“Embedding talent systems to support future growth”

Nic BruwerVice President – Human Resources

Rachael GreenManager – Recruitment & Employee Development

Dubai Duty Free

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

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

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

Dubai Duty Free: Our story

DDF shops1983

DDF shops1983

DDF shopsNOW

DDF shopsNOW

73,960transactions

per day

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

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)

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

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

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

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

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

Movement to online recruitment

Online Application System

Online Assessments

Screen

Schedule

Interview

Hire

Talent Pool Building / Sourcing

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

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)

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

Verbal reasoning

Measurement ofverbal reasoning:understanding ofsimpleinstructions

Measurement ofverbal reasoning:understanding ofsimpleinstructions

Timed: 8minutesTimed: 8minutes

Numeracy

Measurement ofnumericalcomprehension

Timed: 5minutes

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)

Competency Based Interview Guide

Presentsprofile of

fit / risk

Providesquestions andindicators forinterviewers

Based oninput ofonline

assessments

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

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

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)

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

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