe short enough for them to envision. They should be six-week or six-month goals not one-year, two-year, or five-year goals. You need to give them some sort of engagement in the destination. Whether it’s a customer service mission, a sales mission, an altruistic mission – you say “Here’s what your mission is, here’s what will help us achieve this mission and this is the way it will play out on a day-to-day basis.” Be prepared to fulfil your promise – once fooled, forever jaded. This approach feeds into their reality, while simultaneously building trust and buying you more time. Reward small successes along the way, string these milestones together and you will soon realise longer tenures among your staff.’

The Generation X-ers are a more autonomous workforce, says Marston. ‘They want to be given a project, an assignment and a deadline and left alone. They are nomadic in their behaviour. They choose not to engage as much – that’s the bulk of Generation X between 30 and 40 right now.’ Generation X-ers tend to be cynical and sceptical about authority and will expect things to be proved to them. ‘They are loyal to people who pass the “Prove it to me” test. “Do you say what you do? Do you do what you say?” They have their own destination or goal in mind – “This is what I am going to do and this is how I am going to get there.” They find people who they can count on and they stay close but they are more nomadic, more autonomous. They prefer being given a list of ‘To-Do’s and they will do it in their own time.’

To motivate someone in this bracket, it’s best to offer a reward of paid time-off, says Marston. ‘Time is the currency that seems to be the most appealing to this generation.’

FEAR OF THE UNKNOWN

There’s a prevailing fear among managers that if they give in to the demands of their younger workforce things could all go horribly wrong, says Marston. ‘It’s the biggest barrier to change. However, I have never set foot into a workplace where they have not seen an instant benefit from making changes. Managers have to get over that fear.’

There is also the fear that if management make the changes that Generation X-ers and Millennials want, it will create ill-feeling among the older generations of workers who have turned up on time for 20 years or more and who have always been reliable. ‘That is a very real fear – however the options are few. You can dig in and say, “We’re not going to make these changes – we’re going to find people to fit our profile” but you will find you have to search very hard to find those people.

‘The other option is to employ an immigrant workforce which is very possible and very real.’

Companies who decide to make changes need to communicate the need for change to the entire workforce. ‘They must have the conversation about this generational change and they need some evidence to back it up. Typically, the senior workforce agrees. “Yes there is a big change. We don’t like it but it is very real. It is here. Therefore, we’re willing to make the change. It may be unfair, it may be that this next generation is having it much easier… if we make this change, it will get easier on us all.” So, what the manager must do is become versed in why these changes are necessary. They don’t need to become generational experts – they just need to become clear on what’s happening and why it has happened, how it is impacting us and here are the changes we need to make so that it is better for all of us.’

And in doing so, they can bridge that generational gap.

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