HR migrates from being mainly administrative or operational to a wider strategically-focused role. This transformation is supported by using the concept of the Balanced Scorecard and applying this specifically to the HR function within the organisation. People matter. What ultimately distinguishes a good from an average organisation is having the right people. “Right people” encompasses skills, attitude, engagement, leadership and behavioural attributes.
In this second article Tim discusses the impact on the reward and retention of key staff that the anticipated changes in the global energy market are likely to have. Part 1 introduced the landscape of global oil production and the GCC. It is tempting to pontificate on other matters such as social, cultural and economic change, but let us think about some of the consequences that will face HR and Compensation executives from 2015/16 onwards.
One of the truly positive influences of social media is its ability to engage people with similar interests from around the world in truly global, constructive, real-time conversations no matter where they reside. One of the best HR examples of late has been the Microsoft-Yahoo! divergence regarding the talent management practice known as forced ranking; Microsoft is ending the practice, Yahoo! is introducing it.
KJO, one of the leading Oil and Gas companies in the Middle East hosted the Leadership and Talent Forum in Dubai recently. Day 1 featured the well-known Professor of Management Practice at London Business School, Lynda Gratton. While day 2 featured one of the UK’s leading Sports Executives and recent Director of Football Operations for Chelsea FC, Mike Forde. He is widely recognised for driving innovation and cutting-edge methods to create a sustained business model for Elite Player Performance.
In the first of three articles Tim Knight discusses significant changes to global energy supply and the impact that these changes will have on the way regional employers reward their key staff (not only their expatriate personnel) and innovative ways in which reward can be used as a retention tool. The first article sets out some of the technological and geographic changes taking place in the global energy field and raises some challenges for the region in the wake of dramatic developments elsewhere.
As the “Year of Emiratisation” draws towards a close, the FNC is discussing the incorporation of a law to drive forward Emirati employment in the private sector and decrease the high rates of unemployment among the UAE’s national population. Although I think such a law might be a quick-fix remedy it definitely comes with its own challenges. Here are a few things we all should be aware of should such a law comed to be enforced.
How does your organisation think about ‘talent’? Do you think of talent as an elite group of individuals who will define and determine your future? Or is your approach more egalitarian? Do you view all your employees as talent, each with something to offer the business? And – perhaps the most important question of all – why does it matter?
We are very excited to announce our first HR Observer Webinar. Essentials of Compensation and Benefits. In a world where retaining and rewarding your top employees have become critical priorities, every HR professional should understand how compensation and benefits work. This two-part webinar will demonstrate the profound impact of compensation and benefits in modern organisations.
If you’re a business leader today you are working to understand and balance the perspectives of an unprecedented variety of stakeholders – from NGOs becoming more voracious in their demands to workers who are increasingly hard to engage – and doing so in a world that is more transparent and connected than ever before. It’s a tough challenge.
Despite the apparent interests of companies in integrating CSR with business strategy, however, this is rarely successfully carried out in practice. The importance of corporate leadership in reversing this trend cannot be overstated. Leaders are the driving force for change in any organization. A small but growing body of research is shedding light on how corporate leadership and corporate responsibility intersect, and the findings are intriguing.