The CPO program is designed for security officers and students who wish to learn more about security/asset protection. It is for the career-oriented individual. Also to get certified with leading security certification association IFPO.
Interview with Jonathan Lavender about Qatarization
Jonathan Lavender shares his views on Qatarization
- What is the impact of legal framework related to Qatarization on the organizations?
Increased pressures on the organisation to fulfil specific roles with nationals where there is often a talent shortage, leading to price-wage inflation for the limited talent available. Forced nationalisation policies that can result in underperforming staff and a feeling of impunity amongst certain staff which negatively impacts the organisational culture as a whole.
- What kind of long term retention strategies be implemented by an organization to retain its Qatari talent?
The organisation needs to shed its disposable labour legacy and move towards a strategy of employee development, career growth, engagement and retention. The organisational leadership needs to realise that the future of the organisation lies in the hands of the Gen Y new millennials and that legacy frameworks, employee practices and organisational cultural norms need to be broken and reformed.
- What are the elements of successful induction?
There are many models to follow and we discuss some of these in the workshop, but what matters is that new employees are rapidly integrated into the organisation and are capable of being productive as soon as possible
- What kind of HR policies are required by an organization to successfully manage the Qatari talent?
The same as with any other employee – policies that are fair, equitable, reflect the values and culture of the organisation and protect both the employer and employee from legal and financial risk.
Interested in this topic?
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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.