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

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

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2,200 FTESeptember

2014

20 FTEMay2011

Move toTanfeeth

HQDecember

2013

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

Figuring out how to leverage HR for strategicorganizational impact and decision making would make

or break my business..

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Performance& Rewards

Line HRSupport

???? ?

?

Talent &Development

..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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13

Databases

56

Fields

2,200

EmployeesWorkforce Analytics = Complexity

1.6m data points every day

584m data points per year

TM

584m of printed data would cover 29 football pitches

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

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

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)

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)

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

So What?

27 promotionsdon’t meet

performancecriteria…

… exceptionshave beenmade too

frequently.

Promotions

10.10.13 – 10.10.14

Are we promoting the right people?

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

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

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

Real impact = From idea to implementation

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Questions?

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