Human Resources Officer1. Role PurposeFollowMeAcademy is transitioning from a charisma-driven structure to a system-driven, scalable organization with a strong B2B orientation. The Human Resources Officer is one of the most critical drivers of that transition.This role focuses entirely on the core HR function: attracting, developing, retaining, and managing the people of the academy. The HRO owns recruitment, training, performance, employee relations, employment contracts, and HR compliance — end to end.This is a builder role, not an administrative one. The HRO is expected to design and run the systems, processes, and culture that turn FollowMeAcademy into a true employer of choice in the Algerian education and training market.Important framing: this position starts solo. The HRO is expected to deliver against four priority initiatives in Year 1 before any team expansion. An HR Assistant is planned for approximately month 6 as a milestone — not a reward — conditional on consistent delivery.2. Strategic Context the HRO Must Operate InBefore listing tasks, the HRO must operate with full awareness of these realities:FollowMeAcademy is in transition — from informal management to structured, KPI-based operations.Recruitment is currently one of the academy's biggest bottlenecks (slow, reactive, dependent on paid platforms).The Algerian talent market suffers from a shortage of skilled, professional, vision-aligned profiles.The academy is repositioning toward B2B (corporate clients), requiring higher-caliber teachers, trainers, and support staff.KPIs do not yet exist for most departments — the HRO will co-build the performance evaluation system.An ERP (Odoo) is being implemented; the HRO must lead the migration of HR workflows from Google Sheets / WhatsApp / email into a structured digital system.Multiple roles have been carried by the same people; the HRO must rationalize the people structure as the organization grows.3. Key ResponsibilitiesThe HRO's responsibilities are organized into three integrated pillars, all centered on the people of Follow Me Academy.PILLAR A — Talent Acquisition & Employer Brand3.1 HR Strategy & Workforce PlanningTranslate the CEO's vision and each department's 6-month plan into a concrete HR roadmap (hiring, training, retention, structure).Maintain a live workforce map: headcount per department, vacancies, planned hires, succession risks, role overload alerts.Anticipate hiring needs at least 60 days in advance, especially before B2C intakes and B2B campaign launches.Detect and resolve role overload: when a person carries two or three jobs, propose a clean restructuring path.Build a 12-month rolling people plan reviewed monthly with the CEO.3.2 Proactive Talent AcquisitionTop priority area. The HRO must transform recruitment from reactive (post & wait) to proactive (continuous pipeline).Build a multi-channel sourcing strategy: direct outreach, employee referrals, university partnerships, professional communities, alumni networks, social media DMs, freelance platforms, Toastmasters / public speaking circles.Build and maintain a talent pool / CV bank, segmented by role family (online teachers, in-person teachers, B2B trainers, sales agents, content creators, support roles).Develop university and association partnerships with English departments (ENS, USTHB, Algiers 2), private language schools' alumni, freelance trainer networks, and HR/professional associations.Manage the full recruitment cycle: job briefing with the requesting manager, ad writing, sourcing, screening, structured interviews using a scoring grid, demo class for teachers, reference checks, offer.Solve the B2B teacher gap: identify auto-entrepreneurs and freelance corporate trainers; co-design with the legal consultant a contract model that works for both sides.Reduce dependency on paid recruitment platforms by progressively shifting hiring sources toward referrals, partnerships, and inbound applications driven by employer branding.Launch and run a Referral Program with clear rewards for employees who bring in successful hires.3.3 Onboarding & IntegrationDesign and run a structured onboarding program with Day 1 / Week 1 / Month 1 / Month 3 milestones.Ensure every new hire receives: signed contract, role description, organigram, internal procedures, access to tools (Google Workspace, Odoo when ready), pedagogical method documentation (Stop Grammar) for teaching staff.Run 30/60/90-day check-ins for every new hire, with structured feedback from both the manager and the employee.Track onboarding completion as a KPI.3.4 Employer BrandingPosition Follow Me Academy as an employer of choice in the Algerian English-teaching and training market.Coordinate with the Marketing team to produce employer-brand content: testimonials, behind-the-scenes, team culture, learning opportunities.Build a clean, fast careers page and application funnel.Represent the academy at career fairs, university events, and professional meetups.PILLAR B — People Performance & Experience3.5 Performance Management & KPI CultureCo-design with the CEO and department heads the performance evaluation framework for each role.Build individual KPI sheets for every employee, derived from departmental KPIs.Run quarterly performance reviews and an annual appraisal cycle; coach managers on how to deliver feedback.Link KPIs to compensation through a transparent bonus and recognition system.Identify low and high performers; propose action plans for both.Drive the cultural shift the academy needs: from feeling-based management to data-based management.3.6 Training, Development & CoachingConduct an annual training-needs audit across all teams, with priorities including: B2B-grade communication, professional email writing, customer service, reporting discipline, ERP/Odoo usage, time management, and managerial skills.Build a yearly training calendar mixing