the ceo perspective: how hr helps make corporate strategy a reality
DESCRIPTION
For decades we’ve been hearing that HR needs to become more of a strategic partner to the business. In 2014, we’re still talking about it. It is clear that more needs to be done to ensure HR teams make direct and tangible contributions to organisational results. In this session, you will hear the unique perspective on how to make this happen. Led by Suhail Bin Tarraf, an emerging Emirati leader, he has sat on both sides of the professional fence after spending a decade as an HR professional and then rising to become Emirates NBD’s Group General Manager for Human Resources. He now presides over Tanfeeth’s 2,300 employees as its Chief Executive Officer. Suhail Bin Tarraf, Chief Executive Officer, TanfeethTRANSCRIPT
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TM
The CEO Perspective: How HR Helps
Make Corporate Strategy a Reality
Suhail Bin Tarraf, CEO - Tanfeeth
Part 1: Why my Corporate Strategy includes HR
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2
2.05 seconds
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3
A little bit about me..
Joined
ENBD as
Trainee
2000 2008 2011 - now 2011 - now
GM
Group HR
Board
Director
NI
CEO
Tanfeeth
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In 2011, I switched from being GM HR for Emirates NBD to start
Tanfeeth – a new subsidiary dedicated to business services
Cost Efficient Operations
People Development
World Class Practices
4
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Tanfeeth has experienced rapid growth over its three years of
existence, evolving into a multi function business services firm
5
2,200 FTE
September
2014
20 FTE
May
2011
Move to
Tanfeeth HQ
December
2013
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People are our core asset, and from experience I knew we would
need a strong HR foundation to be successful
6
Culture
Talent & Development
Performance & Rewards
Line HR Support
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Figuring out how to leverage HR for strategic organizational
impact and decision making would make or break my business..
7
Performance & Rewards
Line HR Support
? ?
?
? ? ?
Talent & Development
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..But I soon realized we were nowhere near providing answers to
any of the core questions we had
8
• 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?
• How many top and bottom performers are leaving us? • How and from where do we attract Emirati talent?
Performance & Rewards
Line HR Support
Talent & Development
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9
RCC
Finance AP
HR Services
Payment
Investigatio
n
HR Services
OPO
Payments
Collections
Collections
Support
ARC
Autoloan
ARC
Clearing
IPO
Payments
Clearing
Payment E-
Channels
Payroll
PDC
Vehicle
Murabaha
and SME
Autoloan
Disbursal
Unit
Finance
Recon
Personal
Finance
and Cards
Credit
Cards
Autoloan
Treasury
Operations
Support
Support
Clearing
Inbound
Mortgages
Outbound
Collections
Strategy &
Business
Transforma
tion
Outbound
Outbound
Collections
RCC
Finance AP
HR Services
Payment
Investigatio
n
HR Services
OPO
Payments
Collections
Collections
Support
ARC
Autoloan
ARC
Clearing
IPO
Payments
Clearing
Payment E-
Channels
Payroll
PDC
Vehicle
Murabaha
and SME
Autoloan
Disbursal
Unit
Finance
Recon
Personal
Finance
and Cards
Credit
Cards
Autoloan
Treasury
Operations
Support
Support
Clearing
Inbound
Mortgages
Outbound
Collections
Strategy &
Business
Transforma
tion
Outbound
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Collections
RCC
Finance AP
HR Services
Payment
Investigatio
n
HR Services
OPO
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Collections
Collections
Support
ARC
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IPO
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Channels
Payroll
PDC
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Murabaha
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Autoloan
Disbursal
Unit
Finance
Recon
Personal
Finance
and Cards
Credit
Cards
Autoloan
Treasury
Operations
Support
Support
Clearing
Inbound
Mortgages
Outbound
Collections
Strategy &
Business
Transforma
tion
Outbound
