Issue

#09

ENTREPRENEURSHIP AND INNOVATION

INSIGHT MAGAZINE

JANUARY - FEBRUARY 2016

this issue Magazine | w w w.insightmagazine.ae

q Ensuring Bright Future of Energy 06 q Emirati Tourism Professionals 10 q Ways to Meet Emirtization Targets 18 q Transitioning MBAs Beyond Classroom 24

Youth Employment and Emirtization Opportunities for the Next Generation of Employees

Can the Retail Industry Appeal to Emirati Youth? Fast-track Employment Attracts Top Talents The Rise of the Freelance Economy Emiratization & Youth Employment: A Legal Perspective

Produced and Managed by Abu Dhabi School of Management, a fully owned subsidiary of the Abu Dhabi Chamber of Commerce and Industry

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he Abu Dhabi Chamber of Commerce and Industry (ADCCI) is the leading voice of the business community representing the private sector, advocating policies, connecting businesses and expanding opportunities for its valued members.

Aiming to contribute to Abu Dhabi’s sustainable economic development as well as improve and organize the commercial and industrial undertakings within the Emirate, ADCCI collaborates with government and other significant bodies and authorities. Rendering best services to member firms and companies is among its main responsibilities. Abu Dhabi Chamber members have the opportunity to participate in a variety of domestic and international functions and events. This allows for better leverage as regards to introducing their companies and products to the local, regional and global market.

www.abudhabichamber.ae 971 2 621 4000 [email protected]

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Introduction

Dear Reader,

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very new year presents us with the chance to turn a new page, make optimistic resolutions and start afresh. It could be a career decision you’ve been wanting to make, or a postgraduate degree that you’re considering to take. Maybe your company is trying to meet Emiratization quotas, or perhaps you’ve struggled in finding the right talent. We’ve thus dedicated this issue of INSIGHT to innovation and best practices in employment and Emiratization. Local companies are now thinking outside of the box to attract the next generation of employees. Young ADIPEC is a great example. Its Ambassador Programme and photography competition are attracting national youth to take up careers in the critical oil and gas sector. In retail, YES to Work initiative is successfully changing Emiratis’ longstanding attitude towards jobs in the field. Tourism, on the other hand, has some way to go, with UAE nationals accounting for just one percent of the sector’s workforce. But this figure will soon increase, as we learn from an exclusive interview with the Tourism and Culture Authority - Abu Dhabi.

ISSUE # 9 January - February 2016

All content © 2015 ADSM.

We’ve taken an in-depth look at how leading organisations are using fast-track employment programmes to expedite their recruitment needs. As the Expo 2020 approaches, mass hiring will be inevitable, but not for everyone as our special feature reveals. Just as some sectors will benefit more than others from the event, hiring needs will also vary. Meanwhile, employers have been voicing their concern over the lack of practical experience given in management degrees, a problem that Abu Dhabi School of Management has addressed with its Signature Learning Experience. Our coverage of this unique MBA-embedded course demonstrates how a business school can bridge theory with practice. We’ve also shed light on the reality of freelancing in the UAE, and how a prestigious university degree is no longer the only ticket to a dream career. Finally, four experts share their insights on corporate coaching, the importance of having engaged managers, the legalities of Emiratization, and practical ways to meet nationalisation targets. We hope that this issue inspires you with new ideas and guides you to the solutions that you need. As always, we look forward to hearing your thoughts and suggestions. Sincerely, Sophia Korayim Managing Editor

PO Box 6844, Abu Dhabi, UAE, +971 2 691 7777 www.adsm.ac.ae Produced and Managed by Abu Dhabi School of Management EDITOR IN CHIEF Dr. Abdullah Abonamah MANAGING EDITOR Sophia Korayim CONTRIBUTING AUTHORS Althea Rozario Heba Hashem Hisham Wyne Nichole Charles Miranda Ron Thomas Will Rankin DESIGNER Rahat Ayaz

FOR MORE INFORMATION, CONTACT: Sophia Korayim +971 2 691 7703 [email protected]

COPYRIGHT The information contained is for general use only. While we have made every attempt to ensure that the information contained in this magazine has been obtained from reliable sources, the publisher is not responsible for any errors. All information in this magazine is published “as is,” with no guarantee of completeness, accuracy, timeliness or of the results obtained from the use of this information. In no event will the publisher, its related affiliates or anyone else be responsible for any decision made or action taken in reliance on the information in this magazine. All contents are under copyright and may not be reproduced in any way without written permission.

CONTENTS 06 Ensuring a Bright Energy Future 10 Expo 2020 and the Changing Face of Human Resources 14 Inspiring the Next Generation of Emirati Tourism Professionals 18 Five Ways to Meet Emiratisation Targets 20 Can the Retail Industry Appeal to Emirati Youth? 24 Transitioning MBAs Beyond the Classroom

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28 Fast-track Employment Attracts Top Talents 32 The Rise of the Freelance Economy 34 One Door with Many Keys 36 The Power of Coaching 38 Your Best Employee Role Model 40 Emiratization & Youth Employment: A Legal Perspective

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Further Reading 42 Recommended Books For Youth Employment 46 Events and Tenders in Abu Dhabi Emirate

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Ensuring A Bright Energy Future

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DNOC, the Abu Dhabi National Oil Company, not only has a commitment to Emiratisation, but also a responsibility – as the organisation in control of Abu Dhabi and the UAE's enormous energy reserves – to encourage young Emiratis to take up careers in oil and gas. The 2013/2014 UAE Higher Education Factbook reports that 17 percent of Emirati students were enrolled in an engineering programme during that academic year. This figure falls to 13 percent for female Emirati students, while for male students it stands at 24 percent. One innovative way the organisation is attracting the younger generation into the profession is via the Young ADIPEC programme, a scheme which runs alongside the annual Abu Dhabi International Petroleum Exhibition and Conference (ADIPEC), which is now one of the largest energy events in the world. Hanadi Aliwat, special projects manager at dmg events, which organises Young ADIPEC, said: “Every year we are seeing more and more interest from school and college students from Abu Dhabi and Al Ain. Through the programme, they have come to understand a great deal more about the oil and gas industry, the opportunities, and the fact that it is no longer a profession which necessarily involves tough outdoor field work and getting your hands dirty.”

Young ADIPEC

ADNOC is also aware of the need to foster innovation, so the Young AIPEC zone at the annual event is full of high technology and real-world examples of how technology, research and innovation go hand in hand with the industry. Today's students are encouraged to become tomorrow's industry innovators. The ever-expanding Young

ADIPEC saw 400 students from four international schools and 12 Abu Dhabi Education Council schools across the emirate participating in 2015. Underlining the far-reaching gravity of the programme, Young ADIPEC has enjoyed the patronage of His Excellency Sheikh Nahyan

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ADNOC and other forward-looking local companies are thinking outside of the box to encourage a new generation of oil and gas employees - in a sector that’s in need for young people

Bin Mubarak Al Nahyan, Minister of Culture, Youth and Community, since it began in 2012. The third annual edition of Young ADIPEC in 2015 offered students from schools across Abu Dhabi an exciting line-up of events designed to encourage them to choose a career path into the oil and gas industry.

Students from the ages of 14 to 17 are given the opportunity to gain hands-on experience in the energy sector through a series of educational and engaging activities. And it's not only theoretical – local and international companies are heavily involved in the programme. The list reads like a who's who of the energy sector.

Partners in the programme are the Petroleum Institute, as education partner, and Think Science, as youth programme partner. Sponsors of Young ADIPEC are ADNOC, ARDECO, Al Mazroui Engineering, ExxonMobil, Partex, Total and Weatherford. “ADIPEC welcomes the participation of schools and universities. The next generation of oil and gas professionals

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will be the result of partnerships between industry and education,” said Ali Khalifa Al Shamsi, ADIPEC 2015 chairman, and strategy and coordination director at ADNOC, adding that “pooling knowledge and expertise will create a situation that is attractive to talented young engineers, and potential scientists, to our dynamic industry.” Sultan Al Hajji, vice president and chief strategy officer at Total Exploration & Production (Total E&P) UAE, believes that the oil industry is facing talent scarcity globally, and the challenge of finding competent Emirati talent is becoming tougher. “We should make the energy sector an attractive career path for students today so that they select their education stream accordingly. We should also ensure Emiratis get the latest world-class practical industrial knowledge and experience through collaboration with international oil companies.” As part of the programme, which has activities throughout the year, students are given numerous platforms and media through which they can learn and enhance their on-site experience, including a photography competition, sustainability zone, field trips to leading oil and gas companies, live demonstrations and the opportunity to learn about the key engineering design processes involved in the oil and gas industry. In 2015, Young ADIPEC saw the launch of a new competition, the Oil & Gas Identity competition, sponsored by TOTAL. In this new element of the programme, students got to understand the fundamentals of the industry. They were invited to identify a unique vertical within the industry, for example, geology or engineering, select an individual who works within the field, and then take time to

Young ADIPEC

We should make the energy sector an attractive career path for students today so that they select their education stream accordingly.

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Young ADIPEC saw 400 students from four international schools and 12 Abu Dhabi Education Council schools across the emirate participating in 2015.

understand his or her job profile and what the role entails. There is also an annual Young ADIPEC photography competition, which in 2014 had the theme ‘Innovation and Sustainability’. Indeed, innovation is central to the ongoing sustainable development and future success of the industry. Worldwide, it drives technology, which drives competitive advantage, which ultimately drives sustainability. But what does innovation and sustainability mean to students? In Young ADIPEC’s photography contest, participants are invited to capture how they see innovation and sustainability through their lens of their cameras, and take their time to discover either themes in the world around them. New for 2015, a dedicated Young ADIPEC Ambassador’s Programme saw each participating school nominating a student ambassador who represented Young ADIPEC among his or her classmates, friends, and family. The goal of this newly developed role is to raise awareness of the programme to fellow students and offer the wider community insight about the many opportunities in the oil and gas industry. “Increasing the uptake of engineering as a career path among Emirati students is still a challenge for the local oil and gas industry,” admitted Al Shamsi, “but Young ADIPEC is committed to overcoming

this hurdle by working with the industry to inspire young nationals to be at the forefront of future visions for the energy sector that will have an impact worldwide.” Students will have an exciting opportunity to get hands-on experience during trips to oilfield sites, training centres, innovation centres, as well as workshop and manufacturing facilities belonging to leading oil and gas companies. These include Abu Dhabi Company for Onshore Oil Operations Ltd., (ADCO), Al Mansoori Specialized Engineering, Al Mazroui Engineering, Borouge, the National Drilling Company, The Petroleum Institute, Schlumberger, Total, and Weatherford. “It is crucial for the future development of any country to have its nationals working across all fields and sectors of its economy,” said Wael Agha, managing director of programme sponsor Al Mazroui Engineering. “Empowering today’s youth with the required expertise and skillset is the only sure-fire way they will succeed and thrive both personally and professionally in this knowledgebased economy.”