internal trainers (Pedagogical Quality, CEO) and external experts.Track training participation, completion, and impact on performance.Champion the academy's coaching culture — continuous improvement as a daily habit, not an annual event.Build career paths so employees see a future inside the academy.3.7 Compensation, Benefits & Total RewardsMaintain a salary grid per role, benchmarked against the Algerian education and corporate training market.Design retention mechanisms beyond salary: training opportunities, career evolution, recognition rituals, flexibility, mission-driven engagement.Manage the bonus, commission, and performance reward system in coordination with Sales and Pedagogy heads.Coordinate with the Financial Assistant (Amira Aimeur) and the outsourced accountant for monthly payroll preparation.Build a total rewards philosophy aligned with Follow Me Academy's values.3.8 Employee Relations, Culture & EngagementBe the trusted, neutral point of contact for any employee concern, conflict, or grievance.Mediate conflicts early, before they escalate to the CEO.Run quarterly anonymous engagement surveys; share results and concrete action plans transparently.Promote internal communication rituals: monthly all-hands, departmental check-ins, quarterly town halls.Drive a culture shift toward accountability, professionalism, and structure — recognizing this is one of the academy's hardest internal battles.Reinforce the academy's values daily, in hiring, in evaluations, and in recognition.PILLAR C — HR Administration, Compliance & Systems3.9 Contracts & Legal ComplianceDraft, issue, sign, and archive all employment, freelance, and trainer contracts in coordination with the legal consultant.Ensure full compliance with Algerian labor law (Code du Travail), CNAS declarations, working hours, and leave entitlements.Stay up to date on regulatory changes affecting employment in Algeria; flag risks proactively.Manage the legal/contractual side of B2B trainers (auto-entrepreneurs, freelance contracts) in coordination with the legal consultant.3.10 HR Documentation & Employee FilesMaintain accurate, confidential, audit-ready employee files (digital and physical).Manage all HR official documents: work certificates, salary certificates, leave certificates, end-of-contract documents.Process all leave requests (paid leave, sick leave, special leave) and keep accurate records.Build and enforce a clear HR documentation policy across the academy.3.11 Offboarding & Exit ManagementRun a structured offboarding process: handover plan, knowledge transfer, IT and access revocation, final documents, exit interview.Conduct exit interviews systematically and feed findings back into HR strategy.Protect the academy from legal and operational risk during every departure.3.12 HR Systems, Data & ReportingLead the HR module rollout inside Odoo: employee database, leave management, contracts, performance, payroll integration.Progressively eliminate Google Sheets / WhatsApp dependence for HR data.Produce a monthly HR dashboard for the CEO covering: headcount, vacancies, time-to-hire, turnover, training hours, satisfaction score, and contracts compliance.Use data to challenge assumptions and inform decisions — replacing intuition-based HR with evidence-based HR.4. Strategic Initiatives — Year 1 Priorities & Year 2 RoadmapBeyond running the day-to-day, the HRO is expected to lead a series of strategic projects. To stay realistic and focused, these projects are split into two waves: four priority initiatives that must be delivered in Year 1, and seven additional initiatives that form the Year 2 roadmap. The HRO is not expected to deliver all eleven in twelve months.4.1 Year 1 — Priority Initiatives (Must Deliver)These four projects are the non-negotiable focus of the HRO's first 12 months.InitiativeExpected Outcome1 Talent Pipeline ProgramBuild a permanent, segmented pool of pre-qualified candidates across all critical role families, reducing time-to-hire by at least 40%.2 Performance Management SystemRoll out individual KPI sheets for 100% of employees, linked to a transparent quarterly review cycle and a fair bonus framework.3 Onboarding Program 2.0Design and operationalize a complete 90-day onboarding journey with measurable milestones for every role family.4 Odoo HR MigrationMigrate ≥ 80% of HR processes from Google Sheets / WhatsApp to Odoo within 12 months.4.2 Year 2 — Roadmap (Next Phase)These seven projects build on the Year 1 foundation and will be planned and delivered during the second year of the role, once the core systems are stable.1 Employee Referral ProgramLaunch a structured referral system with clear rewards. Target ≥ 30% of new hires sourced through referrals.2 Employer Branding CampaignCo-build with Marketing a 6-month employer-brand campaign telling the academy's story as a workplace.3 B2B Trainer Acquisition PlanSolve the corporate trainer shortage with a tailored sourcing & contracting strategy producing a usable bench of B2B-ready trainers.4 Internal Training CalendarDeliver an academy-wide annual training calendar covering technical, behavioral, and B2B-readiness skills.5 Engagement Survey LoopRun quarterly engagement surveys, publish results, and execute concrete action plans tied to feedback.6 HR Policy & Employee HandbookProduce a complete, written HR policy manual and employee handbook signed by every employee.7 Career Path FrameworkDefine growth paths for the main role families so employees see a future inside Follow Me Academy.5. Key Performance Indicators (KPIs)The HRO will be evaluated against the following measurable KPIs. Targets are for Year 1 and will be reviewed annually.Time-to-HireAverage days between job opening validation and signed offer.≤ 30 days standard / ≤ 45 days seniorSourcing Mix% of hires from non-paid channels (referrals, partnerships, inbound, network).