Transcript Slide 1

Al Jaber Group
Global Talent Sourcing Strategies
Exploring New Markets And Opening New Channels
Contents
 Introduction
 Best-practice on opening access to new talent pools
 Assessment of new markets that are worth investment
 Regional versus Global Recruitment
 Recruitment vendor selection and partnership management
 Final Thoughts
Introduction
 All industry sectors and internal business functions consistently
need cutting edge techno-functional solutions to accomplish and
sustain UAE’s bright commercial goals.
 Only extensive hiring of qualified (and diversified) talent could
embark these ideals.
 Quality and quantity of talent recruitment and retention are at stake.
 The competition is on a global frontier rather than within the GCC.
 To attract the universal talent drawn towards the booming markets,
must be acted upon.
Core Hiring & Retention Challenges
 Consistently rising inflation and cost of living in UAE and GCC.
 Booming markets that were once, exporting qualified candidates,
became point of attraction and retention for the talents existing in the
markets.
 Employers misdoubt talent by consistently interviewing for an ideal
‘perfect match’ for a position.
 Most employers are losing new/existing employees due to negative
brand image and discrimination/work culture/micro-management
traits.
 Government’s role in immigration rules and regulations.
 Realizing that, right now, it is employee market rather than employer
market.
Best Practices – Recruitment
 Succinct Newspaper job advertisements.
 Hiring of existing students, fresh graduates,
and alumni during University or Corporate Career/Job Fairs.
 Corporate memberships with Professional/Alumni Associations.
 Printing of Commercial/HR success via editorials in Trade
Publications.
 Networking with professionals in cultural events, meetings,
seminars etc.
 Placement services provided by Staff Augmentation/Recruiting
agencies.
 Referrals from colleagues and employees of qualified candidates for
current or future openings (most cost effective and efficient hiring
process).
 Over and above the most important factor remains the power of the
BRAND!!
Best Practices – Online Recruitment

Employer’s Career Websites must include creativity, functionality, and
user-friendly features for an easy and time-saving online application
experience for applicants.

Integration of tests and games on such portals would elicit information
about applicant’s interests, attitudes, and abilities.

Description of awards, work culture, employee testimonials, career growth,
industry ranking/image, benefits (medical/dental/vision/accommodation/
transportation etc.) would tremendously attract active/passive candidates
and provide market recognition.

Web career portals such as Bayt, Monster Gulf, Gulf Talent should provide
a compelling, smooth, and informative experience to applicants.

Brand marketing via websites: professional/networking/alumni
associations; news; university/employer webpage; and blogs.
Assessment of New Markets
 Liberal approach to diversity would open more doors in the
skilled/unskilled markets of Southeast Asia, Eastern Europe and
South America for potential recruits.
 India, China, Russia, Canada, Germany, and Australia are
producing more functional and technical talent than ever before,
however, they are more and more consuming these talents
internally rather than exporting them.
 Africa and eastern Europe are the next best choices after
India/China for hiring as the salaries offered within India/China
across all sectors has skyrocketed within the past three years.
 Existence of an interactive international website and secure
participation in universities/higher educational institutes,
business/cultural events, career/job fairs, and seminars are
time/asset saving to pull human capital.
Regional versus Global Recruitment
 Global recruitment is in fact facing the same challenges like regional
recruitment.
 The increasing number of executive search agencies and head
hunters opening world-wide is an indicator of lack of resources
needed in the region.
 Head hunters usually hunt globally, this means the US and UK
based agencies operating in the Middle East and GCC areas are not
necessarily sharing with us all their resources, which makes for us
more difficult to allocate and access the right employment wealth.
 In fact, they look for talents in GCC to reallocate in UK, US and
Europe.
Regional versus Global Recruitment
 Over 58,000 jobs were created
across the UK's 21 key industries in
November 2007.
160
 This figure is up by 54% when
compared to job creation in
November 2006.
140
120
100
80
 But with so many extra positions to
be filled where does this leave
employers looking to recruit and
retain real talent?
UK market
increase
60
40
20
0
 Companies are looking for needles
in a haystack when it came to filling
roles.
2006
2007
Recruitment Vendor Selection
Several factors play a major role in selection of a
staff augmentation firm.
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Turn the recruiter into a business partner.
Build trust in the system (both ways).
Industry recognition.
Strength of Resume Database.
Average resume turnaround time.
Ratio of successful versus failed interviews.
Average number of requirements closed per day.
Quality of skills displayed on the resume and by the personality
of candidates.
Final Thoughts
 Inconsistent salary slabs for the same skill set or position across all
industries is the core reason for massive turnover and talent
fluctuation within the entire Mid-east region.
 Globally competitive salaries, benefits, perks/bonus/profit sharing,
work-life culture, flexible hours, training, and above all promise of
career enhancement would produce dynamic results within months
than years.
 Every HR body or Employer must evaluate job responsibilities,
grading structure, performance evaluation, and promotions on a
semi-annual basis.
 We must be willing to pay the price, with – new technologies/hiring
strategies/processes, nurturing/recognition of talent, and semiannual review of market inflation conditions/salaries.
…continued…
 Staffing of qualified (and diversified) talent, without set salary or
career growth restrictions based on sex/citizenship/ethnicity/religion
would acknowledge, foster, and encourage talent across the UAE.
 Terms and conditions of being an Equal Opportunity Employer
must be strictly practiced by all employers within UAE to avoid
drastic talent depletion to other countries.
 The phase between recruitment and the joining date for each
candidate, must be minimized to win the trust of future employees.
 Consistent salary slabs for the same skill set or position across all
industries must be made into a reality. Eg: Google, Cingular
Wireless and Exxon Mobile have market influenced compensation
rather than industry based.
… continued
 UAE Immigration regulations must be employee driven as well as
employer to avoid talent loss (to another nation).
 Government’s intervention in maintenance of employee regulations
across all industries within the UAE cannot be overlooked.
 To attract the talent currently drawn towards the US, Canada,
Australia, China, and India, must be acted upon via internationally
competitive immigration regulations and compensation/benefits.
 Talent has more employers, countries, and overall choices to choose
from, hence it should become second nature for all HR professionals
to implement up-to-date recruitment/retention approach, policies,
and processes to always have desired human capital at the click of a
button!
Thank You!