- Will Rankin

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Expo 2020 And The Changing Face Of Human Resources

Build It And They Will Come. But How Then To Keep Them?

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hat’s the question the UAE seeks answers to as Dubai gears up for the Expo 2020 global exhibition. Mega events bring in an influx of people in the short term. A sustainable bump in prosperity however needs a concerted strategy.

The big picture Consider the statistics: Dubai’s Expo Preparatory committee believes that the event will spawn 277,000 jobs in Dubai alone as the economy gears up for the exposition; 50 additional jobs per Expo employee will be added in other MENA countries; and 25 million visitors will make their way through the gates once the event officially kicks off, 70 percent of whom will come from outside the UAE. The net economic benefit is expected to hit USD 23 billion. HR consultancies are already gearing up for the expected job creation, with hiring starting early. “Winning the Expo 2020 bid is foreseen to be very positive, expediently affecting the job market in the UAE. Hiring patterns might change across industries that will be most affected by the bid,” says Suhail Masri, vice president of sales at Bayt.com, the region’s largest online recruitment website.” According to the August 2015 Bayt. com MENA Job Index survey, 31 percent of UAE current employers state that their companies will “definitely be hiring” in a year’s time, and 41 percent will “probably be hiring”. The will to hire is there. The next step is to oil the wheels of regulation

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so that individuals and companies can get ready to meet the Expo 2020’s specific requirements. This might involve stipulations that allow individuals to undertake short-term contract work. “The Expo will run for over 6 months, and most staff members will need to be onsite way ahead of time to prepare for the opening. Interestingly, most of these jobs will be contract based, which emphasises the importance of enabling independent contractors to work transparently and competitively to deliver this global event,” says Loulou Khazen Baz, founder of virtual skills marketplace Nabbesh.

Sectors in the spotlight While the entire UAE economy is expected to benefit from Expo2020, some sectors will gain more of a fillip than others. “I see the bulk of the hiring in the retail, entertainment, media, real estate and hospitality space,” suggests Baz. “There will be demand for communications experts and marketers, social media experts, content writers, bloggers and journalists, translators, photographers, animators and videographers, stand designers, audio-visual experts, entertainers and artists, promoters and hostesses, data entry personnel, market research people, mobile and web developers, and a lot of hospitality staff.” Bayt.com data indicates that while the Expo Dubai 2020 will lead to an increase in infrastructure construction and real estate development, other industries will also benefit. “The industries currently attracting top

Dubai’s Expo Preparatory committee believes that the event will spawn 277,000 jobs.

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Suhail Masri, Vice President of Sales, Bayt.com

talent in the UAE according to the Bayt.com Job Index are banking and finance (42%); oil, gas and petrochemicals (36%); and construction (34%),” says Masri.

HR will start planning early Workforce requirements of this magnitude will mean talent coming in from around the world. HR departments will need to impart training, cultural orientation and localisation to new employees. Early planning is paramount. Companies will first identify their level of involvement in the Expo, and then accordingly estimate their recruitment needs. Training procedures will also have to be mapped out in advance. “My recommendation would be to outsource the recruitment stage to external suppliers who have access to a large and diversified talent pool. The company’s HR department should

focus on on-boarding and training to make sure the new recruits absorb and deliver on the company’s values and brand promise,” Baz says. While international job seekers will account for some of the jobs filled, hiring will first focus on existing residents. As Baz notes, “The UAE has a diverse and well educated population of both Emiratis and expatriates, constituting an ideal talent pool for a world-class event. No one can sell the UAE better then its residents.”

A sustainable boost Events like the Expo 2020 are organised on the premise that they deliver a long-lasting bump to the economy. The 277,000 jobs created will need to be kept once the event is over. Masri says this is possible. “Preparation for Expo 2020 has not just been about hiring and creating jobs: it’s also been about creating infrastructure, opening new businesses, and creating long-term growth. During the past few years, many of the country’s resources have

The Expo will run for over 6 months, and most staff members will need to be onsite way ahead of time to prepare for the opening.

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Loulou Khazen Baz, Founder, Nabbesh

been channelled into sectors such as arts, culture and other key sectors.” He adds that the UAE has witnessed remarkable growth of dedicated free zones for media, entertainment and other creative industries. “Many major international companies have already set up their Middle East base in the UAE, and this all led to jobs across career levels in these industries.” The Expo 2020 should not be seen as a one-off. Rather, it should be treated as a trigger for nationwide economic and population expansion. Tourism will grow, as will the UAE’s

reputation. Other international scale events will almost certainly follow. “According to industry experts, Dubai is expected to see elevated visitor numbers and spending growth even after the Expo ends,” Masri says. “With the infrastructure in place, the UAE will have the ability to host other global events and attract traffic from all over the world, making it the ideal location for multinational corporations to set up their regional hubs.” Baz concurs. “The expo will further cement the UAE’s leading position

While international job seekers will account for some of the jobs filled, hiring will first focus on existing residents.

among the world’s best places to live and work out of. It will bring exposure and business to the UAE’s population, which can only be a good thing.” There is a distinct probability that the UAE will have undergone a beneficial maturation by the time the Expo shutters its doors. With a focus on sustainability, infrastructure expansion, and quality of life already evident, there is every reason to believe that the UAE will end 2022 with a rosy GDP, a growing population and a suitably diversified economy. A country that started out as trade hub and later became a tourist destination will evolve into a genuine attraction for long-term residents and investors.

- Hisham Wyne

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Inspiring The Next Generation Of Emirati Tourism Professionals

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he tourism industry represents one of the main pillars of economic diversification in the Abu Dhabi 2030 Vision. At the same time, the UAE Vision 2021 aims to increase the number of nationals working in the private sector by tenfold. However, Emiratis currently account for just 1% of the tourism sector’s workforce in the UAE capital, according to the Abu Dhabi Tourism & Culture Authority (TCA Abu Dhabi), the entity that manages the emirate’s tourism sector and markets the destination internationally. In this exclusive interview with INSIGHT, Fatima Al Melhi, Industry and Tourist Guide Training Unit Head at TCA Abu Dhabi, takes us through the Authority’s multipronged strategy that will entice more Emiratis to join this fast-growing cornerstone of the economy.

Fatima Al Melhi, Industry and Tourist Guide Training Unit Head, Tourism & Culture Authority Abu Dhabi

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The tourism sector is a major driver of growth for the UAE, having contributed 8.5%, or AED 122.6 billion to the country’s GDP in 2014. Despite that, Emiratis are said to make up a small percentage of Abu Dhabi’s tourism sector workforce. Why do you think that is? Tourism is a relatively new economic sector for the emirate of Abu Dhabi. While our trading heritage and commercial past attracted many travellers to visit, it is only in the past 10 years that a concerted effort to grow the tourism economy has been undertaken. In this time, tourism was identified as one of the main pillars of economic diversification in the Abu Dhabi 2030 Vision. A priority therefore is to deliver on the 2030 plan’s goal of creating a socially cohesive and economically sustainable community. While developing Abu Dhabi as a world-class and modern tourism destination, it is incumbent on the Tourism & Culture Authority to ensure that the benefits contribute to developing the local community while promoting, protecting and respecting Abu Dhabi’s culture and heritage. This includes the development of industry employees. A growing number of Emiratis are now entering the industry on a number of levels. We will be focusing keenly on Emiratisation within the sector by increasing the number of Emiratis involved in tourism; engaging with the local community in its future development and ensuring that the industry is both inclusive and accessible to all through regulation.

What is the current percentage of Emirati employees in Abu Dhabi’s tourism sector? It is estimated that Emiratis currently make up 1% of Abu Dhabi’s tourism sector workforce. This is set to increase over the coming years with

the Authority’s proactive support via training and educational initiatives. We work very closely with key government agencies and key players in the tourism sector to enhance and improve the skill set of Emirati nationals for the purpose of increasing their participation in the tourism sector. This is achieved by raising awareness of the sector’s importance, and through increased engagement with Emiratis to build their capabilities.

How do you intend to increase the number of UAE nationals working within the tourism sector? We will be focusing keenly on Emiratisation within the sector. The tourism industry is delivering on the 2030 plan’s goal of delivering a growing number of Emiratis who are now entering the industry on a number of levels. Of course, we want to see more Emiratis in the industry and have a number of innovative schemes – including a Tourism Youth Summer Camp for university students, an Abu Dhabi Ambassadors programme, and other commercial incentive programmes to encourage the development of the private sector. Our efforts are also to make the sector more attractive. By growing the economic importance of the sector, we expect there will be greater opportunities for the community to become involved. We have a target to double the number of tourist guests by 2020. In turn, this means that we will attract new hotels, attractions and experiences – these will all need qualified, enthusiastic staff in all areas of the business, including marketing, operations, to services, human resources, as well as direct visitor engagement. So, you see, the tourism sector, like all other economic sectors, is not simply limited to servicing the

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immediate needs of the tourist – it is a fully holistic economic ecosystem. It is our responsibility to ensure it is sustainable, and has a fully qualified workforce, in all required specialisms.

One of the initiatives you have undertaken is the Abu Dhabi Tourism Youth Summer Programme, which is a salaried internship open to UAE nationals between the ages of 18 and 21. How successful has this programme been? The annual Tourism Youth Summer Camp educates young Emiratis about the industry and what it has to offer them. Aimed at identifying and inspiring the next generation of tourism professionals for Abu Dhabi, the three-week programme of lessons, workshops, field visits and work placements enables attendees to gain first-hand insight into the destination’s hospitality and tourism sectors and the role they play in the development of the emirate. The programme was launched in 2009 and has engaged more than 500 recruits, many of whom have reported that they are more likely to consider a career in tourism following their participation in the Camp.

