“Why are you looking like that” was my question? “Mr Ron, this conference was great, terrific speakers, great content and all but I am confused as to where to start” was his reply. “We have heard theory, metrics, branding, and plain old common sense — all in the guise of getting our employees more engaged. But in order for each of us as HR professionals to get our organizations back on track, we must be engaged with what we do.”

Career advancement opportunities rank as the top reason why employees join or leave organisations, according to new research from Towers Watson, a leading global professional services company. The 2014 Talent Management and Rewards and Global Workforce Studies have shown that companies continue to face challenges attracting and retaining talent, with 60% of employers experiencing difficulties with retaining highly qualified people.

Ideally, you would take cultural factors into consideration in the hiring process by exploring cultural norms and conditions when assessing the prospective candidate. While few companies do this well, where it is done well it exponentially increases the success rate of the new hire (Sharkey & Eccher, 2010). In the absence of doing this step during the hiring process, cultural understanding should be step one of the on-boarding and integration process.

Having Flexible Benefits can be critical for some multinationals that are based in countries where the state provision is relatively low and therefore have a multitude of private offerings. These organisations then apply the same Flexible Benefits strategies that are suitable for their specific countries on the global level, importing them to other regions. However, the same Flexible Benefits programmes that are so big in the US or in Europe become a lot less prevalent in the Middle East