The Mini-MBA Strategic Operations Business Executive (SOBE) is equivalent to an MBA level course taught at American Universities and modified to provide participants with the most up-to-date tools. Successful completion of the course makes you a Certified Strategic Operations Business Executive.
Exclusive pre-event interview - Sultan Al Hajji
Sultan Al Hajji shares his view on the changing role of HR in MENA region and strategies for optimising human capital
Sultan Al Hajji
VP & Chief Strategy Officer
Fleming.: In your opinion, what is the role of HR with respect to the U.A.E Government’s plan to foster the social and economic growth?
Sultan Al Hajji: The HR is at the heart of economic, social and growth development for any society. Happy individuals and happy communities make content society and flourishing economy. UAE takes pride in making the HR development and Emiratization as its priority. HR in UAE is defined to empower people with competency so that they can bring improvement to their quality of life and their communities.
Fleming.: How do you think the HR industry is benefiting from Digitization?
Sultan Al Hajji: Digitization for HR industry means the difference of to be or not to be, A huge progress has been made by developing all kind of tools for better recruitment, development , career , etc.. But still, a huge number of organizations are yet to take advantage of digitization. For example, less than 10% of organizations use social recruiting while 85% of Y - generation is checking companies they want to work with through Social media. We need a paradigm shift to close the HR norms of doing things in the past and fast forward to digitization. But we keep in hand the one to one relations with each and every work force from the recruitment to exit. That makes the difference between successful or unsuccessful organizations.
Fleming.: The need of career development strategies for the millennial workforce – your opinion.
Sultan Al Hajji: We need to change the way organizations and people management works today, the average seniority for any millennial employee will be about 18 months in 2020. If we need to optimize their motivation we adapt the organization to their style of working, expectation and development. They are looking for adding value while they expect life-work balance. Not long term career, but specialities and experts, Mobile and distance workers.
Fleming.: Do you think there is a growing need for non-conventional HR strategies and reward practices? If so, Why?
Sultan Al Hajji: Yes, the corporates and CEOs are facing economic downturns. They expect HR to play strategic role because in many cases the HR cost is about 45% of total operating costs. HR is expected to optimize this while keeping the integrity, quality and image of the company intact.
Fleming.: According to you, what would be one’s key takeaways from this conference?
Sultan Al Hajji: HR at this moment facing challenges that have not been known before, recession, digitalization, millennial work force, unemployment and mismatching skills. All need to have hard fact findings and solutions to turn around and make profitable companies and content society.
Visit the link below to know more about the summit:
Interested in this topic?
Certified Advanced Senior Project Manager (ASPM)
This 5-day training course will help you manage each stage of the project life cycle, work within organizational and cost constraints, set goals tied directly to stakeholder needs and get the most from your project management team.
ILM Certified Women In Leadership
This 3 day course will help women to develop their leadership, communication, innovation and change, and equip them to move into or progress in leadership roles. The event sets some key elements of the leadership role needed for women working in the Middle East.
To be, or not to be, local-plus
A successful compensation strategy involves keeping expatriates motivated while maintaining a competitive advantage by achieving a company’s corporate goals and budgets. While in theory this seems achievable, in practice there are many challenges with expatriate compensation that cause problems for companies. Many are in a battle to win external talent, and to retain internal talent. At the same time, cost pressures to reduce the expense of international assignments is increasing. The balance-sheet approach is expensive relative to the fact that a very small proportion of a company’s overall total employee workforce (e.g., perhaps 5 percent of employees in total) may be incurring 60 or 70 percent of total salary costs. Not surprisingly, for many years this was a major reason why expatriates agreed to go. There is also the tax equalization expense when assignees relocate from low tax to high tax countries.
Global mobility – a competitive advantage for international business
Despite the stop/start nature of the global economic recovery, one thing that is perennially on the agenda of CEOs and HR leaders is the war for talent. McKinsey in their latest Quarterly Review (1) suggest that ‘progress towards globalisation’s new era will be uneven for economies and companies alike’. Knowledge in the new intangible assets world will certainly mean power. In the digital global age there will inevitably be a demand for new breeds of talent – emanating from both emerged and emerging countries.
All change? Global mobility’s role towards 2020
In this White Paper Santa Fe assess the on-going debate about the role of global mobility within organisations; should they aim to be more strategic, and if so how should they go about doing so? We draw from both the RES Forum Annual Report 2015 and Santa Fe Global Mobility Survey 2014 and 2015 and in addition, other industry research and sources as well as academic research.