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A Warm Welcome To
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HR Challenges in Managing Human Capital in
Middle East
SurveyFindings
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EmployeeEngagement
Net Gen.
HRTransform.
Levers for Growth and Human Capital
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Participants Profile
Prominent Sectors-BFSI, Construction, FMCG,
Hospitality
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Regional Employee Base
Less than 100
100 to 250250 to 500
500 to 1000
1000 to 2500
Above 2500
Participants Profile
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Participants Profile
Role within HR
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Future Strategic Business Initiatives
Revenue growth
Expansion in new markets
Optimization of Operating cost
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Other
Expansion throughWorkforce optimization
Organization restructuring
Product expansion
Enhancing customer
Optimization of
Expansion in new markets
Focus on revenue growth
Strategic Initiatives
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Other
Expansion through acquisition
Workforce optimization and reduction
Organization restructuring
Product expansion
Enhancing customer service
Optimization of operating cost
Expansion in new markets
Focus on revenue growth
Strategic Initiatives
South East Asian
Middle East
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Revenue growth
Expansion in new markets
Enhancing customer service
Similarities
Future Strategic Business Initiatives
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Work force Optimizationand Reduction
Organization Restructuring
SouthEast Asia
Optimization of Operatingcost
Product Expansion
MiddleEast
Difference of Opinion
Future Strategic Business Initiatives
Work force Optimizationand Reduction
OrganizationRestructuring
SouthEast Asia
Optimization ofOperating cost
Product Expansion
Middle
East
Difference of Opinion
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Formal Employee Engagement Policy
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Other
Compensation and benefits
Immediate manager and peer
Nature of work
Rewards and recognition
Leadership and ManagementEmployer Brand
Learning and development
Career growth opportunities
Organizational culture and
Drivers of Employee Engagement
Key Findings: Drivers of Engagement
Organizational Culture and Work Ethics
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Other
Compensation and benefits
Immediate manager and peer group
Nature of work
Rewards and recognitionLeadership and Management team
Employer Brand
Learning and development opportunities
Career growth opportunities
Organizational culture and work ethics
Drivers of Employee Engagement Middle East
South East Asian
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Career growth opportunities
Leadership and Management team
Similarities
Drivers of Engagement
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Leadership and Management team
Reward and RecognitionSouth
East Asia
Organization and Work ethics
Employer brand
Middle
East
Drivers of Engagement Key Differences
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19%
20%
20%
20%
21%
41%
Barriers to Engagement
Perception about immediate
manager / supervisors
Effectiveness of talent
management programs
Uncertainty due to volatile
business environment
Changes due to Restructuring
/ reorganizationPerception about the
Leadership team
Employee Engagement- The Challenges
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Perception about the Leadership
team
Uncertainty due to volatile
business environment
Changes due to Restructuring /
reorganization
Effectiveness of talent
management programs
Perception about immediate
manager / supervisors
Middle East
Employee Engagement- The Challenges
South East Asia
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Employee
Engagement
NetGeneration
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32%
34%
34%34%
Generational Diversity
Baby boomers (age 50 years +)
Generation X (age 30 to 49 years)
Generation Y (age 18 to 29 years)
Workforce Diversity
F l P t I t t M lti l G ti
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7%
87%
6%
Yes, we have formal
programs
No, we do not haveformal programs
In the process of
rolling out
Why?
Formal Programs to Integrate Multiple Generations
at Work
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Rewards and
Nature of work
Work-life
Compensation
Career growth
Generation Y
Expectations of Next Generation
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Net Generation : Barriers to Retention
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32%
34%
34%34%
Baby boomers (age 50 years +)
Generation X (age 30 to 49 years)
Generation Y (age 18 to 29 years)
Generation X
D i f HR T f ti
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Greater degree of outsourcing of
Consolidating the HR practices in the
Forging partnership with select
Building HR capabilities by investing in
Investing in building capability of HR
Creating shared partnerships between
Developing new talent initiatives toIntegrating and streamlining HR
Linking HR strategy and programs to
Key HR Transformation Program
Drivers of HR Transformation
Strategic alignment with business objectives
Integrating HR practices
Developing new talent
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Greater degree of outsourcing of
Consolidating the HR practices in the
Forging partnership with select
Building HR capabilities by investing in
Investing in building capability of HR
Creating shared partnerships between
Developing new talent initiatives to
Integrating and streamlining HR
Linking HR strategy and programs to
Middle East
South East Asia
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Major Challenges Faced by HR
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Inadequate buy-in/Investment from
leadership team
Lack of clarity and
understanding ofbusiness
Unrealistic expectationof stakeholders
South East Asia
Major challenges Faced by HR
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Budget and resourceconstraints
Resistance to change
Capability of HRprofessionals in the team
MiddleEast
Major Challenges Faced by HR
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Towards a Diverse and Dynamic
Workforce
Employee
Engagement
NetGen.
HRTransform.
Empower business leaders to enhanceengagement
Integrate workforce generations through
programs
Alignment of HR programs to drive growth
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Role of Business Schools in Nurturing
Talent
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Are B-Schools Potential Source of
Talent ?
Regular Established Roles Emerging Roles
F t T l t N d
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Key Takeaways for S P Jain
Future Talent Needs
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Moving Forward : A New Mindset
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Thank You
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