embedding talent systems to support future growth nic ... · ats & online recruitment collate...
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“Embedding talent systems to support future growth”
Nic BruwerVice President – Human Resources
Rachael GreenManager – Recruitment & Employee Development
Dubai Duty Free
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UAE & Dubai
almost
90%of the UAE
population is madeup of expatriates
over200
nationalities
over200
nationalities
UAE Population Growth
1.04 M
1980
2.99 M
2000
4.10 M
2005
4.10 M
2010
9.44 M
2014
Dubai Population Growth
276,000862,000
1.3 M 1.90 M 2.3 M
1980 2000 2005 2010 2014
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70Hotelsin 1990
Dubai Tourism Growth
Visitor numbers
1995: 1.8 M 2004: 5.4 M 2014: 11.6M
Top 10 visitor Nationalities for Dubai 2013
1 Saudi Arabian2 Indian3 British4 American5 Russian6 Kuwaiti7 German8 Omani9 Iranian10 Chinese
Number ofhotels2013:
789Restaurants:
2008 : 36002013: 8558
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Dubai Airport
Passenger Traffic Growth
1994: 6.29M 2004: 21.70M 2014: 70.40M
more than140 airlines
270 destinations
357,339 aircraftmovements
Over 180passenger
nationalities
1st Q 2014World’s busiest
airport forinternational
traffic
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Dubai Duty Free: Our story
DDF shops1983
DDF shops1983
DDF shopsNOW
DDF shopsNOW
73,960transactions
per day
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Dubai Duty Free: Our story
1 – 5 years:59.15%
Less than 1 year:0.23%
6 – 10 years:30.60%
11 – 15 + years:4.16%
Tenure
48nationalities
Now:5,697 Staff
Now:5,697 Staff
Top 5 Staff Strength by Nationality Feb 2015
1. Filipino2. Indian3. Nepali4. Chinese5. Moroccan
1983: 100 Staffmainly from India,
Pakistan andPhilippines
1983: 100 Staffmainly from India,
Pakistan andPhilippines
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General challenges due to speed & volume of growth
Inconsistencyof service
Inconsistencyof service
Decline ofservice recovery
Decline ofservice recovery
Dilution ofknowledgeDilution ofknowledge
Erosion ofcompany culture
Erosion ofcompany culture
Lack of internalalignment
Lack of internalalignment
Volume oftraining
Volume oftraining
Minimizing the knowledgeacquisition cycle
Minimizing the knowledgeacquisition cycle
ComplexityComplexity
Customer/staff Diversity(200+nationalities in the mix)Customer/staff Diversity(200+nationalities in the mix)
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72% of Employees72% of Employees
EXTERNAL APPLICANTS
All other positions filled internallyAll other positions filled internally
Sales AssistantsWarehouseAssistants
OperationsSupervisory Roles
Head Office Roles
Management
SeniorManagement
CEO
People Strategy
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External Applicants
• difficulties in screening – how to identify the best from avery homogenous group
Generic requirements at entrylevel
Generic requirements at entrylevel
• non differentiating applicants (any job, any industry)Applicant behaviorApplicant behavior
• (average 53,000 per annum) for single site retail operationVolume of speculativeapplications
Volume of speculativeapplications
• no one centralized processApplications received through
agency, paper CV, drop-insApplications received through
agency, paper CV, drop-ins
• skillset identification a manual taskStoring and accessing dataStoring and accessing data
• of decision making across agents and internal recruitmentteam (pre screening & interview)Consistency & objectivityConsistency & objectivity
• employer brand issueApplicant acknowledgmentApplicant acknowledgment
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Challenges for recruitmentChallenges for recruitment
Recruitment requirements driven partially by languages associated with EK Airlinedestination growth (e.g. China)
Accessing talent- difficulty operating in certain territories (language, corruption etc.)Accessing talent- difficulty operating in certain territories (language, corruption etc.)
