How Different Is HR In UAE Than India...

Having worked in India for long as HR Professional and then working in UAE as an HR Professional, i think the HR profile of UAE based organisations are very different from Indian Organisations.. Would like to invite the views.. I think the core values of HR are diluated to suit the organisations here e.g although the systems for Performance Appraisals and Training & Development are in place but are not followed sincerly... i.e not much importance is provided... Opinions are invited and would also like to know which organisations in UAE follows best HR Practices...

Dear Amit
Thanks for raising this topic. Most of us do feel this deep in our heart and mind and we often express it in a Key word for a next job search "Creativity" & Freedom.
I think, Creativity and Freedom are directly proportional to Motivation. Motivation for the HR owners themselves. Once they are motivated then lots of creative strategies concerning the developmental activites in HR (HRD) can be projected & implemented. Which we often see in most of the countries.
What we lack here is that drive due to a certain system of employment being followed in this part. Most of the businesses are driven by an expat workforce who are always under a threat or rather say insecured of a job loss. Plus being a Mega Metropolis you will always have more better options available to replace. Unless security is provided to an individual, one would never be motivated to go an extra mile to meet his / companies objectives.
Cheers
Sajid

Dear All,
Having now been in the UAE for 5 years and engaged in consultancy efforts for 2 years on my own, here are my observations.

Human resource practice here is often focused on adminstrative functions only. The emphasis seems to be on policy and proceedures, ie you MUST use pink paper to submit your recruitment request; anything else is seen as "non compliance"

HR professionals need to become more strategic, more aligned with business outcomes and metrics and less concerned with did you each a blue- inked pen when you signed your name.

Change here is quick and multi-dimensional and requires analytical skills, strategic thinking and the ability to take appropriate risks and initiatives. You need to be able to offer solutions that while aligned with international best practices, can be tailored to fit the local cultural setting. A best practice is only a best practice if it will facilitate the business and human capital requirements of the local environment.

I often see practicioners here focus on minutae and beaucracy that stands in the way of doing the business of the organization. Highly qualified talent is still in demand; however there are those who will not pay for it becuase they can find "cheaper" hires.

Over the long term, your organization suffers from inferior productivity, brain drain and lack of competitiveness.

Frankly, you get what you pay for.

As an example I was on a call in colloboration with a S Asian consultant just today. He informed me that my rates were "ghali" or expensive.

My response is this: I have over 25 years experience in workforce development issues, training, assessment, curricullum developing and tailored or besoke programs. I have a plethora of credentials, and have been an international speaker. I'm true SME in my core areas of expertise and have access to SME's who can assist in those areas in which I am more shallowly skilled.

The investment made in my experience requires a healthy compensation or fee. While I appreciate "discounts" in a downturned economy, you still cant buy a "Mercedes" for the price of a Kia.

I am amuzed because no one seems to flinch when an well known "branded" organization asking for a substancial daily rate, then why should my organization be asked to offer sub standard fees?

As we tell our clients, unlike some of the brands out there, we dont send the top guns to sell you and then put freshers on the project. Senior principals meet you and discuss your needs and the same experienced professionals come and deliver the service.

in the end, it means that you dont have to pay 2x; once for learning experience of the less skilled who learn at your expense and again for someone like us to come and clean up the mess.

Forgive me if I seem just a bit perplexed today; A diamond is a diamond even when the stock market falls...

Cheers

Dear all,

Well said Sajid and Very Well said Bruncha. The item discussed (I will not say an issue - will explain on my way, why?) which is going to stay here in the UAE and in the Middle East as long as the mix of work force happens between expats and the traditional local Arabs. Cultural differences and practises along with experience and inexperience gained and brought forward is one of the reason for this. With my limited experience in this country (as I believe in continuous learning), I will continue to say that end of the day, the traditional system would love to take a laid back policy when it comes to policies and procedures. Of course, changes have happened, happening and will evolve in HR field too. However, it takes lot of determination and focus. This is where the true HR spirit lies and incidentally, this is what this Cite HR forum and the truly active members are trying vigorously through their very humble and silent efforts these days. A sense of dedication and silent killer attitude to come on top of those irregular practises is really required and look forward to.

