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.
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?
By Ron Thomas
“It is important for communities to educate our children for their future, not our past.” In a recent interview, Romain Dallemand, the superintendent of schools in Bibb County, Georgia, talked about how he came into the job last year with a bag of changes he calls “The Macon Miracle.” One of the tools in that tool kit was adding Chinese as a language requirement in his school district.
As captain of the organization, your role is to make bets on strategy as well as bigger bets on people to carry out that strategy. This is the understood dynamic, but the problem is with the reality of the people/strategy matrix. On paper, that all makes sense. To grow it you need a strategy, to realize it you need the people. So here’s the question: Where is HR in this dynamic formula?
By Elrona D’Souza
As an HR professional, one is always managing relationships. As we always say, ‘ we deal with people’. Let’s analyze this a bit further and understand what people aspects we are dealing with everyday. We, as generalists, have our hands in a few pies. At times, the morning would start with a disciplinary, somewhere in the afternoon…
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