< Previoushe war for talent in the GCC is heating up to unprece- dented levels. The pandemic severely disrupted the regional labour market with employees considering more than just salaries when selecting an employer. As a result, the need for organisations to ‘protect and attract’ talent has become the primary focus of leaders. This trend undermines many organisations, especially those who fail to build adequate talent engines. Such organisations waste precious resources by deploying unsustainable salaries with no meaningful development pathways for high-performing staff. Implementing a successful growth culture to win the battle for talent requires a commitment from all levels of the organisation but must be driven by Executives. Here are some of the most tangible steps implemented by winning organisations: An effective Employee Value Proposition must be authentic, centred around the organisation’s values and perceived appeal within the labour market. Underpinned by its relevance and goodwill towards employees, this requires a meaningful translation into capabilities, growth-oriented development, outcomes, and rewards. Beyond marketing slogans, such attributes must be articulated and lived by leaders unconditionally. A commitment to growth must be purposeful and tied to intentional capability building enabling staff to deliver results within the organisation. Of late, GCC organisations required a major step-up in their technology and data capabilities. Short- term, yet expensive fi xes include hiring Senior-level executives or external consultancies which proved unsustainable. Upskilling employees based on merit and mutual value-gener- ation provide a win-win solution for all parties involved. For one regional automotive conglomerate, developing its cadres’ technology skills based on market demand resulted in delivering unprecedented growth in its sales and aftersales divisions. This helped strengthen employee-commitment, ensuring the success- ful implementation of its digital transformation at a time of intense labour market competition. Driven by the region’s drive for economic diversifi cation, traditional players are fi nding it impossible to compete with ever increasing salaries. To get ahead of the curve, one progressive energy group deployed an incentive programme rewarding staff for the long-haul if shared organisational objectives are met. The tight alignment of strategy and incentive benefi ted both execu- tives and employees. The executive team was able to create greater clarity on expectations, objectives, and responsibilities while employees increased their awareness of the desired organisational culture and behaviours required. Most importantly, this lever motivated all staff members, regardless of their background or department, creating a sense of ownership and advocacy. As a result, the organisation witnessed an increase in profi tability and productivity within the fi rst six months. Its Lost Time Incident rates and average sick days also saw a major decrease. The stakes are high with severe consequences for organisa- tions who do not nurture employees in this war for talent. Employees will only engage your customer base if they themselves are part of an engaging environment themselves. Whilst imple- menting this long-term play, organisations should be careful not to be allured by quick wins alone. Rather, balancing immediate successes with long-term and durable organisational outcomes. 50 CEO MIDDLE EAST FEBRUARY 2023 FINAL THOUGHTS THE WAR FOR TALENT Employers need to protect and attract talent if they are to thrive in the GCC T BY EHSSAN ABDALLAH, EXECUTIVE DIRECTOR OF ADAPTIVE GLOBAL Workforce. The stakes are high with severe consequences for organisations who do not nurture employees in this war for talent, Abdallah believesFUTURE OF SMART HEALTHCARE STARTS HERE! As part of the Kingdom’s Vision 2030, the Health Sector Transformation Program will restructure the healthcare industry. Integral to this restructuring is a move to e-health services and digital solutions, as well as improving the quality of health services. Keynote presentations by government and healthcare sector will explore topics in detail, with an eye towards examining key takeaways and valuable information for industry leaders on developing a smart healthcare system. NETWORK, MEET YOUR TARGET MARKET, AND DO BUSINESS! Adjacent to the strategic level conference is the expo area where event sponsors and exhibitors will showcase the latest in smart healthcare technology to delegates during the conference breaks. It provides the perfect one-stop-shop to network with the industry and increase your business potential! Event website with further details is: www.smarthealthcareksa.com 7 & 8 MARCH 2023, RIYADH The event focuses on digital transformation of the healthcare sector to achieve Industry 4.0, and how this will improve efficiency, efficacy, meet patient demand, and realize objectives of the Health Sector Transformation Program. SMART HEALTHCARE KSA CONFERENCE & EXPO 2023 ENABLING HEALTHCARE 4.0 LAYLA ALSALEHI Director of Virtual Healthcare Service Activation, Seha Virtual Hospital and Innovation Empowerment Center / Ministry of Health DR MUSTAFA H. QURBAN Consultant and CIO, King Fahd Military Medical Complex (KFMMC) DR TAMARA SUNBUL Director of Clinical Informatics, Johns Hopkins Aramco Healthcare DR MUSSAAD M. AL-RAZOUKI Chief Executive Officer, Kuwait Life Sciences Company AHMED ALZAHRANI Director of Healthcare Technology Development, Ministry of National Guard Health Affairs MOHAMMED ALHEFZI Digital Partner & Country Lead, Pfizer PROF. MAHMOOD ADIL National Healthcare Advisor, Ministry of Public Health, State of Qatar YAHYA AL FARSI Public Health Consultant, Gulf Health Council For further details including event sponsorship and exhibitor opportunities, please call: Krishna Mahbubani Tel: +971 (0)52 874 2175 or email: Krishna.Mahbubani@itp.com CONFIRMED KEYNOTE SPEAKERS INCLUDE: Silver Sponsor: Official Supporters: AN ITP MEDIA GROUP EVENTExplore more difc Future of Private Wealth and Family Businesses starts here. C M Y CM MY CY CMY K Family Wealth-CEO.pdf 1 19/01/2023 3:44 pmNext >