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Collections
RCC
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HR Services
Payment
Investigatio
n
HR Services
OPO
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Collections
Collections
Support
ARC
Autoloan
ARC
Clearing
IPO
Payments
Clearing
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Channels
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PDC
Vehicle
Murabaha
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Autoloan
Disbursal
Unit
Finance
Recon
Personal
Finance
and Cards
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Autoloan
Treasury
Operations
Support
Support
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Inbound
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Strategy &
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Transforma
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Outbound
Outbound
Collections
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4A
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2B
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3C
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K
J
K
K
K
K
J
J
L
L
M
L
K
M
L
L
L
5.9
5.9
5.9
5.9
8.3
5.9
5.9
7.2
5.9
5.9
4.5
5.9
6.7
6.7
6.5
19.2
7.2
13.4
4.1
5.9
5.9
5.9
5.9
5.7
5.7
35.7
5.9
6.6
6.3
5.9
1.7
5.8
5.3
1.6
3.3
5.9
4.8
1.6
1.1
2.9
1.1
1.4
2.0
1.4
0.9
3.9
5.9
4.2
5.9
5.9
7.2
13.4
5.9
0.9
5.9
5.9
5.9
5.9
8.3
5.9
5.9
7.2
5.9
5.9
4.5
5.9
6.7
6.7
6.5
19.2
7.2
13.4
4.1
5.9
5.9
5.9
5.9
5.7
5.7
35.7
5.9
6.6
6.3
5.9
1.7
5.8
5.3
1.6
3.3
5.9
4.8
1.6
1.1
2.9
1.1
1.4
2.0
1.4
0.9
3.9
5.9
4.2
5.9
5.9
7.2
13.4
5.9
0.9
5.9
5.9
5.9
5.9
8.3
5.9
5.9
7.2
5.9
5.9
4.5
5.9
6.7
6.7
6.5
19.2
7.2
13.4
4.1
5.9
5.9
5.9
5.9
5.7
5.7
35.7
5.9
6.6
6.3
5.9
1.7
5.8
5.3
1.6
3.3
5.9
4.8
1.6
1.1
2.9
1.1
1.4
2.0
1.4
0.9
3.9
5.9
4.2
5.9
5.9
7.2
13.4
5.9
0.9
5.9
5.9
5.9
5.9
8.3
5.9
5.9
7.2
5.9
5.9
4.5
5.9
6.7
6.7
6.5
19.2
7.2
13.4
4.1
5.9
5.9
5.9
5.9
5.7
5.7
35.7
5.9
6.6
6.3
5.9
1.7
5.8
5.3
1.6
3.3
5.9
4.8
1.6
1.1
2.9
1.1
1.4
2.0
1.4
0.9
3.9
5.9
4.2
5.9
5.9
7.2
13.4
5.9
0.9
4.0
4.0
4.0
3.0
3.0
4.0
3.0
3.0
5.0
3.0
3.0
4.2
3.0
3.0
4.0
3.0
3.0
4.0
3.0
3.0
5.0
3.0
5.0
3.0
3.0
3.0
4.0
3.0
5.0
3.0
4.0
3.0
4.0
5.0
2.0
3.0
3.0
4.0
4.0
3.0
4.0
3.0
3.0
3.0
3.0
2.0
3.0
3.0
3.0
4.0
4.0
2.0
3.0
4.0
4.0
4.0
3.0
3.0
4.0
3.0
3.0
5.0
3.0
3.0
4.2
3.0
3.0
4.0
3.0
3.0
4.0
3.0
3.0
5.0
3.0
5.0
3.0
3.0
3.0
4.0
3.0
5.0
3.0
4.0
3.0
4.0
5.0
2.0
3.0
3.0
4.0
4.0
3.0
4.0
3.0
3.0
3.0
3.0
2.0
3.0
3.0
3.0
4.0
4.0
2.0
3.0
4.0
4.0
4.0
3.0
3.0
4.0
3.0
3.0
5.0
3.0
3.0
4.2
3.0
3.0
4.0
3.0
3.0
4.0
3.0
3.0
5.0
3.0
5.0
3.0
3.0
3.0
4.0
3.0
5.0
3.0
4.0
3.0
4.0
5.0
2.0
3.0
3.0
4.0
4.0
3.0
4.0
3.0
3.0
3.0
3.0
2.0
3.0
3.0
3.0
4.0
4.0
2.0
3.0
4.0
4.0
4.0
3.0
3.0
4.0
3.0
3.0
5.0
3.0
3.0
4.2
3.0
3.0
4.0
3.0
3.0
4.0
3.0
3.0
5.0
3.0
5.0
3.0
3.0
3.0
4.0
3.0
5.0
3.0
4.0
3.0
4.0
5.0
2.0
3.0
3.0
4.0
4.0
3.0
4.0
3.0
3.0
3.0
3.0
2.0
3.0
3.0
3.0
4.0
4.0
2.0
3.0
1989
1897
2906
2473
846
5879
5544
8982
6631
10521
10105
2298
923
13177
13727
12377
6304
12805
11340
5296
8815
7584
9702
6852
7149
12657
9008
9759
11159
10901
6665
14458
16942
24339
20771
9921
17154
24120
25803
21949
25482
24648
23677
24751
26186
17599
13228
8269
6997
9271
13699
12807
9120
20769
1989
1897
2906
2473
846
5879
5544
8982
6631
10521
10105
2298
923
13177
13727
12377
6304
12805
11340
5296
8815
7584
9702
6852
7149
12657
9008
9759
11159
10901
6665
14458
16942
24339
20771
9921
17154
24120
25803
21949
25482
24648
23677
24751
26186
17599
13228
8269
6997
9271
13699
12807
9120
20769
1989
1897
2906
2473
846
5879
5544
8982
6631
10521
10105
2298
923
13177
13727
12377
6304
12805
11340
5296
8815
7584
9702
6852
7149
12657
9008
9759
11159
10901
6665
14458
16942
24339
20771
9921
17154
24120
25803
21949
25482
24648
23677
24751
26186
17599
13228
8269
6997
9271
13699
12807
9120
20769
1989
1897
2906
2473
846
5879
5544
8982
6631
10521
10105
2298
923
13177
13727
12377
6304
12805
11340
5296
8815
7584
9702
6852
7149
12657
9008
9759
11159
10901
6665
14458
16942
24339
20771
9921
17154
24120
25803
21949
25482
24648
23677
24751
26186
17599
13228
8269
6997
9271
13699
12807
9120
20769
We had a lot of data – but little insight
We needed a scientific approach to
analyzing and interpreting our data to
draw meaningful and actionable insights