What approach are you taking to entice potential candidates to get involved in the hospitality and tourism sectors? Our Emiratisation programmes are encouraging youth at school and university to consider tourism as a career move. We are raising awareness by presenting at schools and hosting students in one of our five-star hotels for orientation tours. We find that once the students are exposed to such a dynamic sector, their attitudes are positively influenced towards considering joining one of the hotels as a career. To make the experience more realistic, we have launched the

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Fatima Al Melhi, Industry and Tourist Guide Training Unit Head, Tourism & Culture Authority Abu Dhabi

‘Khebraty Programme’, an initiative which creates a part-time job for university students at one of the hotels in the Emirate. The Authority’s industry development training plan builds long-term destination competitiveness by supporting the delivery of world-class service standards through a human resource pool of well-trained, committed and dedicated professionals. We also have an Industry and Tourist Guide Training Unit which oversees training and accreditation and industry awareness. The Unit’s mandate is to collaborate with stakeholders to raise the level of professionalism within Abu Dhabi’s tourism industry, and is also responsible for promoting compliance of the tourism regulatory framework

by sharing best industry practices, assessing training needs, and organising training programmes to address them. The Unit’s key roles are to identify Abu Dhabi tourism industry manpower development needs and to conduct professional development programmes to entice UAE nationals to seek employment within the tourism sector.

Would you say there are common misperceptions among Emiratis about the tourism sector in general? If so, how can these views be corrected? There is certainly a degree of the unknown, and a misconstrued perception that the tourism industry

is not as important as other sectors of the economy. The Abu Dhabi Ambassadors Programme, a major aspect of our Emiratisation strategy, plays a pivotal role in challenging these misconceptions and realising the Authority’s vision of improving the emirate’s visitor experience through increased interaction with locals. TCA Abu Dhabi introduced the Ambassadors Programme in 2008 to encourage Emiratis to be advocates for tourism within their own sector of work. The programme aims to expand participants’ knowledge in tourism and culture nationally and internationally, polishing their skills and boosting their confidence in approaching Abu Dhabi visitors.

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Abu Dhabi Ambassadors Programme consists of essential training workshops covering hospitality, heritage and tourism over three months, in addition to specialised workshops on the subjects of how to deal with the media and the public, etiquette and protocol fundamentals, and the principles of organising tours in cooperation with a leading company.

employees is one of the fundamental functions of our Human Resources department in relation to employees’ performance levels and productivity.

The Programme also includes field trips to some of Abu Dhabi’s major tourism attractions such as Sheikh Zayed Grand Mosque and Al Ain city’s oases. The Programme concludes with several tests that qualify the participants to receive the title of Abu Dhabi Ambassador.

The Learning Map charts employees’ skills to identify positions suitable for their educational and practical experience. It is flexible across all levels of the organisation and guides effective and efficient employee performance in delivering the duties and assignments of the Authority. The Map is annually reviewed and ensures the process of training and career development is continuous.

More than 650 Ambassadors from all walks of life have graduated from the Programme, from university students to government employees and even celebrities, who participated in a special edition of the Programme. Additionally, more than 250 university students from across the Emirate of Abu Dhabi are selected to act as Qasr Al Hosn Festival Ambassadors during the Festival. The Qasr Al Hosn Ambassadors Programme sees the ambassadors interact with visitors to help narrate the Emirate’s rich culture and history across the various festival touch points, and serves to pass down the Fort’s importance through the generations.

Abu Dhabi TCA also makes considerable effort in training its existing employees, working with renowned institutions to improve their skills and knowledge. Can you tell us more about your manpower development strategy? We believe human capital is the Authority’s most valuable asset to achieve its goals and strategies. The process of training and preparing

To this end, a ‘Learning Map’ has been developed to evaluate employee competencies and identify training methods and techniques required to develop a group of experienced and qualified employees.

Having identified training as key to upgrading Abu Dhabi’s tourism services, the Authority has implemented a comprehensive tourism training plan as part of its overall industry professional development strategy such as training workshops and seminars as well as research initiatives in collaboration with local and international educational institutions. Recent subsidised courses for employees and industry professionals have been run in collaboration with University of Lausanne, Cornell University, the School of Events, Tourism & Hospitality at Leeds Beckett University, and the School of Hotel & Tourism Management at the Hong Kong Polytechnic University. All courses have been run in Abu Dhabi. The plan also identifies and designs adequate training opportunities for UAE nationals thereby enabling them to take up key tourism sector roles as tourism guides. Participation is free for UAE nationals.

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Is there anything else you would like to add? We are in the process of developing a Tourism Investment Promotion Department within the Authority which is dedicated to matching business investment opportunities with potential partners, for government, government related entity (GRE) and private sector partners, attracting Foreign Direct Investment (FDI) to Abu Dhabi and identifying investment opportunities for built assets and service provision. The department will act as a catalyst to attracting local entrepreneurs and SMEs into the Emirate’s tourism sector. The Authority has also launched a platform for Emirati entrepreneurs that focuses on bolstering Abu Dhabi’s leisure offering by supporting homegrown ideas and business start-ups. ‘Rowad Al Seyaha’, for example, has been designed to offer Emirati entrepreneurs, both experienced and aspiring, the chance to develop their ideas for potential business startups. A first of its kind for the leisure market, the initiative focuses on developing creative leisure business ideas in Abu Dhabi, and has gained support from a number of government entities, including The Khalifa Fund, Abu Dhabi Municipality, Department of Economic Development and the Environment Agency Abu Dhabi – who will be offering guidance to the successful projects.

- Interviewed by Heba Hashem

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Five Ways To Meet Emiratisation Targets Private-sector companies and organisations need to meet the UAE’s Emiratisation quotas, but providing a nourishing workplace for young, modern Arab minds can be a challenge.

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ndeed, Emiratisation is one of the pillars of the UAE's national agenda, an extension of the UAE Vision 2021, a blueprint of objectives geared towards housing, education, Emiratisation, health, the economy, infrastructure and government services. Recent research from Aon Hewitt, the human capital and management consultancy, suggested that high pay is not the answer. Less than half of UAE nationals surveyed – 41 percent - felt they received adequate coaching and mentoring at work, which suggests that organisations are failing to follow up in terms of development and support. Other pitfalls noted in AON Hewitt's research included adopting an Emiratisation target without reference to the labour market or a good definition of the organisation’s workforce requirements; recruiting without giving due consideration to attitude and aptitude; and failing to prepare managers to deal effectively with a more diverse workforce. Aon Hewitt Middle East CEO DR Markus Weisner, speaking to Gulf News, suggests a number of ways of fixing the Emiratisation issue. He says that before starting recruitment, set the right targets to reflect the

availability of candidates with the necessary skills. Secondly, he proposes conducting a labour market review to determine the availability of these skills, and then decide which roles should be filled through external recruitment and which through internal promotions. A company needs to understand its current market reputation, and develop its brand as necessary. Aon Hewitt suggests some 68 percent of Emiratis are proud to be part of their current organisation. Finally, Weisner stresses on the importance of using the right channels to attract UAE nationals, while focusing on their attitude and aptitude over qualifications and experience, in some instances. Samie Al-Achrafi is a leading UAE-based global culture change expert, recognised for creating high performance cultures underpinned by values. He is known for his progressive learning interventions that transform organisations and embed lasting change. Born and raised in the Middle East, Samie moved to the UK and USA before joining the Foreign and Commonwealth Office where he

was posted to Romania. He has worked with leading institutions around the world such as Walt Disney World, Emirates Airline, Merck, MSD and HSBC to create alignment around purpose and deliver on their organisational ambitions. He has also supported HSBC and Mubadala in generating opportunities for Emiratis. Here, he offers up his top tips for securing a strong, satisfying employment culture for Emiratis.

1. FOCUS ON EFFECTIVENESS, NOT EFFICIENCY “Don’t allow your strategy to attract, develop and retain Emirati talent be distracted by short-termism”, says AlAchrafi. “Focus on your effectiveness metrics (the impact) rather than just efficiency metrics (the number of nationals, annualized attrition, for example), and the results will come.

Don’t allow your strategy to attract, develop and retain Emirati talent be distracted by shorttermism.

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2. LOOK TO ATTRACT YOUNG TALENT Attracting locals is challenging, according to the expert, “as there is a finite number of resources and companies across different sectors looking to meet their quotas.” He says he firmly believes in attracting the right person for the right role at the right time, “so a big part of the solution is in working with school children to develop a future pipeline. This is going to require a long-term mindset, as we have seen in markets like Singapore.”

3. DON'T BLAME A 'BRAIN DRAIN' While a 'brain drain' - where bright young locals go to study then develop careers abroad and don't return home – is a problem in some countries, Al-Achrafi says he sees the opposite happening here in the UAE. “More and more, Emiratis are returning to the UAE after their studies to contribute to their society,” he says. However, this isn't without its hurdles, too. “The challenge becomes how to develop authentic leaders who possess the critical skill to define and realise future success. More often than not, the crucibles that lead you to understanding your ‘True North’ and moral compass don’t happen at the beginning of a career, yet you may find Emiratis on the senior leadership team by the age of 30.” So is the Emiratisation challenge down to education? Al-Achrafi feels that there needs to be sufficient quality options available for Emiratis to make a choice. “Having said that, in a globalised world, there is no substitute for experiencing life in different countries and cultures, and international study provides the perfect opportunity to do so. Living abroad is also the best way to learn new languages, and that can only

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benefit business, government and society in our hyper-connected world.”

4. TELL A COMPELLING STORY Salaries clearly need to be competitive, but the values and culture of your organisation must match those of your young leaders. “A lot of work goes into ‘flavour of the month’ initiatives. When I consult with companies, I advise them to reduce the number of activities, align to outcomes, tell a compelling story, and measure the impact. You’ll find that these strategic enablers will transform the engagement and enablement of nationals in your business,” comments Al-Achrafi. But is there enough training and incentives aimed at locals? Again, Al-Achrafi has strong opinions here. “In volume, yes, but in relevance, no. We should be focusing on developing authentic leadership, business resilience and emotional intelligence, whilst aiming for professional certifications and accreditations.” “Your talented Emiratis are fed up sitting in front of international educators, having their photograph taken in the training room as part of a PR stunt. At Marmalade Fish, we believe learning should be strategic, disruptive and experiential, supported by robust coaching and mentorship.”

