Talent Management: A Research Based Case Study in the GCC Region

Abstract

The present case study describes the talent landscape in the Gulf Cooperation Council region, as it exists today.With unprecedented economic growth and investment in infrastructure by the Government, there is an opportunity to increase the proportion of GCC nationals to engage in private and/or entrepreneurial enterprises. The case describes the various challenges and limitations in talent attraction and retention for private sector companies to compete with government organizations that are able to attract the best talent by paying salary premiums and having a more comprehensive and sophisticated approach to total compensation reward and recognition.The case on one hand describes the challenges and opportunities in the public versus private sector in the region and on the other hand illustrates the rising expectations and aspirations of national youth population about the job market. The most difficult challenge is for human resources departments to engage the employees. One way of doing so is to customize rewards packages and to consider the interplay among various reward elements. The case highlights how a more differentiated approach to reward on the basis of individual performance and potential is an important next step for human resource practice within the GCC.In addition, this case examines the challenges of employee engagement in the GCC region while discussing some of the current approaches to enhancing productivity amongst the national (i.e., local) population as well as attracting them to the private sector in particular.

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“…The review of the literature revealed that the amount of research that has gone into talent management research can be categorised into four areas as following: USA, Canada, and Europe (Cappelli & Keller, 2014;Oladapo, 2014;McCracken, Currie, & Harrison, 2016;Meyers, Van Woerkom, & Dries, 2013;Thunnissen, 2015;McGettingan & O"Neill, 2009;Thunnissen et al, 2013;Tung, 2007;Dries, 2013;Krishnan & Scullion, 2017); Asia (Cooke, 2011;Hartmann, Feisel, & Schober, 2010;Iles et al, 2010); Africa (Amankwah-Amoah & Debrah, 2011;Debrah & Ofori, 2005;Kehinde, 2012;lyria, 2013, Mulyata, 2016, Oseghale, Mulyata, &Debrah, 2018; and Middle East (Abunar, 2016;Alferaih, 2015;Ali, 2011;Sidani & AL Ariss, 2014;Singh, Jones, & Hall, 2012).…”

Labour localisation and human resource management practices in the Gulf countries

“…Employee engagement is one of the most important HRM priority areas in the GCC, cited by both HR and business leaders (Scott-Jackson et al, 2014a). Singh, Jones, and Hall (2012) studied the components of engagement in the GCC and expatriate workforces. Based on a questionnaire completed by 4,599 employees from 40 companies in the UAE, Qatar, and Bahrain, they found that GCC nationals were less engaged than expatriates (50.8% highly engaged versus 56.9%).…”

“…Perhaps even more interesting is the stratification of engagement across age cohorts, with a significant trough during the years between 25 and 45 when the pressures of family life may take their toll. Moreover, Singh et al (2012) highlight how much identity influences the approach to work and engagement in the GCC. Sixty-five percent of nationals responded "strongly" or "very strongly" that their national or religious identity influences their approach to work.…”

Inheritance Rights of a Child Born From a Surrogate Mother According to Indonesian Law

“…The talent landscape in the GCC region has been under study due to the unprecedented economic growth due to increasing demand of oil and gas and investment in infrastructure by the governments of these countries. The changing economic and social factors in the nations, the business organizations in public and private sector are facing engaging challenges in the talent management processes such as talent acquisition, talent retention and talent development (Singh et al, 2012). The private sector in countries face a stiff competition from the public sector due to high salary premiums and more comprehensive and sophisticated approach towards total compensation rewards and recognition in the public sector companies (Singh et al, 2012).…”

“…The changing economic and social factors in the nations, the business organizations in public and private sector are facing engaging challenges in the talent management processes such as talent acquisition, talent retention and talent development (Singh et al, 2012). The private sector in countries face a stiff competition from the public sector due to high salary premiums and more comprehensive and sophisticated approach towards total compensation rewards and recognition in the public sector companies (Singh et al, 2012). This research is focused on enhancing the understanding with respect to the talent management process and practices in nations.…”