Fostering Gulf Talent: Strategies for National Development and Retention in the GCC

Nationalisation efforts, such as Emiratisation in the UAE and Saudisation in Saudi Arabia, aim to increase the participation of local talent in the workforce, reduce reliance on expatriates, and foster economic diversification. Organisations are tasked with aligning talent strategies to meet these ambitious targets, which go beyond regulatory compliance to address long-term workforce sustainability.

Succession planning is now a strategic necessity rather than a peripheral concern. It ensures the identification and development of future leaders who can navigate the complexities of the region’s unique business environment, characterised by rapid technological advancements and shifting market dynamics. Effective planning requires not just talent identification but also preparing these leaders to handle the operational and cultural challenges of the GCC region.

Challenges to Nationalisation and Workforce Readiness

While nationalisation initiatives contribute to economic and social goals, they face several challenges.

Addressing this gap requires significant investment in education and vocational training programs.

Cultural barriers also pose challenges. Local employees often struggle with the private sector’s fast-paced, high-demand work environment, which differs significantly from what they are accustomed to. Creating inclusive workplace cultures that integrate local traditions with modern management practices is essential for success.

Overcoming Employer Reluctance

Many private-sector employers resist nationalisation mandates due to concerns over cost, productivity, and disruption. Expatriate workers often have more experience and accept lower wages than local hires, making them more attractive from a cost perspective. Governments have introduced various incentives to address these concerns, such as offering financial benefits, expedited visa processing, and government contracts to companies that meet nationalisation targets.

At the same time, phased nationalisation approaches can help mitigate economic disruptions. Gradual increases in local workforce targets and support for expatriates to transition to other sectors can provide a smoother adjustment for all stakeholders.

Senior Talent Development

Developing senior talent is critical for meeting nationalisation targets and ensuring a sustainable pipeline of local leaders. Organisations can adopt several strategies, including leadership development centres, succession planning tied to competency assessments, and continuous learning initiatives.

These programs ensure local talent is well-prepared for leadership roles by focusing on both technical and behavioural competencies. Companies can use competency-based assessments, psychometric tests, and 360-degree feedback to identify high-potential leaders and create targeted development plans.

Through tailored programs, organisations can ensure their talent development strategies align with nationalisation objectives and regulatory frameworks, fostering long-term growth and leadership within the GCC.

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