5. IT'S NOT ABOUT THE MONEY, OR THE NUMBERS Given that Emiratisation quotas are government mandated, should the government be doing more? “This is where we need to shift the narrative, and differentiate between intention and impact,” says Al-Achrafi. “Our obsession with ‘points’ and ‘numbers of Emiratis’ is unhelpful and counter-productive. The government wants to ensure we are upholding

Samie Al-Achrafi, UAE-Based Global Culture Change Expert

Our obsession with ‘points’ and ‘numbers of Emiratis’ is unhelpful and counter-productive. our commitments to the country that charters our right to operate, by being fair and equitable and building a sustainable, knowledge-based economy. They desire Emiratis to have access to a wide range of career paths, living a life of meaning and significance, whilst creating an even finer UAE for the next generation.” Is it financial? Are locals offered higher wages abroad? “I’ve held senior nationalisation positions in the private and public sectors and, in my experience, money can only attract and retain in the short-term. Bespoke development aligned to the strategy and purpose with robust reinforcement and embedding goes much further in responding effectively to the challenge,” concludes AlAchrafi. - Will Rankin

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Can The Retail Industry Appeal To Emirati Youth? Only a few industries can claim to offer the flexibility and variety of career streams that retail does.

Mubarak Alshamsi, Director General of ACTVET, During a Site Visit to One of YES to Work Participating Outlets.

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rom running a market stall to managing a souvenir shop, or even heading a global conglomerate, the choices in the retail landscape are endless. Sociable personalities can work directly with customers; quieter types can plan away business strategies in the back office. Perhaps one of the biggest draws of the retail industry is the degree of flexibility that it offers through shift patterns. Such an environment can be ideal for many, especially those with family commitments, as well as people who like to work when others are at leisure and pursue their own interests when others are working.

Despite these exciting prospects, few Emiratis consider retail as a serious career option, perceiving jobs in the sector as inherently demeaning and lacking in status, and favouring government employment instead. “For far too long, stubborn misperceptions have persisted about retail and the jobs our industry provides,” says Matthew Shay, president and CEO of the National Retail Federation. The truth is that retail jobs equip workers with valuable skills that are vital for success in today’s service economy, he adds.

MINDSET CHANGE In the last few years, a major shift has started to take place – more Emiratis are showing interest in retail and considering a career in the industry. This change in attitude can be largely attributed to the Young Emiratis Start (YES) to Work, a national initiative that encourages UAE national students to engage in the private sector by offering them short-term work placements in retail outlets. Launched in 2013 by the Abu Dhabi Centre for Technical and Vocational Education and Training (ACTVET), the program runs each summer and

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As many as 2,500 young Emiratis have benefitted from the YES to Work program since its launch. winter during school breaks and involves 10 retail partners in 308 different locations across the UAE. The partners comprise almost all of the UAE’s retail giants, including Carrefour, Abu Dhabi Cooperative Society, Juma Al Majid Group, Landmark Group, M.H. Alshaya Co., Al Futtaim, Chalhoub Group, Sharaf DG, among others.

Mubarak Al Shamsi on a Site Visit to Sharaf DG in Al Ain

“We’re giving students the chance to work in the retail sector to bring them closer to society, to develop their leadership skills, and to enable them to experience what it feels like to be on the other side,” Mubarak Al Shamsi, deputy director general of ACTVET, said during a site visit to the participating outlets. Once selected, a student receives one week’s training, followed by on-the-job experience for two weeks through morning or evening shifts. After the three weeks, they leave with a financial reward and a qualification in retail services accredited by the UAE National Qualification Authority (NQA). This qualification holds three transferrable credits that can be used in future studies. “We usually attract candidates by meeting with them directly at schools and universities, and through social media,” says Adel Arafa, media officer at Emirates Skills, a program under ACTVET focused on raising awareness of career-oriented technical and vocational education among young Emiratis.

YES to Work Students

Nahyan Khalifa, A Participant in YES to Work

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Mubarak Al Shamsi On a Site Visit to One of YES to Work Participating Outlets

In its sixth and latest campaign, which ran from 20 December 2015 to 7 January 2016, YES to Work selected 800 Emirati male and female students in Abu Dhabi, Al Ain, Dubai, Sharjah and Ajman and placed them in positions across 10 industrial and commercial companies. This represents a 14% increase compared to the summer program of 2014, which attracted 700 students. Altogether, as many as 2,500 young Emiratis have benefitted from the YES to Work program since its launch. However, with all participants still at school or university, the possibility of settling for a full-time position after the program is highly unlikely, although it could motivate them to do so after graduation “The students are too young [for permanent placements], although the initiative made them think

Landmark Group, one of YES to Work retail partners, plans to spend Dh150 million to open 15 UAE outlets over the next three years.

about working in the retail sector and starting up their own projects someday. Also, many of the retailers showed interest in employing them full-time.”

A BOOMING INDUSTRY Who wouldn’t want to join an industry that’s growing at an average rate of seven percent every year? From about Dh160.5 billion in 2015, retail sales in the UAE are forecast to reach Dh197.2 billion this year, according to data from Euromonitor International. Moreover, in 2014, the country was ranked as the fourth most lucrative retail market in the world by the Global Retail Development Index. In the mid-term, the UAE’s flourishing tourism sector and high per-capita income, along with its quality infrastructure and ease of operation, will continue to provide ideal conditions for retail growth in the country. Landmark Group for instance, one of YES to Work retail partners, plans to spend Dh150 million to open 15 UAE outlets over the next three years, primarily in Abu Dhabi and the Northern Emirates. Regionally, the chain expects to invest about Dh1 billion to establish 75 stores, after which it intends to employ over 20,000 people.

The UAE’s flourishing tourism sector and high percapita income will continue to provide ideal conditions for retail growth in the country. Similarly, retail franchise operator M.H. Al Shaya Co. – nother YES to Work partner – created 2,000 jobs when it opened 42 different brands at Yas Mall in late 2014. With more than 3,000 stores, cafes and restaurants in its portfolio, Alshaya has been an innovator in retail franchising, bringing brands such as Mothercare, H&M, Debenhams, Starbucks and The Cheesecake Factory to Middle East consumers. Being part of Absher – the government initiative that aims to increase the participation of Emiratis in the private sector – YES to Work ultimately has the same objective. But regardless of what students decide to do next, or whether they join the public or private sector, they will have gained invaluable experience, which should give them an edge in today’s competitive job market. And in a society where parents often support their children in their financial requirements, summer jobs and part-time work help foster a culture of independence and self-reliance among young people – all which will positively reflect on their professional performance in the long run.

- Heba Hashem

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Transitioning MBAs Beyond The Classroom MBA students who are exposed to real-life business scenarios are the ones who are getting the greatest value out of their degrees.

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lassroom theory is no longer sufficient on its own to prepare MBA students for the real business world. Academic institutions are now expected to do more to integrate practice into their MBA curricula, enabling students to embrace an innovative and entrepreneurial ethos that they can bring into the workplace. In the UK, a staggering 90% of leading employers surveyed by the Association of Business Schools (ABS) in 2014 agreed that embedding work experience within courses would make students more employable. “A period of extended, meaningful work experience that is embedded in the course enables students to develop business skills (learn by doing), apply the theory that they learned in the classroom and reflect on it, and also to develop a more realistic view of the broader world of work,” according to ABS’s 21st Century Leaders report.

school has embedded two aspects in the SLE: technology and sustainability. “We live in a highly digitized, information-rich world, a knowledgebased economy where technology is the enabler. So we need to instill in the students that technology is an integrated part of any business.” “We are also very conscious of the environment and our carbon footprint, so whichever project the student decides to do in their MBA, they have to explain how sustainability is going to be addressed and what effect will their business have on the environment,” Dr. Abonamah added. Abu Dhabi School of Management (ADSM), a subsidiary of the Abu Dhabi Chamber of Commerce and Industry, is the only academic institution in the GCC region that incorporates the Signature Learning Experience (SLE) into its MBA, which is delivered in association with London’s Imperial

College Business School. This 9-unit experiential course, embedded throughout the MBA program, gives students the opportunity to apply knowledge acquired in the classroom to develop an innovative business idea. Sophia Korayim, who is the SLE advisor and the director of the Center of Innovation and Entrepreneurship at ADSM, commented: “We have enhanced the standard MBA curriculum with practical management experience to better equip graduates with skills that they need to become outstanding decision makers.” “The SLE is a unique model offered at ADSM. It encourages MBA students to take action, solve real problems and reflect upon the outcomes, which helps them develop mental flexibility and resilience. Such skills do not come from textbooks, but from direct engagement with today’s complex business environment.”

ELECTRICITY USAGE APP

A SIGNATURE EXPERIENCE Today, business schools all over the world are starting to include out-ofclassroom experience and engage students with industry. In one such school, practical experience is not an option; it is a compulsory course. According to Dr. Abdullah Abonamah, president of ADSM, the Hamad Dalmook, an MBA student at ADSM

The SLE proved to be invaluable to Hamdan Al Mulla, who together with team members Ahmed Al Zaabi, Asmaa Yousef, and Abeer Al Mansoori proposed a mobile app that can detect a consumer’s real-time usage of water and electricity. Al Mulla was among 17 MBA students who showcased their early-stage projects in December 2015, after developing them over a period of 15 months through the SLE.

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Abu Dhabi School of Magangement

“Our idea is for an app that would increase people’s awareness of their water and electricity consumption. This app would obtain data from Abu Dhabi Water and Electricity Authority, and we as a company would put it into a software that can inform customers about their daily usage,” explained Al Mulla. “The UAE has one of the highest water consumption rates per capita, about 550 litres per day. Likewise, electricity usage per capita is very high, between 20 and 30 kilowatthours per day. By putting knowledge into consumers’ hands, we would encourage them to cut down on their consumption. Also, if they were traveling and saw activity on their app, they would be alerted of a potential leakage at home.” To get feedback on their idea, the team visited the General Secretariat of the Executive Council, which is the authority entrusted with proposing Abu Dhabi’s general policies and strategies. The Council referred them

to the Regulation and Supervision Bureau (RSB), the independent regulatory body for the emirate’s water and electricity sector. “The RSB liked our proposal and said they will look into it. Based on our studies and estimates, we can start the project with a capital of Dh100,000,” said Al Mulla, adding that the concept was considerably narrowed down over the course of the SLE. While originally, the team planned to cover the whole of Abu Dhabi with their app, as they researched, it became apparent that this would be unrealistic. “We discovered that different tariffs apply for locals and expatriates and we cannot request data on people’s nationalities, so we redefined our project to focus on local residents.

We also found that industrial and commercial rates differed, so we agreed to concentrate on the residential sector. What I personally learnt from the SLE is that the more you plan and research, the higher your chances of success will be and the less likely you will face unexpected circumstances.”

MAKING USE OF PALM FIBRE Meanwhile, a collection of ecofriendly items adorned one of the exhibits at ADSM. Unlike products made from date palms fronds, these items, which included baskets and bracelets, were made from a much tougher part of the tree – the fibre. “We discovered that the UAE has about 40 million date palms. While fronds are reserved for companies

We want to recycle and reuse paper. Recycling one ton of paper can save around 682.5 gallons of oil, 26,500 litres of water, and 17 trees.

