Case Study
DOING BUSINESS IN THE
MIDDLE EAST
Having worked in the Middle East for a short while now, I am very aware that in a number of the GCC countries there are nationality “quotas” to be met by organizations in order for them to continue to operate in said countries. Terms (or initiatives) such as Saudisation, Emiratisation or Omanisation are commonplace when discussing HR strategies in the Middle East, with the objective of bringing more ‘locals’ into your business.
However, are these terms appropriate vehicles to really embrace or engage the local population that enter your business? Who would want to be given a job just on the basis of what it says in their passport? I know I would not. We need to change our terminology, but more importantly our mindset when recruiting more local Arabs into our businesses in the Middle East. We need to treat these initiatives like any business decision – with strategic thinking and focus on intended positive outcomes rather than potential consequences.
If I take the retail sector that I currently work in as an example:
Why would I want more Saudi nationals in my head office?
What better individuals to know the local market, help decision making with how to market, buy products and introduce retail messages policies in order to engage Saudi customers.
Why would I want more Saudi nationals in my store?
Who better to converse and engage with local customers and make them feel at home in your business? Who better to coach and mentor ex-pat team members in how to really connect with Saudi or Arabic customers?
The terms ending in …isation seem to imply a rule to follow, where you are constantly looking behind you. Whereas a HR/L&D Strategy of “Local Leadership” – of bringing in the right individual from the local talent pools, and taking them through an effective talent management and fast tracking process in order to position them in prominent positions through your business – this is a reframe that places your organisation at the forefront of people engagement in the Middle East.
My experience of working with local team members in the Middle East presents a picture of a population who take pride in their culture, heritage and their people. Harnessing these core internal competencies is the key to really making headway in the region.
want to create with such initiatives is create silos within your business
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The Middle East is a dynamic environment for commerce at the moment. It has also long been a large hotbed for ex-pat working. This isn’t necessarily going to change. But the truly forward thinking organisations will embrace the concept of “Local Leadership” and use it to take their organisations to the next level in the coming 5-10 years through the integration and development of talented, knowledgeable local team members and managers.
36 | TRAINING MAGAZINE MIDDLE EAST Q3 2015