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

2

2.05 seconds

3

A little bit about me..

Joined

ENBD as

Trainee

2000 2008 2011 - now 2011 - now

GM

Group HR

Board

Director

NI

CEO

Tanfeeth

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

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

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

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

..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

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

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

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

Outbound

Collections

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4B

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3A

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19.4

20.0

15.7

17.5

31.8

8.6

8.8

7.2

8.1

6.5

6.5

18.2

24.3

6.7

6.5

19.2

8.3

13.4

6.2

9.0

7.3

7.8

6.7

8.0

7.9

35.7

7.2

6.6

6.3

6.2

8.1

5.8

5.3

1.6

3.3

6.6

5.3

1.6

1.1

2.9

1.1

1.4

2.0

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0.9

5.2

9.1

7.6

7.9

7.0

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13.4

7.1

3.3

19.4

20.0

15.7

17.5

31.8

8.6

8.8

7.2

8.1

6.5

6.5

18.2

24.3

6.7

6.5

19.2

8.3

13.4

6.2

9.0

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7.8

6.7

8.0

7.9

35.7

7.2

6.6

6.3

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8.1

5.8

5.3

1.6

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6.6

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1.6

1.1

2.9

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1.4

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0.9

5.2

9.1

7.6

7.9

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13.4

7.1

3.3

19.4

20.0

15.7

17.5

31.8

8.6

8.8

7.2

8.1

6.5

6.5

18.2

24.3

6.7

6.5

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8.3

13.4

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9.0

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7.8

6.7

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35.7

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6.6

6.3

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1.6

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6.6

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1.6

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2.9

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13.4

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15.7

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31.8

8.6

8.8

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6.5

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24.3

6.7

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8.3

13.4

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9.0

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7.8

6.7

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6.6

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4.0

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3.0

3.0

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3.0

3.0

4.0

3.0

3.0

4.0

3.0

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5.0

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13.4

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5.9

5.9

5.9

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5.7

5.7

35.7

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6.3

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4.5

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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

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1.4

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0.9

3.9

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5.9

5.9

7.2

13.4

5.9

0.9

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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

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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

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

Science = Observations

“If they had seen

what we see,

they would have

judged as we

judge” - Galileo Galileio

Science = Observations

HR Science = Observations of People

HR Science = Observations of People = Workforce Analytics

A scientific approach to

understanding our employees

An essential leadership

tool

14

13

Databases

56

Fields

2,200

Employees Workforce Analytics = Complexity

1.6m data points every day

584m data points per year

TM

584m of printed data would cover 29 football pitches

Legacy, Siloed Databases

7 Data Analysts

+1 Week

Q. What’s the

attrition rate?

A. Out of Date Inconsistent

Workforce Analytics = Evolution

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

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

Q. What’s the

attrition rate?

Simple Intuitive

Structured

A. Real Time Accurate

Evolution = “Leadership Tool” 3

Cleansed and Harmonised Data

20

Workforce Analytics = Essential Leadership Tool

Connection

Innovation

Duty of

Care

Connection

Innovation

Duty of

Care

“Are we promoting the right people?”

Workforce Analytics = Essential Leadership Tool,

Leadership =

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?

Connection

Innovation

Duty of

Care

“What’s the financial impact of our org design?”

Workforce Analytics = Essential Leadership Tool,

Leadership =

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?

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?

Connection

Innovation

Duty of

Care

“How and from where do we attract Emirati talent?”

Workforce Analytics = Essential Leadership Tool,

Leadership =

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?

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

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

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