Hiring and Staffing Practices at

Environmental scan

The Company for Cooperative Insurance cites the origins of its name and how it affects their corporate culture: “Tawuniya is the simplification of the Arabic word for co-operative and was already established amongst the related customer base by this name. The new name and identity takes ownership of this insurance category and evokes a strong emotional connection to customers as co-operative, which is the only accepted form of Islamic insurance” Tawuniya Overview, 2010, para. 3).

According to Chaudry, though, the enormous amounts of oil-based revenues flowing through Saudi Arabias coffers has created a very real need for informed and well-managed insurance companies that are capable of competing in an increasingly competitive financial market. In this regard, Chuadry notes that, “The financial systems that developed in [Saudi Arabia] in the 1970s was the product of capital abundance, not scarcity. Unlike most countries in the initial stages of economic development, [Saudi Arabia] had massive excesses in investment and commercial capital during the boom, which obviated the necessity of aggregating domestic savings” (p. 262). Likewise, Cordesman and Obaid (2005) report that, “The Saudi economy has been growing rapidly since the early 2000s, and reached as high as 6.4 in 2003” (p. 366). Analysts in the U.S. also note that, “Saudi Arabia has an oil-based economy with strong government controls over major economic activities. It possesses about 20% of the worlds proven petroleum reserves, ranks as the largest exporter of petroleum, and plays a leading role in OPEC. The petroleum sector accounts for roughly 80% of budget revenues, 45% of GDP, and 90% of export earnings” (Saudi Arabia, 2010, para. 3).

The companys geographical concentration of investments is shown in Table 2 and illustrated graphically in Figure 2 below.

Table 2

Geographical Aspects of Tawuniya Insurance Coverage: 2008-2009

Area of Coverage



Kingdom of Saudi Arabia



United States






Far East



Rest of the world



Figure 2. Geographical Aspects of Tawuniya Insurance Coverage: 2008-2009

Source: Tawuniya Annual Report, 2009, p. 52

As can be clearly discerned from Figure 2 above, the overwhelming majority of the companys insurance coverage is situated in Saudi Arabia, but Tawuniya has plans to extend its operations domestically and abroad. As a progressive and well managed company, the leadership at Tawuniya recognizes that the costs that are associated with the recruiting, hiring and training process are enormous. According to Sims, “Cost is an important factor in recruitment. Recruiting efforts by an organization are expensive” (2002, p. 110). Likewise, the costs associated with failure to take the steps necessary to retain qualified personnel are equally staggering. In this regard, Sujanksy emphasizes that, “Consider what it costs every time an employee departs. You shell out the cost of rehiring and retraining the replacement. Studies put this lost-employee price tag at between 70% to 200% of that persons annual salary. Whats more, your company suffers a brain drain with the departed employees institutional memory” (2007, p. 9).

To help overcome these constraints to productivity and performance, an important part of Tawuniyas business model has always been its emphasis on developing a workplace that is attractive to talented and qualified candidates. In this regard, the company emphasizes that, “Part of Tawuniyas mission is to be the employer of choice. One of the Companys goals is to provide the most professional working environment in the Saudi insurance market” (Teamwork, 2010, para. 2). The companys business model also stresses the need to recruit and retain the countrys most qualified and talented candidates. For instance, the company specifically states that, “Tawuniya provides enhanced operations and employment conditions compatible to current demands in Saudi society and the business arena. The Company offers benefits designed to attract well educated Saudis [sic], who contribute positively to the overall working environment” (Teamwork, 2010, para. 3).

Take on consideration

The company offers new hires the opportunity to participate in a profit-sharing plan wherein the company invests a portion of the employees wages; in addition, the company also budgets for employee end-of-service benefits (Annual Report, 2009).

Requisition rate/workforce planning

The companys requisition rate and workforce planning strategies are not disclosed; however, according to the companys promotional literature, “The quality services of Tawuniya do not solely depend on the quality of its insurance coverages. It also depends on the Companys most significant asset, its human resources” (Trained staff, 2010, para 2).

Recruitment staff productivity

The company has aggressively pursued the recruitment of qualified Saudi talent for its operations in recent years. According to the company most recent annual report, “Tawuniya continued its efforts to preserve the ratio of Saudization and participated actively in the local career days organized by seven universities, institutes, and colleges” (Tawuniya Annual Report, 2009, p. 18).

Cost per hire

The following calculations are based on the companys published figures for advertising costs in 2009, with no referral bonuses, relocation or travel costs being incurred or taken into account in the analysis based on a 10% headcount increase in 2009 and with 10% of the total advertising costs being attributable to recruitment:

Advertising costs:

SR 655,700

Total new hires:


Total cost per hire:

SR 8,860 (or about U.S.$2,362.67)

Source analysis

Pursuant to the company stated policy of seeking to increase the number of Saudis employed, the most recent annual report emphasizes that, “The percentage of Saudi nationals within the company represented more than 73% of the total workforce” (Tawuniya Annual Report, 2009, p. 18).

Time to fill

No information is provided by the company concerning time required to fill any specific position within Tawuniya.

Quality of hire

The company emphasizes that it places a high priority on attracting and retaining the most qualified personnel to ensure its continuing success. In this regard, Tawuniya notes that, “Tawuniya has designed comprehensive development programs to retain highly qualified staff. The Company is aware that the process of human resources development should be dynamic enough to reflect developments in the insurance market and keep pace with Tawuniyas needs” (Trained staff, 2010, para 3).


The research showed that the Company for Cooperative Insurance, or Tawuniya, was founded in 1986. The research also showed that Tawuniya is a Saudi public joint stock company that focuses on motor, marine, fire, medical, engineering, aviation, takaful, and casualty insurance, and competes with 24 other insurance companies listed on the Saudi stock exchange. In just over a quarter of a century, Tawuniya has emerged as a leading Saudi insurance company due in large part to the careful management of the assets entrusted to the company, achieving an enviable 36% increase in revenues in 2009 compared to 2008. The research was also consistent in showing that the companys emphasis on hiring the most qualified and talented employees was responsible in large part for this continuing success, and the companys human resource services have been highly effective in their recruitment efforts.


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Chicago Journal of International Law, 7(2), 605-606.

Chaudhry, K.A. (1997). The price of wealth: Economies and institutions in the Middle East.

Ithaca, NY: Cornell University Press.

Cordesman, a.H. & Obaid, N. (2005). National security in Saudi Arabia: Threats, responses, and challenges. Westport, CT: Praeger Security International.

Integrity. (2010). Tawuniya Insurance Company. Retrieved from

Karam, S. (2010, October 18). Insurance M&a needs Saudi central banks nod. Reuters.

Retrieved from

Saudi Arabia. (2010). U.S. Government: CIA World Factbook. Retrieved from https://www

Sims, R.R. (2002). Organizational success through effective human resources management.

Westport, CT: Quorum Books.

Sujansky, J.G. (2007). Make your corporate grass the greenest: 16 cost-effective ways to a culture that keeps your keepers. The Journal for Quality and Participation,.

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