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ton of paper can save around 682.5 gallons of oil, 26,500 litres of water, and 17 trees.”

Muna Al Tamimi, an MBA student at ADSM

to make products out of, fibres are usually burnt, which heavily pollutes the air,” explained team member Dalal Al Qubaisi. “We want to recycle date palm fibre and utilize it, thereby reducing this pollution. In India, there is a machine that can produce ropes out of coconut palm, so we could use it in the same way but for date palm. We can also provide the material to entities such as the Family Development Foundation in the UAE, who could then give it to elderly women to create handmade products and make profit.” Al Qubaisi’s team estimates the project would require Dh500,000 to cover the costs of a farm, machinery, and about 10 workers. Agreements would then have to be secured with the municipality in order to provide them with the palm trees. “At first, we didn’t even realize we could make products out of this material, but through the SLE, we carried out research and visited the

UAE’s older generation, who informed us that they used to make many things out of date palm fibre.” The team also visited several relevant events and exhibitions, such as Al Dhafra Festival, which is dedicated to the protection of the country’s historical heritage.

A PLACE FOR PAPER WASTE For Hamad Dalmook, an MBA student at ADSM, the SLE was a journey that helped him understand how to turn an idea into a promising endeavour. “Our project proposes the collection of paper waste from firms, schools, and universities, recycling it, and then using it to manufacture things like home accessories, handbags, artwork and even small furniture,” he said. The four-member team, which included Nisreen Ahnish, Arar Ateeq, and Saoud Ateeq, found that 50% of waste generated by businesses consisted of paper. “We want to recycle and reuse paper. Recycling one

What I learnt from the Signature Learning Experience is that the more you plan and research, the higher your chances of success will be.

At first, Dalbook’s team was interested in reusing plastic, but through the SLE, they discovered that commercial plastic recycling was far too common; hence their switch to paper. They also reconsidered the logistics– while initially the idea was to collect the paper waste themselves, they eventually concluded it would be more cost-effective for businesses to drop off their unwanted paper. “To start the project, we would require Dh740,000, which would cover marketing, labour and machinery. We expect to break even in the second year if things go as planned,” explained Dalbook. “Through the SLE, we’ve learnt how to start our own business, from shaping an idea and identifying market demand, to transforming the concept into something you can actually do.”

HEALTH-CONSCIOUS COMMUNITY Similar dedication was shown by Muna Al Tamimi, who led a team of four to develop a concept for a holistic wellbeing centre in Abu Dhabi. According to her, the late Sheikh Zayed Al Nahyan, the first UAE president, tasked his government with building capabilities in health and social welfare, seeing UAE citizens as instrumental to the nation’s collective success. “ “That’s why he established Zayed Sports City,” she said. “But today, it has become more of a leisurely destination than a health-oriented one. Our project – Aura Wellbeing Centre – aims to nurture the mind, body and soul. I I have undertaken numerous courses in meditation, yoga, reiki, and hypnotherapy throughout India, Malaysia and Dubai, and feel confident about this project’s success.”

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I was very distant from financial planning; now I know how to prepare a feasibility study. As part of the SLE, the team interviewed therapists in the UAE and overseas, gathered information about the approvals they would need, and worked out ways to market the new venue. Their research revealed that the majority of today’s physical problems stem from psychological issues, including obesity and addictions. Moreover, they found that the local medical tourism industry was worth around $100 billion, indicating huge potential for their project. Al Tamimi admitted that the concept was initially much larger and perhaps unrealistic. “About one year ago, we envisioned it as a complete island, but that would require a significant investment. So we changed the idea to a centre, which led to a massive reduction in capital costs, from Dh25 million to Dh620,000,” she explained. “We will still give the island proposal and associated feasibility study to the government as a social contribution.” An entrepreneur at heart, Al Tamimi already runs her own fashion and beauty businesses, yet her commercial awareness remarkably improved after the SLE. “I was distant from financial planning; now I know how to prepare a feasibility study. Even the modules we covered in the MBA helped, because we had to think about how

Whichever project the student decides to do in their MBA, they have to explain how sustainability is going to be addressed.

to apply every subject to our project, be it accounting, strategy, or decision analysis.”

FOOD DEHYDRATION Another health-conscious project invited attendants to sample a colourful selection of snacks, including potatoes and orange slices, which had been dried using a food dehydrator. This device uses a heat source – electric, solar or biomass – and air flow to reduce the water content of food and aid in its preservation. Removing moisture restrains various bacteria from growing and spoiling food, thereby extending their shelf life. However, the biggest advantage of food dehydration is that it retains nearly 100% of the vitamins and minerals in fresh food in a remarkable array of concentrated flavours, while inhibiting the growth of bacteria. “Food dehydrators exist in places such as the UK and the U.S. but mostly in India. We want to establish a local project, by UAE nationals, using a larger version of this device,” said Sarah Al Matrooshi, one of the team members behind the project. “We conducted a survey of 100 people and found that oranges, apples and berries were the most popular dried foods. There is also high demand for nutritious food because people have become more health conscious.” Dehydrated potatoes seemed like a bizarre choice for a healthy snack. However, Hilal Al Junaibi, another team member, explained that the product would be used in a different way, by adding water onto it to create instant mashed potatoes.

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“We experimented with a variety of fruits and vegetables, and tried to dehydrate kiwi but it didn’t work. Although you can find it on the market, they apparently retain its shape by using preservatives,” said Al Junaibi. “On the other hand, we succeeded in dehydrating jalapenos. The end product can live up to 30 years and is very nutritious; we found scientific evidence to support that.” To get the idea off the ground, the team would need to purchase a large-scale food dehydrator, available on western markets. They estimate the start-up capital to be Dh7 million, of which Dh1.5 million would be invested in machinery and the rest in infrastructure and labour. “The SLE took us through the entire project step by step,” commented Al Matrooshi. “For example, we initially wanted to market the products in magazines, but were advised to use social media channels as they would be faster. We were also advised to create a strategy for manufacturing and distribution.” ADSM’s graduate students represent a variety of industries from both the private and government sector, and the MBA approach is helping them develop entrepreneurial skills that they can use whether they continue in their current occupations or set up their businesses one day. “Our vision is to become the hub for entrepreneurship and innovation in the UAE and the Middle East,” concludes Dr. Abonamah. “The majority of our students at ADSM are Emirati, nearly 99 percent, so we are committed to Emiratization and will continue to be a major contributor to the development of UAE nationals.

- Heba Hashem

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Fast-Track Employment Attracts Top Talents There’s no quicker way for a fresh graduate to join a leading organisation than by enrolling in a fast-track programme.

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hese employment schemes, which have been sprouting up in the UAE in recent years, are drawing a large number of candidates and enabling companies such as Etihad, du and Microsoft to identify and recruit the very best performers. Let’s face it. Competition in today’s job market is inevitable. Multinationals and large organisations in general receive hundreds, if not thousands, of applications every month. But not all doors are closed. Straightforward

recruitment programmes are being launched on a regular basis to take students on board, train them and potentially hire them, depending on their performance.

AWARD-WINNING INITIATIVE One of the largest such schemes in the UAE is Etihad Airways’ Future Leaders, which was awarded the “Nationalisation Initiative of the Year” at the MENA HR Excellence Awards last year. The program graduated 280 students in October 2015, mainly

Ibrahim Nassir, Chief Human Resources at du

Emiratis, and placed them into 200 different careers with the airline. It was the biggest number to pass through the airline’s fast-track programme. The graduating class consisted of 86 cadet pilots, 82 technical engineers, 37 graduate managers, 13 airport operations managers, five sales managers, 53 graduates from Fursati Foundation and four from Etihad’s graduate management programme, Sabre. Fursati, operated in partnership with Abu Dhabi Tawteen Council,

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Etihad Airways team at the MENA HR Excellence Awards 2015, including Fatma Al Ali, Head of UAE National Development, Ray Gammell, Chief People and Performance Officer, and Wissam Hachem, VP Learning and Development.

is looking to recruit more than 500 Emiratis in the next two years for entry-level positions with the airline. “As a political science graduate, I chose to expand my experience by working in a politically oriented department within Etihad Airways and I joined the Department of Government and Aeropolitical Affairs,” says Ahmed Al Jeneibi, one of the graduates sponsored by Etihad. “I am grateful to Etihad Airways for investing in me and look forward to progressing even further among the airline ranks.”

Etihad already employs more than 2,700 Emiratis across its global operations, and they are currently the number one nationality group in the airline. However, the carrier aims to speed up its employment over the next four years to recruit more than

6,000 nationals by 2020. “Etihad Airways is a people business and we need dedicated, hardworking and passionate employees to maintain our position as the world’s leading airline,” says Ray Gammell, Etihad Airways’ chief people and

Telecom operator du gives the opportunity for UAE nationals every year to continue their education free of charge.

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Mohamed Al Mansoori celebrated as Etihad Airways’ 2000th Emirati employee by the airline’s Emirati workforce

performance officer. “Emiratisation is fundamental to this process and remains the number one priority of the HR division.”

A SCHOLARSHIP ROUTE In the telecommunications industry, du is a role model for fast-track employment, having partnered with the American University in Dubai (AUD) to offer full-time scholarships to Emirati high school graduates and potential jobs thereafter. Under the Dh5 million agreement that was sealed in 2013, du gives the opportunity for UAE nationals every year to continue their education free of charge, with priority given to high

performers without funds, disabled people, and single parents. The scholarship supports seven bachelor majors, including communications and information studies, interior design, civil engineering, and computer engineering. “At du, we believe that students are the bedrock for a sustainable knowledge based economy, and providing them with the tools to succeed allows us to make a positive contribution to our country and its people,” says Ibrahim Nassir, chief human capital and administration officer at du. “This scholarship offers Emiratis a workplace advantage by refining their career path, knowledge and skills,” he added.

Etihad Airways aims to to recruit more than 6,000 nationals by 2020

And there’s another incentive – those who excel in their grades could be eligible to join du’s Masar Graduate Trainee Programme, where they would receive coaching, a personal development plan, and training to allow them to progress within the company. To be eligible for one of these limited scholarships, however, a student must have an 80% minimum pass rate in their final exams. In 2015, the scholarship was initially made available to 20 Emirati high school graduates, before being expanded to accept 22, of which 59 percent were females. Nassir explains that du was so overwhelmed with the sheer talent of applicants and the turnout, that they had “no choice but to extend the scope of the scholarship” that year. “Once again, we are setting the benchmark and we hope to inspire entities throughout the UAE to take a similar approach.”

