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Talent Management in The Middle East

Talent Management in The Middle East The term means talent management theory and abstract integrate all the different initiatives and programs and processes that contribute to employee development and retention process. Although these Omnia APP Scam strategic necessity occupies the fore in all large organizations in the developed world and serves as a protective armor in the war for talent search, it is still taking its first steps in commercial companies in the Middle East. In a world where staff management process succeeded barely shift from “Personnel” to “human resources”, the talent management surfacing gradually through a small group of institutions, albeit the number was explore this new trend. Inge address Abdoun president of human resources firm EFG Hermes Middle East what needs to be done and what must abstain for talent management and communication between the necessary human resources and senior management.

You many human resource professionals or business demanding definition of talent management, and will get a number of different definitions of who you ask them. While some see synonymous with performance management, and others would use to describe their practices in the recruitment of staff, while others may refer to as the planning and organization of employment their company. The most common definition, which many believe that it accurately describes this new concept sees talent management as a framework that combines all of the above; everything from organizing labor to the appointment to leadership development and, last but not least, the performance management. On this basis, the Omnia Investments talent management strategic direction of a rich multi-faceted and strong human capital management, but unfortunately still the unilateral in the Middle East.

Talent Management
Talent Management

In a world that can say that it is in dire need of a firmer approach to dealing with human capital by money, we find that talent management is still crawling and struggling to get on the site that it deserves in the senior management agenda. But given the status of the region from the business perspective, one would think that talent management will be handled as a strategic priority and would be easy to promote a concept for senior management. But just like many of the things in the field of human resources, this will require HR more time to be able to break through the traditional barrier surrounding talent management strategies in the existing institutions in the region. And what’s the reason? Well … For a start, it will require to make any progress in the field of talent management to a physical explanation of the importance of talent management and talent for organization and why you need.

They are not something that can be copied to the institution of the best repositories practices and techniques and then apply it as it is. In the absence of this self-analysis, it would be almost impossible to move forward and implement talent management strategies. As it also requires huge and continuous involvement of senior management, which for obvious reasons has focused on high-profile Omnia Investments strategies that generate money on its institutions. And the sooner the senior management to recognize that there is an appropriate method for talent management can be turned into the most profitable strategy of the institution, this has been reflected positively on the sustainability of these strategies.

I think there is an abundance of talent in the Middle East, whether it has talent development locally or gifts received from abroad or local talents returning from abroad. The problem is not a lack of talent but how to deal with institutions and management. In the midst of the so-called “war in search of talent,” the real success will be in command the talent that their development and how to maintain them; because it does not end the annexation of these employees to the distinguished company. The biggest mistakes committed by the institutions are losing sight of the new employee as soon joining them and doing his job. Wide upgrading and professional management talent looks like they “talked” to a few selected category by chance or luck without a system or basis. The performance, which is the cornerstone of any initiative to manage talent, are evaluated at best once a year, assuming it happens-This from Alosas- seems clear that the only value relating to the identification of so-called promotions, bonuses and incentives. And employees who receive less than hoped assess financial reward and less (accordingly), are rarely provided with any kind of guidance or the practical steps that must be followed to improve performance. But for -oahakaca is right-fault does not lie entirely on the Executive Director; this is something you should cooperate in it by the Executive Director with the human resources to ensure employees obtain the necessary and fair chance to improve their performance tools. Often executives not be accustomed to teamwork with the Human Resources; The relationship between them may be far-fetched as it helps the human resources department in the recruitment process, and at a later stage may intervene to terminate the employee’s service if his performance was substandard. What happens in the middle is not something managers were encouraged to collaborate on it with human resources as well as dealing with him in the foundation, which may lead to a feeling of dissatisfaction on both sides. But the problems are not limited only to the staff and low performers: What about employees who are high performers leave them the task of the struggle for their rights? Of course they are doing a good job and earn more money for their distinctiveness, but mostly this is not enough. Employee ambition outstanding in his work will be expected as well as access to opportunities for professional development and promotion offering him what is more than just a job title and different advantages. Some of the staff actually want is more money, but want to see themselves evolve and want to run for new experiences and challenges as well. And the institution were not willing to lay the foundations for providing this on a regular and continuous basis, you will lose talented employees,

But it may find it difficult to hire new employees. This does not mean that there is no opportunities for professional development and aspiring employees do not have challenges, but it is not something that organizations can continue to be submitted at irregular times or on their own. If the existing institutions in the region expect to continue to compete with the rest of the world and won the war for talent search, we must change this method is studied in human capital management.

Is the process of determining the need for the institution to establish how to manage talent is only a small first step in a long process, however, this step must be divided into infinitely small parts to get the maximum commitment and influence. In spite of the need to know more about this process and applied in stages, it must develop a comprehensive plan to ensure the integration of all parts and phases with each other in the long term and to ensure that their contribution to achieving the ultimate goal of attracting talent and internal support and maintained. Regardless of the complexity of the institution or its simplicity, this is no easy task, and any director of human resources is believed that he could single-handedly ribs by waiting for a painful surprise. Proud organizers of the human resources as “owners” of human capital initiatives in their organizations, and that they are fighting a daily battle to build credibility without having to hide behind senior management. However, the definition of talent management and applied as a concept and style of management can not be a human capital initiative wholly owned by HR. And talent management were not wholly owned and supported by top management, there is no hope for them to develop and grow to reach the true capabilities. Over time, the program should be structured talent management a substantial part of the overall strategy of the institution included and without commitment to this program from top management will not become more than just another program of human resources. And be a true measure of the success of any program to talent management is to what extent will integrate the strategic business planning process and method of the comprehensive institution in human capital management.

In the economic conditions such as we are witnessing now, institutions may be reluctant to provide new programs could cost it a lot of money, which many feel the need to customize it in a different way. While the existence of aspects of an integrated program to talent management will require a financial investment on multiple stages and in different areas, changing the way you think it costs nothing more than a shift away from the traditional human capital management method in addition to real faith and a desire to get the anticipated benefits of the new approach. The recognition that there was a group of talent, then invest the time needed to identify and develop requires time and commitment more compared to what is required of the financial expenses, however the investment the yield may be limitless. The question is: Are there other investment opportunities can say the same thing about her?

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