Many organisations are avoiding facing the growing challenges of career management by placing the full responsibility on the shoulders of employees. Others still act like puppet masters and believe they can map everyone’s career. And some are trying to strike the right balance that meets both employers’ and employees’ aspirations. So really, whose responsibility is it?

HR Summit

We are very excited to announce the guru line up for the 2014 HR Summit and Expo taking place this October 20 – 22 in Dubai. The HR Summit and Expo is the region’s largest gathering of HR professionals. More than a decade of thought leadership has made the summit the ideal platform to advance the HR profession in the Middle East and beyond.

As organisations look to drive profitable growth in challenging markets, they increasingly recognise the need for a strong bench of rising talent that evolves with the shifting needs of the business. Eugene Burke, chief science and analytics officer, CEB, discusses the challenges organisations face in finding high flyers that will drive future company growth.

Being in my line of work, I get to hear from a ton of people who have left jobs. One of the questions I like to ask people is to give me one thing they regret about leaving a certain position or company. You might think that most people would find this hard to answer, but I’m always surprised at how quickly people can answer this question, and the fact that no one ever answers it with “I have no regrets.”

Over the last few weeks, I’ve noticed a considerable amount of attention focused on Generation Y from both the media and business world. The May 20 issue of Time Magazine led with a cover story labelling them the ‘Me, Me, Me’ generation: narcissistic, fame-obsessed, and self interested; Meanwhile PwC reported findings from a comprehensive Next Gen study of its Gen Y employees.

It was 42 years ago when the founders of the nation gathered to announce the unification of the UAE. The feelings that mesmerise from that historical occasion are overwhelming, as we imagine the hardship they had to encounter and the decisions they had to make to have them stand tall under that flagpole in Dubai on December 2, 1971. No doubt they had one priority in mind, the interest of their citizens who are the core of this country.

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.

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.