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At du, we believe that students are the bedrock for a sustainable knowledge based economy.

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After this period, ADSIC and Microsoft will work together to handpick a shortlist of the best candidates, who will be invited to apply for the Microsoft Academy for College Hires. This two-year program aims to hire university graduates into full-time positions within marketing, sales, services, IT and operations. “At Microsoft, we believe that building human capacity is central to sustaining economies around the world. With more than 28 percent of the population in the Middle East aged between 15 and 29, the potential of this generation can be harnessed by empowering all young people with the necessary entrepreneurial skills,” says Samer Abu-Ltaif, general manager for Microsoft’s Gulf subsidiary.

(L-R) Hamed Alredha and Ahmed Haisan, Etihad Airways’ Emirati graduate trainee engineers.

A NATIONWIDE MOVEMENT Indeed, Etihad and du’s programs seem to have galvanized other UAE institutions. During the Tawdheef career fair of 2015, Abu Dhabi Transmission & Despatch Company (TRANSCO) launched an 18-month work readiness programme to help develop trainees’ skills and provide them with accreditation upon completion. The initiative is expected to “provide a solid technical foundation for aspiring young Emiratis who wish

to build successful careers in energy and water sectors”, according to TRANSCO’s human resource and administration manager Hayyah Al Ali. Meanwhile, a select group of science, technology, engineering and mathematics students in Abu Dhabi will be expediting their career paths through Microsoft’s Developer Experience. Thanks to a recent agreement between Abu Dhabi Systems and Information Centre (ADSIC) and Microsoft, the multinational technology company will train 50 UAE nationals for three months.

Abu Dhabi Transmission & Despatch Company launched an 18-month work readiness programme during Tawdheef job fair.

“Our collaboration with ADSIC is a significant step toward this, as it provides young UAE nationals with skills that are in line with current market trends and gives them the competence to become selfemployed." Fast-track employment programs are evidently delivering value to both sides. On one hand, they’re providing fresh graduates access to quality training and careers with pioneering firms, and on the other, they’re enabling employers to recruit the best talents in their fields. With the UAE Vision 2021 aspiring to increase the number of Emiratis in the private sector by tenfold, and with the Expo 2020 approaching, it is very likely that we will see more companies adopt such schemes in the next five years.

- Heba Hashem

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The Rise Of The Freelance Economy Making the switch from full time to freelance can be a daunting experience. But with everything from start-up incubators to diverse trade licensing options being established, the UAE offers the glowing opportunity you have been waiting for.

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aking up at noon. Sending out official emails in your comfiest pajamas. Hitting the usually hectic gym while everyone else is at the office. Being your own boss. This is the dream that many people believe is a freelance professional's reality. With websites like Nabbesh dedicated to exclusively helping the freelance economy progress, maybe the traditional nine to five is about to face an impending extinction. Or maybe freelancing is just the current flavor of the month, with another career trend looming around the corner.

UPGRADING TO OFFICE 2.0 While industries like journalism and design seem to commonly boast a freelance status, it isn't restricted to just that. You'll increasingly notice business cards from fitness trainers to bakers with “freelancer” stamped on them. With the internet having skyrocketed, working as a company made of one is becoming a popular

Gone are the days when the youth fantasized about an office with a view on the executive floor.

choice of lifestyle. A traditional receptionist can now be replaced with a smart office – a service that streamlines calls and portrays professionalism, a secretary's responsibilities can now be juggled by a virtual assistant and your cubicle can be updated to a virtual office – a chic meeting room and desk that's yours whenever you need it. Gone are the days when the youth fantasized about an office with a view on the executive floor. The millennials of today have different ambitions on their bucket list. According to a study reported in Forbes, only 13% of interviewed candidates claimed they wanted to climb the corporate ladder to becoming CEO.

The “you can be whoever you want to be” belief that parents instill in their young children is massively conspicuous in Generation Y. And this drive is further fueled by the success stories of Mark Zuckerberg and Steve Jobs. A mortgage, steady job and picket fence have now been replaced by travel the world, obtain financial freedom and launch own business. “I got sick of the nine to five rat race and the nature of office work. I just don’t think it’s for everyone and feel that model might be dying anyway. I wanted the freedom to work on varied projects, work my own hours, and get some work-life balance,” comments Emma Procter – a freelance journalist and editor in Dubai. She is also co-founder of Blowfish Media, a company that offers a fresh twist on

Ibrahim Hanif, Freelance Comedian in the UAE

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With great freedom comes great responsibility, one of them is getting your bills paid on time. Emma Procter, Freelance Journalist and Editor in the UAE

how businesses are developed and promoted in the region. “Plus, freelancing as a writer allows you the time to work on more inspiring projects. One day a client could be a cosmetic company, next day a security consultant, the next day you’re writing for travel magazine! Plus, if you want to go to the beach in the day and work in the evening you can.”

FROM ACORN TO OAK TREE Recognizing the growing number of start-up concepts in the region, Silicon Oasis in Dubai and Flat6Labs in Abu Dhabi have established incubators that give these ideas a foundation. Upon analyzing a candidate's business plan and team, they receive everything from funding to training to help make their start up successful. Some companies offer additional perks like expert mentoring, networking opportunities and office space. As for positive outcomes, the regionally renowned Bayt.com was once a startup concept nestled under Flat6Labs' wing.

With great freedom comes great responsibility, one of them is getting your bills paid on time.

Ibrahim Hanif, Freelance Comedian in the UAE

TwoFour54, the commercial arm of Abu Dhabi’s Media Zone Authority, is taking this to the next level with its entrepreneurship scheme. Primarily targeting Emirati professionals, this scheme allows young thinkers to launch their ideas at a minimal cost. Dodging the need to rent an office space of your own, the scheme offers a media zone license, shared work station, staff visas and help with business development. Freelancers are invited to apply for six to 12-month sole-proprietor business licenses. TwoFour54 is keen on encouraging entrepreneurial enthusiasm. For freelancers who want to run a single-person company, a trade license needs to be on your checklist. Those who aren't residents may become one through these licenses.

DRAWBACKS OF THE DREAM With great freedom comes great responsibility, one of them is getting your bills paid on time. The regional freelance industry is in its adolescence, and this comes with a batch of teething problems. Securing regular work and getting paid in a timely manner, if at all, being some of the issues. “Making people laugh at my jokes as opposed to my income and freelance licensing complications that slow down our bookings” are some challenges that comedian, Ibrahim

Hanif, describes as part of being a freelancer in the region. He claims the local comedy scene has some maturing to do, and that comedians like himself are just getting started. While he mostly gets repeated booking, Hanif offers fellow freelancers a nugget of advice, “Sometimes comedians refer you to paid gigs. Free open mics are where you hone your sets. The structured path is through agents. But always remember, you cannot rely on one source for bookings”. Procter sheds some light on the financial side of freelancing, “The downside [of freelancing] is billing people and getting them to pay on time – but I find a payment upfront system, or at least part payment, is the best answer – and trying to develop relationships with ongoing clients for a bit of security”. When it comes to imparting wisdom on the subject, she says “My big advice for those wanting to start on this path is do your research of your particular market first and see what’s missing. Go and meet clients when you can face to face as they’ll build a relationship with you, and finally be a bit flexible – you may have to expand your offering to get work in”. With tools like LinkedIn, business incubators, freelance networking hubs, and versatile trading options; the UAE will remain a goldmine of opportunities for anyone looking to escape the nine to five. - Nichole Charles Miranda

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One Door With Many Keys A degree from a prestigious university might not be the only ticket to your dream career. Modern employers are on the lookout for everything, from a sense of humor to lateral thinkers.

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tudents around the world are motivated to pine for the best grades in order to obtain the best job when they're out of school. Back in the day, your choice of university decided the company you would work at. Now it could be anything from having an amusing Twitter feed to being able to write with both hands. While the employment industry hasn't lost its professional edge, it has started taking itself less seriously and its candidates more seriously. McKinsey and Company, a global management consulting firm, recently reported on an unusual imbalance – fresh graduates are struggling to find jobs while companies can't seem to find skilled employees. Now that every office is equipped with super computers, human employees need to specialize in being...human. This means being able to perform one's job properly while also being conducive to a healthy office environment. Does a sterling GPA determine your future career, or does it take more than that?

Steven Rothberg, President & Founder of College Recruiter

GET HIRED FOR BEING YOURSELF When asked about the company of their dreams, students and recent graduates mentioned household names like Google, Apple, Walt Disney - Pixar and Merrill Lynch. But most of them feel they currently lack

the sufficient experience to land a position at these firms. With globally renowned companies like Buzzfeed hiring someone new every single day, employer expectations have diversified.

The Emirates Nationals Development Program plans to lower the number of job seekers in Dubai to less than one percent by 2021.

“I don't need people to come in having memorized every article, list, and quiz we've done in the last 30 days. However, I do think it's important to know about BuzzFeed's story and a little bit about our growth. But rather than having knowledge about us, I want you to have experience with us. Talk about if you've posted in the community, what quiz really spoke to you and made you want to share it, or tell me about a story that you read that surprised you”, Joel Greengrass, senior vice president of talent,

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shares in a digital conversation with Cosmopolitan. While he does admit to occasionally glancing at college grades, the subject has never surfaced in an interview. What Greengrass looks for in an ideal candidate is creativity, individuality and passion for the company. Similarly, Google dodges the classic “Tell us a little about yourself” and challenges potential employees with mind boggling riddles. With no correct answer, the company aims to analyze a person's unique thought process when encountered with a puzzle.

EDUCATION ARBITRAGE Entrepreneur and CEO, Dusty Wunderlich, feels hiring strategies that focus solely on degrees are archaic and should be extinct in the modern age. As he fosters success and culture at his rapidly growing alternative consumer financing startup, education merit is one of the final indicators to influence his decision making in team building. He explains the concept of education arbitrage. “The term education arbitrage means different things to different people. For employers, it refers to the inefficiency in value between higher education and work productivity in the marketplace. But for the student, it’s about the disparity between higher education and earning potential. Most recently, education arbitrage has been used to describe the imbalance between supply and demand in our labor markets”, he elaborates. “If

The truth is that education can either be a deal maker or breaker, depending on the industry.

