Creating an Irresistible Employee ValueProposition to Improve Engagement and

Retention

FAHR | 28 April 2015David Jones, Managing Director

The Talent Enterprisedavid@thetalententerprise.com

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Agenda

A Complex and Unique Labour Market

Employer Branding Simplified

What Engages and Retains Your Employees?

How Do We Measure Success of Our Nationalisation Efforts?

Using Talent Analytics to Build Your Employer Brand: Case Study

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About Us

Worldwide, young people are three times more likely than their parents to be out ofwork and the MENA region has the highest average levels of youth unemployment.

Only 22% of young nationals believe their country’s education system helpedprepare them (or is preparing them) to find a job.

Only 29% of GCC employers feel that education prepares students with necessarytechnical skills.

Engagement levels in the GCC are alarmingly low at 49% with those between 25 – 34years reporting the lowest at 40%. Our youngest employees are facing an early-midcareer crisis.

We Operate in a Unique & Complex Labour Market:Limited Window of Opportunity

UAE 2010 UAE 2050

Median Age:26

Median Age:49!

Red Alphabets denote two-sided tests with significance level 0.05. Tests are adjusted for all pairwisecomparisons within a row of each innermost subtable using the Bonferroni correction.

Preferred Sources for Exploring Job Opportunities

An increasing number of students are finding job opportunities through the internet,emphasising the need for higher focus on marketing your employer brands through

well defined, authentic and credible employment experiences offered.

GCC NationalStudentsA

GCC ExpatStudentsB UK StudentsC

Searching online / job portals etc. 25% 14% 31%B

Via your friends, family and personalcontacts 20% 30%C 12%

Through securing part-time work, internshipsor apprenticeships first 15% 23% 16%

I don't know yet 15% 8% 19%B

Government agencies 11%C 3% 2%

Your school / college student placementcell 9% 14% 12%

Recruitment consultants / talking directlywith prospective employers 5% 7% 6%

Advertisements / newspapers 1% 3% 2%

Red Alphabets denote two-sided tests with significance level 0.05. Tests are adjusted for all pairwisecomparisons within a row of each innermost subtable using the Bonferroni correction.

Continued Preference for Public Sector

GCC NationalStudentsA

GCC ExpatStudentsB UK StudentsC

Work with the government 39%BC 5% 4%

Study further 35%B 19% 62%AB

Work with private sector employers 7% 19%AC 4%

Get a paid internship or apprenticeship 6% 26%AC 12%

Start my own business/ join family ownedbusiness 6% 18%AC 5%

I don't know yet 6% 7% 9%

Our research findings in the region show that 49% of GCC National students surveyedwould continue to stay in the region and explore work opportunities and close to 35%

would be keen to explore opportunities elsewhere outside the country.

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Employer Branding Simplified

VALUES & CULTURE

TRUST

OPPORTUNITIES FOR LEARNING

CAREERGROWTH

EMPOWERMENT*Em

otionalRational

RESPECT

COMPANYCONNECTION

PAY & BENEFITS

ROLES & RESPONSIBILITIES

MEANING & PURPOSE

1. Simple /Jargon-Free

2. Genuine / Authentic

3. Set Realistic Expectations

4. Help the Right Talent SelectThemselves (and Others Deselect)

5. Unique to Your Culture

6. A Shared View

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What Are Our National Talent Looking For?

What is more important…

Attractive overallcompensationpackage

Gaining a careerenhancing experience

29%

71%

0% 20% 40% 60% 80% 100%

37%

63%

0% 20% 40% 60% 80% 100%

Prefer to work for an organisation which…

Offers higheropportunities to learn& develop

Contributes to theoverall good of thecountry

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Key Aspects that Impact Engagement & Retention in the GCC

Organisational Factors thatPositively Impact Engagement

Organisational Factors thatmay Cause Engagement

Levels to Fall Further

Personal IndividualCharacteristics and Strengths

that Impact Engagement(According to our research,

these personal factorspredict approx. 30%

variance in engagement.

Measure & Improve Measure & Sustain Measure & Improve

Confidence in Leadership Career Growth Learning and Development Being Recognised and Valued Managerial Effectiveness Pay & Benefits Supportive Work Culture Positive Relationships

Sense ofAccomplishment

Meaning at Work Fairness and Equity Level of Trust Physical Work

Environment

Intrinsic Motivation Drive Grit & Determination Resilience Accountability Optimism Flexibility Growth Mindset

NationalisationIndex (5Ps)

Presence • Desired Retention• Limited Absence

Productivity • Performance• Confidence and Resilience

Positivity• Personal Engagement• Organisational Engagement• Well-being

Progress• Learning and Development• Job Movement• Openness to Change

Positive Role-Modelling

• Senior Manager Visibility• Links to Education• Organisational Pride 10

The Talent Enterprise’s Nationalisation Index

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Our Approach Towards Employer Branding

The Talent Enterprise’s Approach to Employer Branding

Using Talent Analytics & Top Talent Profiling to Build The Employer Brand

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A prominent organisation with over 35,000+ employees.

Keen to finalise a longer-term, more sustainable nationalisationstrategy.

Key concern was to hire the ‘right’ talent in the ‘right’ jobs – highpotential nationals.

Wanted to understand what works in their culture.

Employer branding was a core part of a larger project on strategicworkforce planning, recruitment and design of graduate programs,talent and succession etc.

All Rights Reserved The Talent Enterprise

Take Responsibility

Find it Engaging to Work in a DynamicEnvironment

Driven and Determined

Flexible

Creative

Technically Sound

Be Open to Working in Other Countriesand Environments

You May not Fit Here if you Prefer theFollowing

Need Constant Guidance to PerformDaily Tasks

If You Desire a Highly Stable WorkEnvironment

Clearly Defined Processes

Purely Monetary Reward Focus

A Clear, Well-Defined Career Path:Technology is constantly evolving andso are we!

Using Predictive Talent Analytics We Found the Following for Hi-Po’s

Characteristics of High Performers /High Potential Employees

HIGHPERFORMERS

/ HIGHPOTENTIAL

OTHERS

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Success Story: Qatar Airways

Staying in Touch!

www.linkedin.com/company/the-talent-enterprise

https://www.facebook.com/TheTalentEnterprise

https://twitter.com/TTE_Consulting

david@thetalententerprise.com

Our Book ‘Unlocking The Paradox of Plenty’available online on www.booksarabia.comand www.amazon.com and in all leading

bookstores in the UAE.