WORKFORCE TRANSFORMATION: AI-READY WORKFORCE FOR THE FUTURE OF WORK

Preparing people, policy, and governance for a workforce that works alongside AI — deliberately, safely, and without leaving anyone behind.

AI Governance Policy & AI Usage Policy
Mobily | Feb 2026 – Present | India, Egypt & KSA

Context
As AI coding and productivity tools proliferated across the organisation's technical workforce, Mobily InfoTech faced a choice familiar to every technology-driven business right now: govern AI adoption deliberately, or risk ungoverned ‘shadow AI’ use creating data-security, IP, and client-confidentiality exposure.

My Role & Approach
• Established the organisation's AI Governance Policy and AI Usage Policy, positioning HR — in partnership with the Centre of Excellence structure — as the organisation's authority on responsible AI adoption
• Built a tiered risk-classification framework for AI tools, distinguishing approved, restricted, and prohibited categories based on data-security and client-confidentiality risk
• Authored a security intelligence addendum addressing AI coding-tool risk and a formal Shadow AI prevention policy, closing a real and growing governance gap
• Led a structured, time-boxed shadow-mode evaluation of emerging AI coding-assistant tools before any production deployment decision, ensuring adoption decisions were evidence-based rather than reactive
• Anchored the organisation's AI stance explicitly around augmentation rather than workforce replacement — upskilling the existing workforce rather than displacing it — and embedded this principle into the Code of Conduct's AI section

Outcome & Value Delivered
• Positioned HR as a genuine governance authority on one of the organisation's most consequential technology decisions, rather than a passive bystander to IT-led AI adoption
• Closed a real, growing security exposure around ungoverned personal AI tool use with client data
• Gave the organisation an evidence-based, risk-tiered framework for AI adoption decisions rather than either blanket prohibition or unmanaged rollout

Training Needs Analysis (TNA) & L&D Budget Framework
Mobily | Feb 2026 – Present | India, Egypt & KSA

Context
Preparing the workforce for an AI-augmented, Systems Integrator future required knowing precisely where the capability gaps actually were — role by role, technology by technology — rather than running generic training programmes and hoping they landed on the right people.

My Role & Approach
• Directed a comprehensive, multi-part Training Needs Analysis spanning AI proficiency, technology-stack proficiency, certifications, and behavioural/leadership capability across every grade and function
• Built a structured L&D budget framework prioritising mandatory compliance training and free/low-cost AI upskilling first, before allocating spend to premium leadership and certification programmes
• Mapped every planned training intervention back to a specific source — a strategic OKR, a compliance requirement, or a genuine business capability gap — so no training spend happened without a clear rationale
• Built a defined technology-upskilling roadmap ensuring the existing workforce, not just new hires, was prepared for AI-augmented ways of working

Outcome & Value Delivered
• Gave the organisation a precise, evidence-based view of its capability gaps rather than a generic training calendar
• Ensured limited training budget was spent on the highest-priority compliance and AI-readiness needs first
• Directly supported the organisation's augmentation-not-replacement AI strategy by building real workforce capability ahead of AI-driven role change