Interview about Advanced Emiratisation with Jonathan Lavender

by Fleming. Team

Jonathan Lavender shares his views on Emiratisation

  1. How is retention connected to succession planning?

You cannot have one without the other – what is the point of planning for the future growth of your top talent if everyone is leaving your organisation?

  1. What kind of employee development initiatives need to be taken in order to retain Emirati talent?

The same as any other employee – programmes that build their skills and capabilities; that increase their job performance and help them to grow within the organisation.

  1. What is the role of managers in Emiratisation?

The success or failure of any talent initiative depends on the skills, competency and attitude of the line managers. Proper and appropriate management is essential and managers need to be taught how to manage properly.

  1. How can Emiratisation results be measured?

In dozens of different ways. What matters is to measure the metrics that relate to the organisational strategy, whether that is retention, productivity, brand image, employee satisfaction or succession/promotion rates.

Middle East HR

Advanced Emiratisation Retention, Development & Succession Planning

Visit event website

Interested in this topic?

More articles


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.