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Suhail Bin TarrafCEO
Tanfeeth
HR and Numbers: How to Measure andInvest in Your Human Capital
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2.05 seconds
Video will go here
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A little bit about me..
JoinedENBD asTrainee
2000 2008 2011 - now2011 - now
GMGroup
HR
BoardDirector
NI
CEOTanfeeth
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In 2011, I switched from being GM HR for Emirates NBDto start Tanfeeth – a new subsidiary dedicated to
business services
CostEfficient
Operations
PeopleDevelopment
World ClassPractices
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Tanfeeth has experienced rapid growth over its threeyears of existence, evolving into a multi function business
services firm
5
2,200 FTESeptember
2014
20 FTEMay2011
Move toTanfeeth
HQDecember
2013
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People are our core asset, and from experience I knew wewould need a strong HR foundation to be successful
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Culture
Talent &Development
Performance& Rewards
Line HRSupport
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Figuring out how to leverage HR for strategicorganizational impact and decision making would make
or break my business..
7
Performance& Rewards
Line HRSupport
???? ?
?
Talent &Development
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..But I soon realized we were nowhere near providinganswers to any of the core questions we had
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• What’s the impact of engagement on productivity?• What’s the financial impact of our org design?• How does coaching correlate with performance?
• Is our reward structure driving the right behaviours?• Are we promoting the right people?• Is our pay philosophy supporting our P&L targets?
• Are we bringing in the right talent at the right price?• From where do we attract Emirati talent?• How many top and bottom performers are leaving us?
Performance& Rewards
Line HRSupport
Talent &Development
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We had a lot of data –but little insight
We needed a scientific approach toanalyzing and interpreting our data to
draw meaningful and actionableinsights
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10
13
Databases
56
Fields
2,200
EmployeesWorkforce Analytics = Complexity
1.6m data points every day
584m data points per year
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TM
584m of printed data would cover 29 football pitches
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We use data rather than perception! Qlearsite softwarehelped upgrade our workforce analytics capabilities
specific to HR data
Using cutting-edge technology
to stay at theforefront of HRbest practices
Centralized DataBank is the
backbone of ourHR analytics
capability
Better insight+
predictiveworkforce
=better decisions
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Qlearsite allowed us to revisit our core questions andprovided us with clear answers
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• What’s the impact of engagement on productivity?• What’s the financial impact of our org design?• How does coaching correlate with performance?
• Is our reward structure driving the right behaviours?• Are we promoting the right people?• Is our pay philosophy supporting our P&L targets?
• Are we bringing in the right talent at the right price?• From where do we attract Emirati talent?• How many top and bottom performers are leaving us?
Performance& Rewards
Line HRSupport
Talent &Development
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So What?
We can planchanges in the
workforce…
… and haveconfidence that
we will meetour budget
Workforce Planner
10.10.13 – 10.10.14
Head
coun
t
Tota
l Cos
t, M
onth
ly
What’s the financial impact of our org design? (1 of 2)
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So What?
We can trackprogress in real
time againstthe plan…
… we cancorrect our
course before itis too late.
Workforce Planner
10.10.13 – 10.10.14
Tota
l Cos
t, M
onth
ly–
Base
100
%
What’s the financial impact of our org design? (2 of 2)
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Qlearsite allowed us to revisit our core questions andprovided us with clear answers
16
• What’s the impact of engagement on productivity?• What’s the financial impact of our org design?• How does coaching correlate with performance?
• Is our reward structure driving the right behaviours?• Are we promoting the right people?• Is our pay philosophy supporting our P&L targets?
• Are we bringing in the right talent at the right price?• From where do we attract Emirati talent?• How many top and bottom performers are leaving us?
Performance& Rewards
Line HRSupport
Talent &Development
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So What?
27 promotionsdon’t meet
performancecriteria…
… exceptionshave beenmade too
frequently.
Promotions
10.10.13 – 10.10.14
Are we promoting the right people?
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Qlearsite allowed us to revisit our core questions andprovided us with clear answers
18
• What’s the impact of engagement on productivity?• What’s the financial impact of our org design?• How does coaching correlate with performance?
• Is our reward structure driving the right behaviours?• Are we promoting the right people?• Is our pay philosophy supporting our P&L targets?
• Are we bringing in the right talent at the right price?• From where do we attract Emirati talent?• How many top and bottom performers are leaving us?
Performance& Rewards
Line HRSupport
Talent &Development
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From where do we attract Emirati Talent?Government
217k2
2013Graduates?
Private Business = 23k
Public Owned = 15k
Never Worked = 35k
Worked = 7k
85%
9%
6%
83%
17%
Employed255k
Students196k
House-wife149k
Other81k
86%
14%
15k45%
35%
20%
43k
Unemployed
Active297k
In-Active427k
41%
59%
UAE Nationals1.17m
‘Working Age’1
724k
Notes: 1) >15yrs, <65 yrs; 2) includes both federal and local organisations
Active297k
43k
‘Working Age’1
724k
Sources: National Bureau of Statistics, UAE Labour Survey, Aleron Analysis
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From where exactly do we attract Emirati Talent?
43k
Abu Dhabi City Al Ain West. Sharjah RAK Dubai Fuj. Ajm. U.A.Q
15% 12% 24% 9% 9% 15% 7% 6% 16% 21%
9k 9k 43k
1k
7.6k 5.2k 4.8k 4.0k
1k 1k
20k 5.2k
RAK
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Real impact = From idea to implementation
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Questions?
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