Dubai Duty Free - cut-e

“Embedding talent systems to support future growth”
Nic Bruwer
Vice President – Human Resources
Rachael Green
Manager – Recruitment & Employee Development
Dubai Duty Free
UAE & Dubai
UAE Population Growth
1.04 M
2.99 M
4.10 M
4.10 M
9.44 M
Dubai Population Growth
1980
2005
2000
2010
2014
862,000
1.3 M
1.90 M
2.3 M
2010
2014
276,000
almost
90%
of the UAE
population is made
up of expatriates
1980
2000
2005
over
200
nationalities
Dubai Tourism Growth
Visitor numbers
1995: 1.8 M
2004: 5.4 M
70
Hotels
in 1990
2014: 11.6M
Top 10 visitor Nationalities for Dubai 2013
1 Saudi Arabian
2 Indian
3 British
4 American
5 Russian
6 Kuwaiti
7 German
8 Omani
9 Iranian
10 Chinese
Number of
hotels
2013:
789
Restaurants:
2008 : 3600
2013: 8558
Dubai Airport
Passenger Traffic Growth
1994: 6.29M
2004: 21.70M
2014: 70.40M
1st Q 2014
World’s busiest
airport for
international
traffic
more than
140 airlines
270 destinations
357,339 aircraft
movements
Over 180
passenger
nationalities
Dubai Duty Free: Our story
73,960
transactions
per day
DDF shops
1983
DDF shops
NOW
Dubai Duty Free: Our story
1983: 100 Staff
mainly from India,
Pakistan and
Philippines
Top 5 Staff Strength by Nationality Feb 2015
1.
2.
3.
4.
5.
Filipino
Indian
Nepali
Chinese
Moroccan
Now:
5,697 Staff
48
nationalities
Tenure
Less than 1 year:
0.23%
1 – 5 years:
59.15%
6 – 10 years:
30.60%
11 – 15 + years:
4.16%
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
People Strategy
CEO
All other positions filled internally
Senior
Management
Management
Head Office Roles
72% of Employees
Operations
Supervisory Roles
Sales Assistants
EXTERNAL APPLICANTS
Warehouse
Assistants
External Applicants
Generic requirements at entry
level
Applicant behavior
Volume of speculative
applications
Applications received through
agency, paper CV, drop-ins
Storing and accessing data
Consistency & objectivity
Applicant acknowledgment
• difficulties in screening – how to identify the best from a
very homogenous group
• non differentiating applicants (any job, any industry)
• (average 53,000 per annum) for single site retail operation
• no one centralized process
• skillset identification a manual task
• of decision making across agents and internal recruitment
team (pre screening & interview)
• employer brand issue
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
Diverse applicant base culture shock, expectations & retention
Mass recruitment trips – interview duration & quality
Volume of applicants per trip
Our Goals
Ability to identify
appropriate
candidates
Improved quality
of assessment
Method to
identify the top
talent
Improved
process
efficiency
Improved
consistency of
selection criteria
Improved quality
of hire through
Manpower project
Our approach
Sales Focus
Cooperation
Service
Orientation
MAXIMISE
Quality
Orientation
INTERPRET
Problem Solving
PREDICT
Willing to learn
MEASURE
DEFINE
Defined the key
criteria for
success in our
entry level roles
Selected a mix of
standard ability
tests and
bespoke
behavioural
assessments
Ensured that
these tools
predict top
performance for
Dubai Duty Free
Incorporated
assessment
results into
interviewing
process to
increase value
and rigour of
final decisions
Designed a
process for using
assessments to
maximise the
efficiency,
consistency, and
quality of our
recruitment
practices
Movement to online recruitment
Talent Pool Building / Sourcing
Online Application System
Online Assessments
Screen
Schedule
Interview
Hire
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
Manage the
candidate
through the
Communicate process;
instantly &
directly with
Reduce
candidates
recruiter
manpower in
screening,
reporting,
scheduling
interviews
etc.
Generate
reports &
statistics;
Understand
our applicant
pool &
available
skillsets
Situational Judgement Questionnaire (SJQ)
1
Measures candidates judgement in
DDF retail specific scenarios
2
Candidates are presented with real
job situations and asked: What would
you do?
3
Developed and validated in DDF
4
Takes around 20 minutes to complete
(untimed)
English assessment
Measuring English language ability in
areas of fluency, vocabulary and
spelling (adaptive)
Timed: 10 minutes
Verbal reasoning
Measurement of
verbal reasoning:
understanding of
simple
instructions
Timed: 8
minutes
Numeracy
Measurement of
numerical
comprehension
Timed: 5
minutes
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)
Competency Based Interview Guide
Based on
input of
online
assessments
Presents
profile of
fit / risk
Provides
questions and
indicators for
interviewers
Results
Do not miss out on interviewing potential great staff – manual screening
47,371
Reduced time in screening
9,192
Jan&Feb
56,563
2014
First overseas
trip to China; success ratio 1.5:1 from 1.7 :1
Better reporting 8.5
capability
man days to identify 50 suitable candidates
Before
for theand
first interview
35% withdrawal
50% of those pass
Easy identification of duplicate applicants
0.5 man days required to complete screening
and scheduling
Higher quality external talent being brought in increases quality and
capabilities of internal talent pipeline
Now
On-going journey
Continually
monitoring
and building
upon the new
Training interviewing
managers
on completely
assessment
and recruitment process
style and approach
Improving communication on careers site, e.g. FAQs
Adding job relevant questions to the application form
to be clear on expectations
Building our own norm groups for the DDF applicant
pool (5,000+ candidates)
Investigating regional differences in performance on
assessments to inform filtering on match score
What Next?
Exploring further efficiencies for decision making
on 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(especially
where under supply of applicants for certain roles)
Next 5 Years
Over
US$3
Billion
Sales
Increase to
39,000
sqm
Retail Space
Nearly
8,000 staff
Staff growth
Over 400
Supervisors
Leader growth
104 Million
passengers
Passenger
increase
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
If using a talent pool approach, manage expectations about timelines
and next steps