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TM
Part 2: The future is only a click away
Suhail Bin Tarraf, CEO - Tanfeeth
Peter Clarke, Partner – Aleron Organizational Science
The CEO Perspective: How HR Helps
Make Corporate Strategy a Reality
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Science = Observations
“If they had seen
what we see,
they would have
judged as we
judge” - Galileo Galileio
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Science = Observations
HR Science = Observations of People
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HR Science = Observations of People = Workforce Analytics
A scientific approach to
understanding our employees
An essential leadership
tool
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14
13
Databases
56
Fields
2,200
Employees Workforce 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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Legacy, Siloed Databases
7 Data Analysts
+1 Week
Q. What’s the
attrition rate?
A. Out of Date Inconsistent
Workforce Analytics = Evolution
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A. Out of Date Inconsistent
Evolution = “Single Source of Truth”
7 Data Analysts
Q. What’s the
attrition rate?
Cleansed and Harmonised Data
1
+1 Week
A. Out of Date Inconsistent
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A. Out of Date Inconsistent
Evolution = “Analytics Engine”
Q. What’s the
attrition rate?
A. Out of Date Inconsistent
Cleansed and Harmonised Data
Properly equipped expert
+1 Week
2
1 Day
+1 Week
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Q. What’s the
attrition rate?
Simple Intuitive
Structured
A. Real Time Accurate
Evolution = “Leadership Tool” 3
Cleansed and Harmonised Data
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20
Workforce Analytics = Essential Leadership Tool
Connection
Innovation
Duty of
Care
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Connection
Innovation
Duty of
Care
“Are we promoting the right people?”
Workforce Analytics = Essential Leadership Tool,
Leadership =
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So What?
47 promotions don’t meet promotion criteria…
… exceptions have been make too
frequently.
Promotions
10.10.13 – 10.10.14
Are we promoting the right people?
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Connection
Innovation
Duty of
Care
“What’s the financial impact of our org design?”
Workforce Analytics = Essential Leadership Tool,
Leadership =
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So What?
We can plan changes in the
workforce…
… and have confidence that
we will meet our budget
Workforce Planner
10.10.13 – 10.10.14
Hea
dco
un
t
Tota
l Co
st, M
on
thly
What’s the financial impact of our org design?
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So What?
We can track progress in real
time against the plan…
… we can correct our
course before it is too late.
Workforce Planner
10.10.13 – 10.10.14
Tota
l Co
st, M
on
thly
– B
ase
100
%
What’s the financial impact of our org design?
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Connection
Innovation
Duty of
Care
“How and from where do we attract Emirati talent?”
Workforce Analytics = Essential Leadership Tool,
Leadership =
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So What?
We have a compelling offer to our
Emirati talent…
… rewards and promotions are above average
Differentiation
10.10.13 – 10.10.14
How do we attract Emirati Talent?
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From where do we attract Emirati Talent? Government
217k2
2013
Graduates?
Private Business = 23k
Public Owned = 15k
Never Worked = 35k
Worked = 7k
85%
9%
6%
83%
17%
Employed
255k
Students
196k
House
-wife
149k
Other
81k
86%
14%
15k 45%
35%
20%
43k
Unemployed
Active
297k
In-Active
427k
41%
59%
UAE Nationals
1.17m
‘Working Age’1
724k
Notes: 1) >15yrs, <65 yrs; 2) includes both federal and local organisations
Active
297k
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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Information on our story
and our people:
www.tanfeeth.ae
Work with us:
@tanfeeth_jobs
Resources and information
on our website:
www.qlearsite.com
Follow the debate online:
@qlearsite