Maximising External and Internal Talent Pools

Transcription

1 Maximising External and Internal Talent Pools Rachael Green Manager Recruitment & Employee Development Dubai Duty Free

2 UAE & Dubai UAE Population Growth 1.04 M 2.99 M 4.10 M 4.10 M 9.57 M Dubai Population Growth , , M 1.90 M 2.4 M over 200 nationalities of the UAE population is made up of expatriates More than 80%

3 Dubai Tourism Growth Visitor numbers 1995: 1.8 M 2004: 5.4 M 2015: 14.2 M Top 10 visitor Nationalities for Dubai Saudi Arabia 2 India 3 Oman 4 United Kingdom 5 USA 6 Pakistan 7 Germany 8 Kuwait 9 China 10 Iran 70 Hotels in 1990 Number of hotels 2015: 660 Restaurants: 2008 : : More than 7,000

4 Dubai Airport Passenger Traffic Growth 1994: 6.29M 2004: 21.70M 2015: 78M World s busiest airport for international traffic more than 130 airlines 249 destinations 439,380 aircraft movements Over 200 passenger nationalities

5 Dubai Duty Free: Our story Nearly 27 million Transactions in 2015 Retail Space in sqm DDF shops 1983 DDF shops NOW

6 Dubai Duty Free: Our story Now: More than 6,000 Top 5 Staff Strength by Nationality 1. Filipino 2. Indian 3. Chinese 4. Nepali 5. Moroccan 35% of our staff are under the age of Nationalities Less than 2 years: 14.64% 2 5 years: 37.32% 5 10 years: 34.32% years: 7.46% years: 6.27%

7 General challenges due to speed & volume of growth Complexity Volume of training Minimizing the knowledge acquisition cycle Lack of internal alignment Customer/staff Diversity (200+nationalities in the mix) Erosion of company culture Dilution of knowledge Decline of service recovery Inconsistency of service

8 People Strategy CEO All other positions filled internally Senior Management Management Head Office Roles Operations Supervisory Roles 72% of Employees Sales Assistants Warehouse Assistants EXTERNAL APPLICANTS

9 Challenges When Recruiting Externally Generic requirements at entry level difficulties in screening how to identify the best from a very homogenous group Volume of speculative applications (average 76,765 per annum) for single site retail operation Applications received through agency, paper CV, drop-ins no one centralized process Storing and accessing data skillset identification a manual task Consistency & objectivity of decision making across agents and internal recruitment team (pre screening & interview) Applicant acknowledgment employer brand issue

10 Challenges for Recruitment Recruitment requirements driven partially by languages associated with EK Airline destination growth (e.g. China) Accessing talent- difficulty operating in certain territories (language, corruption etc.) Varying levels of quality across geographical locations Mass recruitment trips interview duration & quality Volume of applicants per trip

11 Our Goals Ability to identify appropriate candidates Improved quality of assessment Improved consistency of selection criteria Method to identify the top talent Improved process efficiency Improved quality of hire through Manpower project

12 Our approach Sales Focus Cooperation Service Orientation Quality Orientation Problem Solving Willing to learn DEFINE Defined the key criteria for success in our entry level roles MEASURE Selected a mix of standard ability tests and bespoke behavioural assessments PREDICT Ensured that these tools predict top performance for Dubai Duty Free INTERPRET Incorporated assessment results into interviewing process to increase value and rigour of final decisions MAXIMISE Designed a process for using assessments to maximise the efficiency, consistency, and quality of our recruitment practices

13 Movement to online recruitment Talent Pool Building / Sourcing Online Application System Online Assessments Screen Schedule Interview Hire

14 ATS & online recruitment Collate all applications in one easily accessible place and in the same format Capture relevant Information for filtering and screening Search for specialized languages and skills Communicate instantly & directly with candidates Manage the candidate through the process; Reduce recruiter manpower in screening, reporting, scheduling interviews etc. Generate reports & statistics; Understand our applicant pool & available skillsets

15 Situational Judgement Questionnaire (SJQ) Measures candidates judgement in DDF retail specific scenarios Candidates are presented with real job situations and asked: What would you do? Developed and validated in DDF Takes around 20 minutes to complete (untimed)

16 English assessment Measuring English language ability in areas of fluency, vocabulary and spelling (adaptive) Timed: 10 minutes

17 Verbal reasoning Measurement of verbal reasoning: understanding of simple instructions Timed: 8 minutes

18 Numeracy Measurement of numerical comprehension Timed: 5 minutes

19 Personality / preferred working styles and behaviors shapes basic Measurement of preferred working styles and behaviours Competency based personality questionnaire Suited for junior level roles Average completion time 12 minutes (untimed)

20 Competency Based Interview Guide Based on input of online assessments Presents profile of fit / risk Provides questions and indicators for interviewers

