News: 6 essentials for Middle East HR leaders to shape the future workforce

Strategic HR

By Anjum KhanApr, 15 2024 @11:55am IST

Today, there exists no definitive rulebook for HR leaders to adhere to when it comes to reshaping workplaces for the future. This is primarily because workplace dynamics are constantly evolving, driven by rapid technological advancements, global sustainability demands, and geopolitical shifts. For HR leaders navigating the workplaces of the Middle East region, particularly, the task is even more challenging. This region is swiftly adopting AI for work, leveraging cutting-edge technologies for digitalisation, and aligning with global trends in talent management and workplace innovation. To ensure organisational success, HR leaders and talent professionals must adapt to the essential strategies outlined by CHROs in the Middle East and APAC, as revealed in Heidrick & Struggles' insights on navigating the future workforce.

#1 HR leadership capabilities (in addition to core skills)

When it comes to talent acquisition and development, HR leaders need to focus on various attributes. These include adopting an inclusive and empowering leadership approach that reduces hierarchies, and promoting a culture of autonomy and accountability among employees. Additionally, to foster innovation and adaptability, leaders should prioritise accessibility and approachability, and breaking down traditional communication barriers to encourage cross-collaboration of knowledge in the workplace. Moreover, leaders must possess industry knowledge, effective interpersonal and leadership skills such as communication, talent development, decision-making, and adeptness in navigating challenges and uncertainties. Agility is also crucial, with leaders demonstrating adaptability, flexibility, openness to new ideas, and embracing change as an opportunity for growth.

#2 Changing rules of talent attraction

HR leaders must delve into recruitment, offering benefits beyond salary and traditional perks, which are crucial in hiring decisions. Employees in the Middle East are increasingly switching jobs in pursuit of better flexibility, work-life balance, meaningful work, and holistic well-being. Moreover, the young talent entering the workforce favours organisations that prioritise flexibility, environmental and social responsibility, and purposeful work. Therefore, organisations need to cultivate a positive work culture that fosters a sense of fulfilment, motivation, and productivity, ultimately enhancing job satisfaction and leading to better talent engagement and retention. By redefining their policies to align with the emerging needs of talent and sustainability, HR leaders can not only attract new talent but also retain experienced talent.

#3 Nurturing and expanding talent pool

Harvesting the existing talent pool for specific job roles, along with training and development initiatives, is crucial for building the workforce of tomorrow. Organisations can further support this endeavour by offering sponsorships and internships, and by fostering a talent ecosystem with educational institutions. This ensures that talent is readily available to meet emerging needs and contributes to the sustainable growth of the organisation. Additionally, HR leaders need to embrace a flexible talent ecosystem that includes freelancers, gig workers, and part-time employees. This approach enables organisations to fill roles for changing work requirements as well as, fosters diversity of thought and experience within the workforce.

For better talent engagement and development, fostering workplaces that emphasise sustainability and embrace AI-driven solutions is crucial. Nabil Almessabi, CHRO at TAQA, advises HR leaders in the region to keep an eye on innovative ventures designed to disrupt traditional industries and business models, particularly technological companies, industry peers, and adjacent industries experiencing significant disruptions. These ventures serve as a source of inspiration, particularly for fostering innovation in the workplace.

#4 A culture for multi-gen workforce

Organisations that offer robust employee value propositions indeed employ the most sustainable approach to cultivating a thriving work culture and ensuring talent retention. Fostering a culture of innovation, cross-team collaboration, and leadership development programmes led by experienced employees helps bridge the generation gap between them and young talent, while also accelerating the learning curve.

In addition to this, designing a progressive Employee Value Proposition (EVP) tailored to the distinct career and life priorities of both young and experienced talent is imperative in today’s workplaces to retain top talent of all ages. Almessabi added that a continuously evolving corporate culture creates a workplace where people would think twice before leaving and not think twice before joining.

#5 A holistic focus on employee well-being

After the COVID-19 pandemic, there has been a surge in consciousness towards well-being, encompassing physical, emotional, mental, and financial aspects. In workplaces, recognition and well-being form another essential focus of company culture, ensuring that employees feel valued, appreciated, and well-compensated for their efforts. Creating a work environment that promotes growth and advancement through employee development and internal mobility is vital. Effective recognition and rewards mechanisms can provide appreciation for employees who go the extra mile. However, it's crucial to recognise that these achievements require hard work, which can take a toll on the mental and physical well-being of employees. HR leaders need to foster a supportive and empathetic work environment and implement initiatives addressing employee well-being. This includes mental health programmes and counselling, as well as flexible work arrangements that accommodate individual needs.

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#6 Leveraging technology to foster work-life balance

Emerging technologies like AI for automation, aimed at reducing manual efforts, represent a powerful approach to enhancing employee satisfaction and well-being. By saving employees time on routine tasks, these technologies allow them to focus on upskilling and creative endeavours, ultimately fostering a more fulfilling work experience.

AI in HR for talent assessment, acquisition, onboarding, performance management, as well as training and development, has shown a transformational impact on the HR function. While organisations in the Middle East are still exploring these AI-driven technologies, due to potential risks, HR leaders can leverage organisation-approved technologies for recognition, training, and upskilling talent to shape the future workforce.

Organisations in the Middle East are rethinking traditional approaches to leadership, talent, and culture, while exploring ways to embrace and adapt to technology and harness the benefits of diversity and inclusion. There's a growing recognition of the importance of nurturing and attracting leaders, both within the organisation and externally, and making succession planning a cornerstone of business continuity. This entails attracting and developing talent across all levels, from entry-level employees to middle management and executive leadership, coupled with shaping a corporate culture that resonates with and helps retain both recruits and long-time employees.