≥ 50% by end of Year 1Talent Pool SizePre-screened, qualified candidates available per critical role family.≥ 10 per critical roleQuality of Hire% of new hires still in role and rated ≥ 'Meets Expectations' at 6 months.≥ 80%Onboarding Completion% of new hires completing the structured onboarding within 90 days.≥ 95%Annual Turnover RateVoluntary departures ÷ average headcount.≤ 15%Employee Engagement ScoreAverage score on quarterly anonymous survey (1–10).≥ 8.0KPI Coverage% of employees with documented individual KPIs reviewed quarterly.100% by end of Year 1Training Hours / EmployeeAverage annual training hours per active employee.≥ 24 hours/yearContracts & Compliance% of employees with up-to-date, signed contracts and complete files.100%Odoo HR Migration Rate% of HR processes operating inside the ERP.≥ 80% by end of Year 1Exit Interview Coverage% of departing employees with a completed exit interview.100%6. Required Profile6.1 EducationBachelor's degree in Human Resources, Management, Psychology, Business Administration, or a related field (minimum).A master's degree or HR certification (CIPD, SHRM-CP, PHR, or equivalent) is a strong plus.6.2 ExperienceMinimum 3 years in HR, including at least 1 year with full recruitment ownership.Prior experience as the most senior HR person in a small or growing organization is a strong advantage (no team to hide behind).Experience in fast-growing SMEs, training organizations, or service businesses preferred.Prior experience implementing HR processes and tools from scratch is a major advantage.6.3 Hard SkillsSolid command of Algerian labor law (Code du Travail), CNAS, and standard contract types (CDI, CDD, freelance / auto-entrepreneur).Mastery of structured recruitment: scorecards, behavioral interviews, reference checks.Proficiency with HR tools (HRIS, ATS) and willingness to lead an Odoo HR module rollout.Strong command of Google Workspace (Sheets, Docs, Drive) and basic data analysis (filters, pivot tables, simple dashboards).Clear, structured business writing in French and Arabic. English at B2 minimum (the academy operates in English-driven environments).6.4 Soft Skills & MindsetCultural backbone — the ability to enforce structure and fairness inside a relationship-driven environment, to say no professionally without becoming cold, and to resist pressure to socialize or 'arrange' HR decisions. This is the single most important quality for this role.Proactive and self-driven — does not wait for instructions to act.Networker — comfortable reaching out to strangers, building relationships, attending events.Structured and disciplined — believes in processes, KPIs, and documentation.Strategic thinker who can also execute — both eyes on the horizon AND hands on the keyboard.High emotional intelligence — can navigate a young, fast-paced, mission-driven team.Confidential, ethical, fair — handles sensitive information with full integrity.Comfortable challenging the status quo — including pushing back on the CEO when needed.Aligned with the academy's mission: 'making a life-changing experience' for both students and staff.6.5 Disqualifying ProfilesTo protect the role and the team, the following profiles are NOT a fit:Purely administrative HR backgrounds with no recruitment or strategic experience.Public-sector mindset characterized by reactivity, formalism, and low initiative.Candidates uncomfortable with KPIs, accountability, or digital tools.Profiles seeking a comfortable office job rather than a builder role.Candidates who need a team to function — this role starts solo on purpose.7. The First 90 Days — Success RoadmapThe HRO is expected to deliver the following within the first 90 days. Performance during this period is decisive.Days 1–30 — Discovery & DiagnosisMeet every department head; understand their team, pains, and 6-month plan.Audit the current HR state: contracts, employee files, processes, tools, gaps, risks.Map all open positions and immediate hiring needs.Produce a written HR diagnosis report with prioritized recommendations.Days 31–60 — Quick Wins & StructureClose the top 3 most urgent vacancies with quality hires.Standardize the recruitment process (briefing template, interview scorecard, offer template).Launch the talent pool with at least 30 pre-qualified candidates across key roles.Stabilize the contracts & compliance situation: identify and fix any irregularities.Build the first version of the HR dashboard.Days 61–90 — Systemization & RoadmapRoll out structured onboarding for all new hires.Co-design individual KPI sheets with each department head.Run the first engagement pulse survey and present findings.Present a written 12-month HR roadmap to the CEO, including the business case (if any) for future team expansion.CEO Coaching CadenceDuring the first 90 days, the HRO will have a weekly 1:1 with the CEO for coaching, alignment, and rapid decision-making. This is a deliberate investment to ensure the HRO is fully equipped to drive the cultural transition the academy needs. After day 90, the cadence shifts to bi-weekly, then monthly as the role stabilizes.8. Compensation, Evolution & ConditionsBase salary aligned with Algerian HR market benchmarks for the level of responsibility (discussed at offer stage).Performance bonus indexed on the KPIs.Annual training budget for HR certifications and conferences.Career evolution: clear path toward Head of HR / People Manager as the academy scales (target headcount 80–120 within 24 months).Tools provided: laptop, Google Workspace account, Odoo access (when live), full access to professional sourcing and HR tools.An HR Assistant is planned for approximately month 6, conditional on the HRO demonstrating consistent delivery against the Year 1 priority initiatives. This is a milestone, not a possibility. The HRO must first prove they can build before they can lead a team — but the support is planned, not hypothetical.