HADI EL-FARR
2026–Present
Current practice spans HR functional excellence, strategy and organizational effectiveness, leadership advisory, and professional training. Ethical practice and responsible stewardship guide this work.
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2025–2026
Acting as the EIC for the HRM Skills module of the SAGE Business Skills digital platform. This is a digital multimedia resource to help students practice professional skills to transition from campus to the workplace.
Recruited international HR academics and reviewed contributions covering practical HR skills.
2021–2022, 2026
Acting as the EIC for the HRM module of the SAGE Business Foundations digital platform. This is a digital multimedia resource to help students understand key theories and practices underpinning business and management today
Recruited HR academics and reviewed contributions connecting management theories with professional practice.
January–July 2007
Managing the HR function, including designing, developing, and implementing HR practices, policies, and procedures.
Conducting job analysis and updating job descriptions.
Handling full personnel responsibilities and ensuring legal compliance.
Recruiting and selecting staff at various occupational levels.
Resolving conflicts between employees and managers and conducting exit interviews.
Supervising two HR professionals and conducting HR performance evaluations by creating and monitoring HR metrics.
Acting as the Public Relations Manager.
Reporting directly to the General Manager.
January 2004–March 2006
Sourcing and recruiting candidates from Lebanese universities to work mainly in Benin and Nigeria.
Conducting feasibility studies (mostly financial) for new business opportunities.
April 2002–November 2003
Supply-side management: sourcing products, negotiating with suppliers, and issuing orders.
Inventory Management: managing production and inventory of more than 8000 items.
Responsible for product pricing and display, operations, sales, and customer satisfaction for the 7 perishable departments.
Responsible for more than 70 employees, of which 4 are personal assistants and 7 teams led by floor department managers.
Analyzing financial reports and monitoring department performance.
Achievements: Increasing sales by 27% and profit by 40%.
Reporting directly to the COO.
January–March 2002
Conducting a SWOT analysis & contributing to the design of organizational structures.
Analyzing employee questionnaires.
Writing department and job descriptions.