Hiring strategies that focus solely on degrees are archaic and should be extinct in the modern age. we don’t take action to correct this imbalance soon, the negative effects of arbitrage will plague us for decades or more”, he continues. Wunderlich believes that education might ironically be making people less intelligent. In the fifth grade, his teacher considered placing him in the remedial unit because he didn't meet the rigid institutional standards. This placed education as a pseudo-priority in his hiring process. He also believes the most valuable education can be acquired outside the classroom and inside a cubicle. Practical experience ranks high on his list of enjoyability tips and tricks.

POSITIVE NUMBERS IN THE UAE As a leading platform for events associated with technology, the region is evolving into a bustling hub renowned for technology. The rapid germination of start-ups and entrepreneurial endeavors leaves the UAE with better employment statistics than the rest of the world. The number of female graduates in the country outnumber the male, but they still find themselves unemployed. This has been the topic of heated debates for years, and is now changing with the integration of women in the industry. The glass ceiling has a crack in it and will soon be completely shattered as women emerge in prominent roles. Incubators and young companies are looking to hire in their immediate community, which introduces greater opportunities for local candidates.

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The Emirates Nationals Development Program has also announced plans to lower the number of job seekers in Dubai to less than one percent by 2021. Industry investigators predict a spike of 80 million and 100 million jobs in the following decade. The numbers only get more optimistic with the Expo 2020.

STAY IN SCHOOL The truth is that education can either be a deal maker or breaker, depending on the industry. President and founder of College Recruiter, Steven Rothberg, explains “There are some who say that a college degree today is as important as a high school degree was decades ago. There are others, largely within the tech and entrepreneurial ranks, who argue that a college degree is vastly overrated.” “The reality is college is critical for some and detrimental to others,” Rothberg adds. “Most of the majors at the vast majority of colleges and universities deliver the skills to their students that they need to be successful in their careers. But that doesn't mean that every student receives the skills they need. Many, unfortunately, attend great schools but are in the wrong majors.” Education has adopted diverse forms in the age of information explosion. A classroom desk and chair is no longer the only medium that can produce a graduate. Current students have access to an array of options ranging from distance learning to autodidact education via openlearning. While this offers a doorway to exciting possibilities, a pragmatic outlook is recommended. For instance, an online crash course in human anatomy won't lead to a blooming career in healthcare. Similarly, creative coding applications may offer cuttingedge practice that enhances your related skill set. An enthusiastic blend of academic and practical experience is thus a winning combination. - Nichole Charles Miranda

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The Power of Coaching

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orporate coaching is a dynamic tool to accelerate leadership development at all levels. Extensively used across western organisations, the practice only started to be adopted in the Middle East recently as multinationals sourced coaches for their senior managements. Nic WoodthorpeWright, managing director of the UAE based WWA Corporate Coaching and former president of the International Coach Federation’s Dubai Chapter, shares his insights on the executive coaching and the value it can deliver for regional firms.

Can you explain in a nutshell what does WWA Coaching do and with whom do you work? As an organisation we currently have more than 30 certified executive coaches in the GCC region; most of whom have lived here for many years. We’re aligned with the International Coach Federation (ICF), which is the largest governing body of coaching in the world with 27,000 members. We work across the region and are the preferred supplier for companies like HSBC, Siemens, and Intercontinental Hotels Group. They were among the first companies to recognize coaching as an important tool in their leadership development process. We also work with semi-government and privatesector organisations.

Nic Woodthorpe-Wright, Managing Director of WWA Corporate Coaching

Based on your experience, would you say that the concept of coaching has taken off in the region? The Middle East is not completely different from the rest of the world, but there are some subtleties in the culture. A coach with that knowledge and awareness can provide more effective coaching. In the last four or five years, multinationals with experience in Europe and the U.S. have

been bringing their understanding of coaching into the region. The systems are now starting to absorb this and organisations are looking to integrate coaching into their HR development strategies.

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conservative culture in the region, and people are finding massive value in the coaching process.

Some coaches without experience are reportedly failing their clients. Why do you think this is happening? First of all, coaching is not built on experience, it is built on process. A coach can work in industries they’ve never worked in before. For example, I may have never worked in the financial arena, but I can work with very senior people in the financial industry. As a coach, I’m effective not because I bring in my technical expertise; in fact, you don’t want my technical expertise, it will ruin your business. What I bring is an ability to work with you as a leader and to draw out your experience, knowledge and wisdom into the workspace, which you can then use more effectively. I don’t do that with experience, I do that with coaching skills.

Are there any cultural barriers preventing GCC companies from hiring coaches? I’ve found Arab cultures to be very curious and intrigued by the coaching process. We work many GCC nationals; they make up about 50 percent of the people we work with and I think that number is going to climb. We also work in Saudi Arabia, the most

Experience is valuable in the GCC region for a different reason. We have a very hierarchal culture, one that respects authority and experience. But at the end of the day, organisations are realizing that if they continue to work with that hierarchy as it has been traditionally, they’re going to have a challenge as the world starts to change. Coaching is a very powerful cultural shift that helps people access much more of the knowledge that sits within the organisation and to do that naturally with their processes.

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Is coaching better suited for top management then? Coaching is for every part of an organisation. When people are starting to step in to the coaching space, however, it’s better that they sample it at the highest level possible, because they’ll be sending the right message that coaching is not just for the junior levels. If seniors have got it, it becomes an aspirational process and a lot easier to sell internally. Also, when the most senior people have already experienced coaching and talked about the outcomes positively, that’s when coaching get the greatest value. Coaching works best when people feel excited and engaged. You put in 100% in, you get 100% out. You put 10% in, and you get the same out. You have to put in your own commitment into the process.

How would you advise an organisation that wants to hire a quality coach? As an organisation, when you hire a coach you’re taking a risk. And you want to minimize that risk. The best way to do that is to tick a number of boxes before you select a coach. Make sure your coach is certified in a recognized coaching model; there is a number of governing bodies out there, but the ICF is the largest and most prevalent in the GCC region. From an ICF point of view, find out their credentials, such as the number of hours that they’ve coached for. Then it’s about chemistry, we’re human beings so that’s important.

- Heba Hashem

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Your Best Employee Role Model? It’s When You Have Active, Engaged Managers “I love this job. The work I do is so interesting and I am finally in a job that I am learning so much. My problem is that this manager of mine is totally out of control. Everybody knows it, even her boss, but he just looks the other way. That is why I am beginning my search. We have lost so many good people over the year I have been here because they just will not tolerate it.”

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hat was an interesting insight I was given the other day. It caused me to think of a seminar on employee engagement I ran in Cairo a few months back where one of the participants gave another interesting insight. They said, “Fire all the bad managers since that is where engagement begins.” Applause erupted. Whatever your views on bad managers, and/or engagement for that matter, it comes down to two people in the room. The relationship that managers create with their team will determine the level of engagement within your organization. It starts one connection at a time.

Does your department resemble a wake? During my career in corporate HR, I always noticed departments that seemed such a good place to be. You know what I mean — everyone

Ron Thomas, Managing Director of Strategy Focused HR Group

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laughing, crowded into the manager’s office, having lunch or coffee together, having drinks at the end of the day. On the other hand, you notice from afar other departments and the distance of team members, with everybody going their own way whether it be to lunch, coffee or after dinner hanging out. It almost resembles a wake. Everybody walks around with their head down trying to stay below the radar. You tell me which department you would want to work in. In a lot of cases, the managers are not totally to blame. People were, at one time, promoted into management based on their technical skill set. Top salespeople became the sales manager. However, today the ability to collaborate, mentor, coach, and guide will have to be the competencies that determine the selection of your future managers. The lone wolf whose mantra is “my way or the highway” should never be put in charge of managing a group of people. It is a recipe for disaster. As my friend said to me, it can have a disastrous effect. The new manager has to understand their importance in creating an environment where everyone is connected and, for the most part, “wants” to be there.

A new style of leadership development Going forward, there needs to be a new style of development to create a culturally aware manager. This level of training should start with first level or new managers and continue up the leadership food chain. Every person in charge has to understand their role in building a culture of engagement

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Why does one organization, or department for that matter, get a reputation as a great place to work, while another struggles to retain its employees? You may attract people, but that does not connect an individual personally to an organization.

Needless to say, I did not move any further along in the selection process. I was told that HR belongs to the organization and is the driving force for the organization’s missions.

The level of commitment and the willingness of an employee to recommend their employer to others is what engagement is all about. The manager plays the most important role in that equation. But, those same managers can make or break an organization.

My thought then, and has always been, that our employees are our internal customers. They are the key assets in implementing and maintaining the culture of engagement that leads to an organization’s success.

The importance of the engaged managers Engaged managers should act as a positive role model for all employees, and this strengthens engaged teams. Engaged managers are more likely to have an engaged team; disengaged employees probably have a disengaged manager, too. Each team or department needs to understand how its roles and tasks fit into the organizational vision. Remember — each department ties into the overall organizational vision. • Engaged managers use a diversity of skills, experiences, and backgrounds within the team to create an enthusiastic and innovative environment. • Engaged managers build a climate of trust within the team. • Engaged managers see the individual members of the team and their skills, and care about them on a personal level. I was asked on a job interview years ago about who did I think was my customer as head of HR? My answer was: the employees, and the organization, with the main focus on the employee.

Become the maestro of your own symphony

The driving force behind that prized asset is the team member in charge of producing the organization’s results. That is, it is the supervisor, manager or executive that leads. It is their job to become the maestro of their symphony. The primary duties of this maestro are to unify each team member, set the tone and tempo, listen, and finally, prepare to shape the sound of their department. That is not a skill that everyone has, but it CAN be developed so that you too can earn your baton and begin directing your own musical performance.

Ron Thomas is managing director of Strategy Focused HR Group, a Dubai based HR consultancy, and senior faculty member and representative of the Human Capital Institute in the MENA region. He was formerly the CEO of Great Place to Work-Gulf and has held senior HR positions with Xerox HR services, IBM, and Martha Stewart Living. Thomas received the Outstanding Leadership Award for Global HR Excellence at the World Human Resources Development Congress in Mumbai, where he was named as one of the 50 Most Talented Global HR Leaders in Asia.

