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Element MEA HR Case Studies
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Case Studies · 250+ engagements
21 anonymised engagements across UAE mid-market companies. Six in detail, fifteen as snapshots. Client names withheld at our discretion. Outcomes are taken directly from internal records.
Flagship engagements
Each case below took 6–18 months to deliver. Sector and headcount are real. Client names are not.
Founder-led group with 320 staff across construction, real estate, and trading. No HR function. Patriarch retiring; second-generation CEO needed governance, succession, and a hire-able first-Head-of-HR within 9 months. Annual attrition 28%, no comp structure.
Embedded HR Director engagement, 12 months. Built job architecture (4 levels, 14 grades), benchmarked comp against Mercer, designed performance cycle, ran first calibration, drafted 4 core policies, recruited Head of HR with structured succession plan.
Series-B fintech post-funding; founders wanted to scale 3x in 12 months but were missing TA function, comp framework, and engagement signal. India entity needed parallel build. ESOP structure was ad-hoc.
Embedded TA + retainer; 14 months. Built workforce plan, JD templates, sourcing playbook, scorecards. Ran 92 placements. Designed engineering levels (IC1–IC6, M1–M3) with comp bands across UAE + India. Implemented quarterly engagement diagnostic.
480-person manufacturer flagged for WPS compliance review. 3 prior late SIF submissions, AED 28K accrued fines. Internal HR team of 2, payroll outsourced to a different vendor with no MoHRE liaison. CEO wanted full takeover ahead of audit in 8 weeks.
Outsourced HR Function engagement. 14-day takeover, parallel-run two cycles, identified historical errors and proactively disclosed to MoHRE. Built monthly reconciliation checkpoint. Implemented EOSB savings scheme migration. Trained internal team for handover.
220 staff across 5 F&B properties. 47% annual attrition (industry avg 35%). Service-charge structure inconsistent across properties. Multi-nationality team (16 nationalities), high frontline turnover hitting NPS scores.
8-month consulting + retainer. Diagnostic survey, manager training programme, recognition system relaunch, standardised service-charge structure, exit-interview programme, frontline-leader development. Roles re-banded; promotion path made visible.
DHA-licensed multi-clinic group, 175 staff. Emiratisation quota required 4 UAE National hires by year-end. CEO had attempted 9 months prior with zero placements. Brand was unknown to UAE Nationals; non-clinical role design unsuitable.
Recruitment retainer. Re-designed 6 non-clinical roles for UAE National success criteria, built career-progression artefacts, sourced via Nafis network + university partnerships, ran assessment day. 4 placements in 4.5 months, with 90-day integration support.
95-person law/advisory firm. 3 senior associates resigned in 4 months citing unclear partner track. No documented progression criteria. Comp benchmarks unclear vs. competitors. Two prior consultants had failed to deliver.
9-week project. Built level definitions Associate → Senior Associate → Director → Partner with measurable progression criteria. Benchmarked comp at each level vs. 4 named DIFC competitors. Designed transparent calibration process; coached managers through first cycle.
15 micro wins
Quick projects, audits, single-role searches. Each is a small piece of work — with a real metric attached.