Varying levels of quality across geographical locationsVarying levels of quality across geographical locations
Diverse applicant base culture shock, expectations & retentionDiverse applicant base culture shock, expectations & retention
Mass recruitment trips – interview duration & qualityMass recruitment trips – interview duration & quality
Volume of applicants per tripVolume of applicants per trip
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Our GoalsOur Goals
Ability to identifyappropriatecandidates
Improved qualityof assessment
Improvedconsistency of
selection criteria
Method toidentify the top
talent
Improvedprocess
efficiency
Improved qualityof hire through
Manpower project
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Our approach
DEFINEDefined the keycriteria forsuccess in ourentry level roles
MEASURESelected a mix ofstandard abilitytests andbespokebehaviouralassessments
PREDICTEnsured thatthese toolspredict topperformance forDubai Duty Free
INTERPRETIncorporatedassessmentresults intointerviewingprocess toincrease valueand rigour offinal decisions
MAXIMISEDesigned aprocess for usingassessments tomaximise theefficiency,consistency, andquality of ourrecruitmentpractices
Sales Focus
Cooperation
ServiceOrientation
QualityOrientation
Problem Solving
Willing to learn
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Movement to online recruitment
Online Application System
Online Assessments
Screen
Schedule
Interview
Hire
Talent Pool Building / Sourcing
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ATS & online recruitment
Collate allapplicationsin one easilyaccessibleplace and inthe sameformat
CapturerelevantInformationfor filteringandscreening
Search forspecializedlanguagesand skills
Communicateinstantly &directly withcandidates
Manage thecandidatethrough theprocess;
Reducerecruitermanpower inscreening,reporting,schedulinginterviewsetc.
Generatereports &statistics;
Understandour applicantpool &availableskillsets
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Situational Judgement Questionnaire (SJQ)
1 Measures candidates judgement inDDF retail specific scenarios
2Candidates are presented with realjob situations and asked: What wouldyou do?
3 Developed and validated in DDF
4Takes around 20 minutes to complete(untimed)
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English assessment
Measuring English language ability inareas of fluency, vocabulary andspelling (adaptive)
Measuring English language ability inareas of fluency, vocabulary andspelling (adaptive)
Timed: 10 minutesTimed: 10 minutes
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Verbal reasoning
Measurement ofverbal reasoning:understanding ofsimpleinstructions
Measurement ofverbal reasoning:understanding ofsimpleinstructions
Timed: 8minutesTimed: 8minutes
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Numeracy
Measurement ofnumericalcomprehension
Timed: 5minutes
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Personality / preferred working styles and behaviors
shapesbasicshapesbasic
Measurementof preferred
working stylesand
behaviours
Measurementof preferred
working stylesand
behaviours
Competencybased
personalityquestionnaire
Competencybased
personalityquestionnaire
Suited forjunior level
roles
Suited forjunior level
roles
Averagecompletion
time 12minutes
(untimed)
Averagecompletion
time 12minutes
(untimed)
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Competency Based Interview Guide
Presentsprofile of
fit / risk
Providesquestions andindicators forinterviewers
Based oninput ofonline
assessments
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Results
47,3712014
47,3712014
9,192Jan&Feb9,192
Jan&Feb56,56356,563
35% withdrawal and 50% of those pass35% withdrawal and 50% of those pass
Reduced time in screeningReduced time in screening
Before8.5 man days to identify 50 suitable candidates
for the first interview8.5 man days to identify 50 suitable candidates
for the first interview
Now0.5 man days required to complete screening
and scheduling0.5 man days required to complete screening
and scheduling
Do not miss out on interviewing potential great staff – manual screeningDo not miss out on interviewing potential great staff – manual screening
First overseas trip to China; success ratio 1.5:1 from 1.7 :1First overseas trip to China; success ratio 1.5:1 from 1.7 :1
Better reporting capabilityBetter reporting capability
Easy identification of duplicate applicantsEasy identification of duplicate applicants
Higher quality external talent being brought in increases quality andcapabilities of internal talent pipelineHigher quality external talent being brought in increases quality andcapabilities of internal talent pipeline
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On-going journey
Training interviewing managers on completely newstyle and approachContinually monitoring and building upon theassessment and recruitment process
Improving communication on careers site, e.g. FAQs
Adding job relevant questions to the application formto be clear on expectations
Building our own norm groups for the DDF applicantpool (5,000+ candidates)
Investigating regional differences in performance onassessments to inform filtering on match score
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What Next?
Exploring further efficiencies for decision makingon location, e.g. video interviewing
Evaluation follow live recruitment
Measure via performance on the job/manager ratings
Revalidate our model of success with real life candidates
Internal Talent Analysis across all internal employees
Necessary with internal recruitment policy(especiallywhere under supply of applicants for certain roles)
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Next 5 Years
OverUS$3Billion
Sales Retail Space Staff growth Passengerincrease
Leader growth
Increase to39,000
sqm
Nearly8,000 staff
Over 400Supervisors 104 Million
passengers
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Tips for moving online
Getting ‘buy in’ and managing the change processGetting ‘buy in’ and managing the change process
Access to technology for applicantsAccess to technology for applicants
Monitor and evaluate effectivenessMonitor and evaluate effectiveness
Decision making criteria is relevantDecision making criteria is relevant
Educate candidatesEducate candidates
If using a talent pool approach, manage expectations about timelinesand next stepsIf using a talent pool approach, manage expectations about timelinesand next steps