21 Results 47, , ,143 36% withdrawal and 53% of those pass

22 Results Better reporting capability Reduced time in screening Before: 8.5 man days to identify 50 suitable candidates for the first interview Now: 0.5 man days required to complete screening and scheduling Do not miss out on interviewing potential great staff manual screening First overseas trip to China; Success ratio 1.5:1 from 1.7:1 Easy identification of duplicate applicants

23 Tips for moving online Getting buy in and managing the change process Access to technology for applicants Decision making criteria is relevant Monitor and evaluate effectiveness Educate candidates

24 On-going journey Continually monitoring and building upon the assessment and recruitment process Improving communication on careers site, e.g. FAQs Building our own norm groups for the DDF applicant pool (5,000+ candidates) Adding job relevant questions to the application form to be clear on expectations Investigating regional differences in performance on assessments to inform filtering on match score Evaluation following recruitment with real life candidates

25 People Strategy CEO All other positions filled internally Senior Management Management Head Office Roles Operations Supervisory Roles 72% of Employees Sales Assistants Warehouse Assistants EXTERNAL APPLICANTS

26 Internal Talent Pool Evaluation - Aims Establish what GOOD looks like across all levels and roles Determine existing level of capability and potential across the organization Establish potential suitability for key skillsets of individuals within Internal Talent Pool for lateral moves, promotion and career matching opportunities Provide self-assessment portal to raise developmental awareness within existing staff Identify macro and micro level training needs and development activities

27 Key considerations First time!! Stakeholder buy in Key business leaders involved Constant clear communication in order to allay fears and misconception Representation from all levels from junior staff to VP level Sensitive to business needs & projects (e.g new concourse opening) from a practical perspective

28 Phases Research Analysis Application

29 Phases Research Analysis Application

30 Research Understand job roles o Conduct job analysis workshops with current job holders, managers, and VPs Identify behaviors that lead to success in an ideal person for each job o Understand what makes someone good now, and what would people like to see more of in the future? o Compare and contrast against an external universal competency framework to make more robust for future

31 Research Research Domain /Role Interactive Operative Intellectual Emotional Leader Influencing Building Networks Planning Ahead Commercial Focus Strategic Thinking Innovation Taking Initiative Manager People Management Coaching Others Results Orientation Organisation Decision Making Accountable Contributor Communication Teamwork Conscientious Flexibility Analysis Willing to Learn Self Motivation Tolerance Customer Focus Creative Thinking

32 Research Collect data on current performance against these behaviours o Gather manager ratings against behavioural indicators (keep it short and sweet) o Collect hard metrics for individuals where possible (e.g. absences, warnings, disciplinary, promotions, etc.) Collect data on behavioural characteristics and capabilities of workforce o Invite staff to take standard personality, motivation, and ability assessments o Collect biodata information to support analysis (e.g. gender, nationality, level of education, experience, tenure, etc.)

33 Research Customer Focus Thinks about the impact of actions on the customer; considers the customer perspective; is pleasant to others, shows willingness to help and serve, takes pride in delivering good service Characteristics People who are: Agreeable, pleasant, and cooperative Provide high quality standards Are sensitive to the motives and interests of others Formulate Hypotheses Will be the people who: Are rated highly by their managers on Customer Focus Have few to no disciplinary actions / warnings Tend to take little sick leave Results

34 Phases Research Analysis Application

35 Analysis Determine behavioural characteristics and capabilities which predict successful performance Linking Recruitment process to business outcomes Department o o Compile data from online assessments, performance ratings & metrics, biodata Identify relationships between data and performance outcomes Understand proportion of workforce with these predictors o o o o Map the compiled data by department, level, and team Identify number of individuals for a given role who match the ideal model Look at dominant characteristics/trends within the organization Look for core attributes which indicate high performance universally Overall Rating

36 Analysis Identify hotspots of potential and danger zones for performance gaps o o Investigate at individual and team levels to understand performance, potential, and development needs Understand where additional support or training is needed for individuals based on their relationship between potential and performance

37 Phases Research Analysis Application

38 Application Use outcome of findings for the following business activities: Recruitment o Sourcing: target individuals who fit the profile to encourage them to apply for open vacancies o Selection: use the ideal profile as a framework for assessing suitability for the role at final stage interview Development o Training plans: implement department wide training initiatives targeting underperformance areas and/or targeted for individuals & groups in need of development o High potential programmes: identify individuals with potential for future leadership roles to develop and grow Other Potential Applications o Self-assessment career guidance platform o Universal performance appraisal methods against competency framework o Insights for senior managers to inform structure and organization of teams, and development & coaching needs

39 Future: 2020 Staff Growth Sales Over US$3 Billion Nearly 8,000 staff Leader Growth Over 400 Supervisors Passenger Increase 104 million Passengers Retail Space Increase to 39,000 sqm