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Emiratization & Youth Employment: A Legal Perspective

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he youth of today is a nation’s strength of tomorrow; global growth relies on their development. Being employed not only enhances their financial situation but it teaches them responsibility, organization, and time management. Despite these facts, the crisis of youth unemployment has been resonant in our society for a long time. According to the International Labour Organisation (ILO), the unemployment rate is defined as the “number of unemployed youth (typically 15 to 24 years old) divided by the youth labour force (employed + unemployed). The unemployment rate is one of the best known and most used labour market indicators. Compared to 2012, the youth unemployment rate has decreased by 1.4 percentage points in Developed Economies and the European Union in 2015, according to ILO, and by half a percentage point or less in Central and SouthEastern Europe (non-EU) and CIS, Latin America and the Caribbean, and Sub-Saharan Africa. The remaining regions – East Asia, South-East Asia and the Pacific, the Middle East, and North Africa – saw an increase in the youth unemployment rate since 2012 and a slight dip in 2014, or no change in the case of South Asia. Moving to the GCC, the issue

of youth unemployment in the region must not be overlooked. Saudi Arabia’s largest bank, National Commercial Bank (NCB), reported that unemployment among citizens in the six-nation Gulf Cooperation Council (GCC), the richest in the Arab world, has remained far higher than the rate among expatriates. On the other hand, the economic ramifications of the worldwide recession and Arab Spring are stimulating youth unemployment figures at an alarmingly high rate in the Middle East and North Africa (MENA). ILO predicts that youth unemployment in the Middle East could increase to 29 percent by 2016, a rate they have labelled “disturbingly high”. In the UAE, the Ministry of Economy’s Labour Force Survey 2009 estimated that around 200,000 UAE nationals would reach the working age by 2020 and at least half of them were expected to enter the labour market. This issue should be dealt with through long- and short-term intervention programs. Short-term schemes can include nationwide programs targeting the employment of a fixed number of individuals annually, and can provide incentives to the employer such as financial benefits (a percentage of the salary) for a limited duration. A fund could also be set up for Emiratization empowerment, thereby increasing the demand for the national labour force and activating related

program. Measures could also be introduced to reduce foreign labour fees for companies committed to Emiratization initiatives. In the longterm, policies can be implemented to encourage the participation of UAE nationals in the private sector by guaranteeing them comprehensive social protection. When it comes to Emiratization, the UAE aims to increase the number of citizens employed in the private sector by tenfold by 2021. Indeed, the country is striving to create a knowledgebased economy pioneered by Emiratis. In order to move into this direction, there has to be a shift of employment from the public to the private sector, which in turn would enhance productivity in the public sector itself. Towards this, the Absher initiative was launched. The program is based on four pillars which are: creation of employment opportunities for UAE nationals, vocational guidance and counselling, training and development, and motivating Emiratis to work in the private sector. Complementing Absher are other initiatives and entities such as Tanmia, the National Human Resources Employment Authority, Abu Dhabi Tawteen Counsel, and the Emirates National Development Program. Under the UAE Labour Law, foreign nationals can be employed only after getting approval from the Ministry

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Althea Edwina Rozario, Partner and Legal Consultant at The Legal Group

of Labour and if no qualified Emiratis were found to fill in the vacancy. Moreover, several Ministerial Orders have been passed to increase the employment of citizens, especially in the private sector. The Ministerial Orders No. 41, No. 42 and No. 43 impose a quota system on privatesector employers, under which a company is obliged to recruit a specific number of citizens to ensure that it meets the required national workforce percentage of the total number of staff. Currently, the Emiratization quotas are 2% for commercial entities, 5% for insurance companies if they have more than 50 employees, and 4% for banks. The Central Bank and Insurance Authority have the authority to decide on the increase every year

for banks and insurance companies respectively. The Cabinet Resolution No. (635) of 2008 states that a company with more than 100 employees should employ an Emirati public relations officer. Furthermore, the Council of Ministers Order No .26 and Ministerial Order No. 1187 of August and November 2010 respectively offers incentives to companies adhering to the principles of Emiratization. These Laws are not applicable in free zones as such areas have their own set of rules and regulations. The Ministry of Labour could also block a work permit or residence visa application from a private company if it finds that there are UAE nationals qualified for the post yet unemployed.

Nevertheless, such measures are seldom enforced. Some authorities, however, such as the Insurance Authority, reject the renewal of commercial licenses when they find that a company has not met the Emiratization quota. In conclusion, the UAE enacts a set of efficient laws that promote the employment of citizens as well as Emirati youth. If UAE nationals utilize them well, the issue of unemployment could be largely reduced.

By Althea Edwina Rozario, Partner and Legal Consultant at The Legal Group

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Excellent Sheep The Miseducation of the American Elite and the Way to a Meaningful Life Author: William Deresiewicz Publisher: Free Press, 2014 ISBN: 9781476702711

Review Author William Deresiewicz grew up in a household that valued education, science, the Ivy League and a brilliant career. He became a professor at Yale University while still in his 30s (he later quit to become a writer). His fierce indictment of elite colleges, overbearing parents and driven students comes from firsthand experience. Deresiewicz portrays a system of higher education in which top colleges pursue only money and prestige, parents push children mercilessly – largely to bolster their own self-worth – and students (the titular sheep) care only about the obscene salaries they’ll command on graduation. However, these are not opinions to take literally. Reflect instead on Deresiewicz’s message; he is passionate and pushes his arguments to the extreme. He speaks to the rule, not the many exceptions. With that caveat, getAbstract recommends his call for better values and real learning to parents, students, employers, professors and those governed by his educated herd.

Overall Rating

8/10

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7/10

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Learning to Succeed Rethinking Corporate Education in a World of Unrelenting Change Author: Jason Wingard Publisher: AMACOM, 2015 ISBN: 9780814434130

Review Practices and products that once put your organization at the top of your industry might now provide for only its basic survival. Global and virtual competition, rapid innovation and relentless change mean leaders and employees need to learn constantly. Learning requires curated access to information and knowledge about emerging practices, new technologies, and political, economic and environmental happenings around the globe. Goldman Sachs Chief Learning Officer Jason Wingard explains that companies need experts to collect, process, analyze and disseminate information through training, events, social media and “learning portals.” Though his arguments slide in spots of muddled writing, getAbstract recommends Wingard’s valuable eye-opener on learning to executives, CLOs, managers, start-ups, entrepreneurs and business students.

Overall Rating

8/10

Applicability

8/10

Innovation

7/10

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The One World School House Education Reimagined Authors: Salman Khan Publisher: Twelve, 2012 ISBN: 9781455508389

Review Improving schools is one of modern society’s most vexing challenges. Khan Academy founder Salman Khan, something of a rock star in education, offers a compelling set of instructions. Test less and demand more. Drop summer vacation. Stop wasting time in useless lectures. End tracking. Prove that with the right instruction, even slow kids can excel. While Khan’s prescriptions are intriguing, at times he seems to overestimate school systems’ abilities to change. Still, given his pioneering role as founder of Khan Academy – a nonprofit offering free online lessons – his fascinating analysis, if somewhat radical in parts, provides many possible solutions. getAbstract recommends his discussion to teachers, students, parents and policy makers seeking a fresh look at educational reform.

Overall Rating

8/10

Applicability

8/10

Innovation

8/10

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Leading the Learning Revolution The Expert’s Guide to Capitalizing on the Exploding Lifelong Education Market Authors: Jeff Cobb Publisher: AMACOM, 2013 ISBN: 9780814432259

Review E-learning expert Jeff Cobb details how to plan, develop and promote a profitable Internet curriculum for adult learners. This expert, comprehensive guide covers how to sell learning products and services online, how to use a variety of web tools to conduct market research, and how to vend almost any products and services via the Internet. Leaving no aspect of monetizing online education uncovered, Cobb also explains overall Internet marketing more effectively than most specialized sales guides. getAbstract recommends his knowledgeable, accessible manual to anyone who is seeking to sell products or services online – educational or otherwise.

Overall Rating

8/10

Applicability

9/10

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The Business of Learning How to Manage Corporate Training to Improve Your Bottom Line Author: David L. Vance Publisher: Poudre River Press, 2010 ISBN: 9780984585373

Review Caterpillar University, rated 2004’s best corporate university, is one of the world’s leading business learning institutions. When CAT U first began operations in 2001, David Vance was its primary architect, guiding light and visionary – a business-oriented leader who served as its president to 2007. In this “MBA in a box” for chief learning officers (CLOs), he draws on his valuable experience in planning, setting up and running CAT U. Vance discusses the importance of establishing a strong business case for corporate learning and shows how to make such education a strategic contributor to any organization. He details how CLOs can maximize the return for every dollar spent on their corporate learning activities. getAbstract predicts that Vance’s big (500-plus pages) book is certain to be a lasting standard in the learning industry.

Overall Rating

8/10

Applicability

9/10

Innovation

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Revolutionize Learning & Development Performance and Innovation Strategy for the Information Age Author: Clark N. Quinn Publisher: Pfeiffer, 2014 ISBN: 9781118863619

Review Clark N. Quinn, an expert on corporate learning, proposes a total revamp of the learning and development (L&D) industry. He identifies recent technological and social changes, and blasts the field for ignoring them. Calling for L&D to transform into “Performance & Development” (P&D), Quinn both outlines an idealized model and discusses practical issues in P&D implementation. Though at times wordy and wandering, his message is an alarm clock for the industry, a challenge to awaken and update where necessary, but without undermining learning that works. getAbstract recommends his change guidebook to corporate learning professionals.

Overall Rating

8/10

Applicability

8/10

Developed in collaboration with :

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Listings of Tenders in Abu Dhabi Emirate Abu Dhabi Government Tenders: http://bit.ly/adgovtenders Department of Transport Tenders (DoT): http://bit.ly/dottenders Department of Municipal Affair - Municipality of Abu Dhabi City (ADM): http://bit.ly/admtenders Tourism Development and Investment Company (TDIC): http://bit.ly/tdictenders Abu Dhabi Water and Electricity Authority (ADWEA): http://bit.ly/adweatenders Abu Dhabi Ports Company (ADPC): http://bit.ly/adpctenders Abu Dhabi Education Council (ADEC): http://bit.ly/adectenders Abu Dhabi National Oil Company (ADNOC): http://bit.ly/adnoctenders Abu Dhabi Police (ADP): http://bit.ly/adptenders Abu Dhabi Chamber of Commerce and Industry (ADCCI): http://bit.ly/adccitenders Emirates Tenders: http://bit.ly/emiratestenders Tenders Info: http://bit.ly/tendersinfo

Event and Conference Listings Abu Dhabi Events: http://bit.ly/abudhabievents Visit Abu Dhabi Events Directory: http://bit.ly/visitabudhabi UAE Interact Directory: http://bit.ly/uaeinteract ADNEC Events: http://bit.ly/adnec ADTCA Events: http://bit.ly/tcaad Yas Island Events: http://bit.ly/yaseventlist

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