A Warm Welcome To

HR Challenges in Managing Human Capital in Middle East

Survey Findings

Levers for Growth and Human Capital

HR Transform.

Net Gen.

Employee Engagement

Participants Profile
Prominent Sectors-BFSI, Construction, FMCG, Hospitality

Participants Profile
Regional Employee Base
Less than 100 100 to 250 250 to 500 500 to 1000 1000 to 2500 Above 2500

Participants Profile
Role within HR

Future Strategic Business Initiatives

Revenue growth

Expansion in new markets

Optimization of Operating cost

Strategic Initiatives

Focus on revenue growth Expansion in new markets Optimization of Enhancing customer Product expansion Organization restructuring Workforce optimization Expansion through Other

South East Asian

Strategic Initiatives
Focus on revenue growth Expansion in new markets Optimization of operating cost Enhancing customer service Product expansion Organization restructuring Workforce optimization and reduction Expansion through acquisition Other

Middle East

Future Strategic Business Initiatives

Similarities
Revenue growth

Expansion in new markets

Enhancing customer service

Future Strategic Business Initiatives

Difference of Opinion Difference of Opinion force Optimization Work

South East Asia

South East Asia

and Reduction Organization Restructuring

Work force Optimization and Reduction Organization Restructuring

Middle Middle East

East

Optimization of Operating cost Product Operating Optimization of Expansion

cost Product Expansion

Formal Employee Engagement Policy

Key Findings: Drivers of Engagement

Organizational Culture and Work Ethics
Drivers of Employee Engagement
Organizational culture and Career growth opportunities Learning and development Employer Brand Leadership and Management Rewards and recognition Nature of work Immediate manager and peer Compensation and benefits Other

South East Asian

Drivers of Employee Engagement

Organizational culture and work ethics Career growth opportunities Learning and development opportunities Employer Brand Leadership and Management team Rewards and recognition Nature of work Immediate manager and peer group Compensation and benefits Other

Middle East

Drivers of Engagement
Similarities
Career growth opportunities

Leadership and Management team

Drivers of Engagement Key Differences

South East Asia Middle East

Leadership and Management team Reward and Recognition

Organization and Work ethics Employer brand

Employee Engagement- The Challenges

Barriers to Engagement
Perception about immediate manager / supervisors
20%

Effectiveness of talent 20% management programs

41%

20%

Uncertainty due to volatile 21% business environment Changes due to Restructuring / reorganization Perception about the Leadership team

19%

Employee Engagement- The Challenges

South East Asia

Middle East

Perception about the Leadership team

Uncertainty due to volatile business environment

Changes due to Restructuring / reorganization

Effectiveness of talent management programs

Perception about immediate manager / supervisors

Net Generation
Employee

Engagement

Workforce Diversity
Generational Diversity
34%

34%

34%

32%

Baby boomers (age 50 years +) Generation X (age 30 to 49 years) Generation Y (age 18 to 29 years)

Formal Programs to Integrate Multiple Generations at Work

6% 7%

Why? Yes, we have formal programs

No, we do not have formal programs

87%

In the process of rolling out

Generation Y
Expectations of Next Generation

Career growth Compensation

Work-life
Nature of work

Rewards and

Net Generation : Barriers to Retention

Generation X

34%

34%

34%

32%

Baby boomers (age 50 years +)

Generation X (age 30 to 49 years)

Generation Y (age 18 to 29 years)

Drivers of HR Transformation
Strategic alignment with business objectives Integrating HR practices Developing new talent
Key HR Transformation Program
Linking HR strategy and programs to Integrating and streamlining HR Developing new talent initiatives to Creating shared partnerships between Investing in building capability of HR Building HR capabilities by investing in Forging partnership with select Consolidating the HR practices in the Greater degree of outsourcing of

South East Asia

Middle East
Linking HR strategy and programs to Integrating and streamlining HR Developing new talent initiatives to Creating shared partnerships between Investing in building capability of HR Building HR capabilities by investing in Forging partnership with select Consolidating the HR practices in the Greater degree of outsourcing of

Major Challenges Faced by HR

Major challenges Faced by HR

Inadequate buyin/Investment from leadership team

South East Asia

Lack of clarity and understanding of business

Unrealistic expectation of stakeholders

Major Challenges Faced by HR

Middle East

Budget and resource constraints

Resistance to change

Capability of HR professionals in the team

Towards a Diverse and Dynamic Workforce

Empower business leaders to enhance engagement Integrate workforce generations through programs

Alignment of HR programs to drive growth

HR Trans form.

Net Gen.

Employ ee Engage ment

Role of Business Schools in Nurturing Talent

Are B-Schools Potential Source of Talent ?

Regular Established Roles

Emerging Roles

Future Talent Needs

Key Takeaways for S P Jain

Moving Forward : A New Mindset

Thank You