Workplaces in the Middle East today are known for embracing emerging technologies, flexible work arrangements, rewards, DEI, and employee-centric policies, but are they doing so effectively? In an exclusive conversation with People Matters, Zubin Zack, the Managing Director of O.C. Tanner for Middle East, Africa, and South Asia, explored insights into the role of emerging technologies in bolstering workplaces from within.

Zubin underlined, “The UAE has a lot of multinational companies with high employee turnover, while Saudi Arabia has a predominantly local population, neccessating employers to invest in their employees.”

Here are the edited excerpts: 

Attracting and retaining talent amidst high talent turnover 

Organisations with strong cultures need to embrace employee value propositions as their employer branding strategy. Zubin says, “An effective branding and communication strategy can attract and retain the right employees by conveying the message clearly.”

To reduce employee turnover, organisations need to pinpoint issues, gather data, and conduct exit interviews and surveys to understand why employees leave. Then, they can focus on improving three key areas in the next survey, such as investing in first-line manager training to support new managers and curb attrition. “Simplicity and clarity are crucial to reinforcing a strong culture, defining an effective employee value proposition, and improving employee retention and well-being,” he asserts. 

Role of continuous learning in building an engaged and productive work culture 

The workforce in the Middle East is willing to join organisations that provide continuous learning and upskilling opportunities. Zubin lists a boost in employee morale, improved productivity, and a prepared workforce for the future of work among the various benefits of learning and development. However, he warns that the method of implementing learning and development is where organisations need to exercise caution. He says, "An effective learning and development strategy is where half the battle is won." Additionally, there are two types of learning and development: self-interest learning of employees and upskilling to meet company goals and objectives. "While personal interest learning is driven by passion and personal development objectives, on the other hand, upskilling for company objectives focuses on ensuring the current workforce is future-ready by providing them with the necessary skills and training,”

How can HR leaders align learning and development objectives of employers and employees?  "HR leaders need to conduct internal surveys and collect data on employees’ productivity, deliverables, and future skill needs to assess if employees' interests align with company goals. Understanding employee learning needs enables organisations to determine the need for external training and budget allocations as well, and ultimately aligning their employees' new skills with company objectives,” says Zubin.

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Need for employee recognition in the Middle East organisations 

Zubin shares, “When discussing recognition trends in the Middle East, it's interesting to note the variety of corporations in each country. The UAE has many multinationals with high turnover, while KSA focuses on investing in its predominantly local workforce. The UAE is diversifying its industries, while KSA is using technology to attract large MNCs. Additionally, Qatar and Kuwait also have large populations and companies with extensive employee bases.”

Where does the Middle East stand in terms of employee recognition? Zubin answers, “The Middle East is starting to adopt recognition trends, focusing on diversifying employee bases and industry growth, in similar lines as developed countries but at a slightly slower pace. Additionally, recognition technology is being used increasingly to engage remote and offline employees. Acceptance of recognition initiatives is high in the Middle East, with a trend towards measuring success through transactional metrics. However, only a few companies are measuring the impact of recognition technologies to improve employee experience. The organisations in the Middle East believe that recognition can help improve the experience of their employees, and this is a significant shift from the past.”

Looking Ahead: Role of technology in employee recognition 

In today’s workplaces, there is a growing trend of using HR technologies, specifically platforms designed for rewards and recognition, as a strategy for transformation. Zubin says, “HR technologies streamline and centralise HR processes, including recognition, which were previously conducted offline or manually across various office locations, countries, and global teams. 

• HR technologies, supported by relevant data, allow for the standardisation of recognition programs by helping define values worthy of appreciation and recognition. This ensures that employee recognition aligns with the company's core values and objectives.
• Organisations can analyse data related to recognition activities and make data-driven decisions for employee recognition, benchmarking it against market standards.
• AI and features like nudges improve the effectiveness and reach of recognition programs, automating the process across different office locations in a centralised manner.
• Organisations can utilise data to gauge the impact of recognition on company culture and key metrics, including recognition programme utilisation, employee engagement, attrition rates, and overall shared purpose within the company.
• Furthermore, HR technology accessible to employees informs and educates them about recognition programmes.