As Sajid said, only through self motivation, HR professionals can come out and TRY to implement there true HR visions here. Because, in general, they will not have any takers as most of the organisational structures are based only on Administrational activities and the job of HR lies only in the initial stages of employment. Even there, they will have to budge in to numerous recommendations and ends up recruiting what they were offered through inter-departmental/personnel influences. This will be the first stage of their set back as those who come in through this method will never fit in to their vision for implementing new strategies.

There are several other impediments on your way as you get going. It is here, the art of human management and skills comes into play and it is how a true HR professional through better application of both the above qualities comes out winning.

Communication or lack of it, is one factor which stands in the way of many experienced HR professionalist here to get through their ideas to the management and employees. Hesitancy to learn additional language skills (especially local or majority workforce language eg Arabic) deprive the HR professional to effectively communicate his/her ideas to the parties intended in their own language and terms.

Selling skills, especially, self selling skill is another factor which I have seen as an impediment in communicating effectively the ideas we visualise. Many times, we see great visions ending up in dust bins when they are not effectively marketed across the table and the wire. What you have in mind, clearly communicate keeping in mind the value of the time of the person receiving it. KISS – Keep it short and simple and study well the attitude of the receiver and the tradition they have been following and how well they view your ideas. (I am sorry this reply is not a KISS and an example of “it is difficult to practise what you preach”).

The effect of professionalism or rather respect for professionalism is minimal due to the traditional approaches I have mentioned earlier. I am not mentioning that the system in place is not receptive to professional approach. But, it is taking time to convince them (organisational management) the values of carrying a professional and qualitative approach. It is never easy. I will present my experience as a person vigorously interacting with various government organisation with TQM programmes around. Previously, whenever an idea or an initiative submitted to these agencies never received any acknowledgement or feedback resulting in thoughts that the amount of time and effort spent has gone waste or not. After repeated e-mails, personal meetings, phone calls to the who’s who of these programmes, it has come to a stage that now a days, there is a systematic and schematic logging, acknowledgement, tracking and implementation appraisal of those suggestions and complaints addressed to these authorities. It required time, and also simpler communication methods which made them realise the value of those inputs.

I will conclude myself with my approach – “Never budge in for inferior stuff”. Keep an attitude of no-nonsense approach and thoroughly project your professional value wherever you go. As Bruncha rightly concluded and I concur with her, a diamond is a diamond and let your knowledge, experience, inter-personal skills, communication, attitude, approach, ability to implement your know-how across the table, and finally a pleasing smile makes you STAND OUT from the crowd around you.

Wish you all greater success ahead.

Ramesh Menon

To folow on to the comments I made, after a frustrating day, I would like to share additional views.

I find that many here in HR roles be they from the sub continent or from Arab population, HR has been seen as administrative...ie, recrutiment procedures, onboarding, procedures, training programs selected from a vendors predefined list, where you "tick" the box and make your selection from the offerings.

Further, performance management is seen as an annual "event" of filling out a form and sending it for a increment change or a grade change.

Leave and sick leave are tabulated, and dispensed. Doctor's notes are collected, late arrival is tracked etc.

Nothing about the above is strategix or adds much value. Where is the engagement with the business objectives of the organization? Where is the concern for competency, right fit, training plans that flow from needs analysis that is tied to talent management?

To be fair, there are pockets of bright light where this is being done and where assessments and analysis, that leads to appropriate manpower and succession planning is taking place, but there is not enough of this.

Wny not...? Its partly due to the "professionals" themselves since I see an over reliance on procedure and a significant concern to be compliance policemen.

Acting as a internal consultant that addresses strategic issues in your organization ( or in my case, for many organizations) is hard work. It means being willing to find simple models and presentations that help senior management to know what they "dont know".

It's our job to help management understand the inter-relatedness of HR functions and help to realize that talent management is the core issue, and that policy and procedure have to follow from an understanding of what does your business DO, what kind of people can help you to do what you do, and how can keep being "doing" what they do well, to stay healthy, effective and cost efficient. Procedures dont do that... strategic thinking and active engagement do

Many HR professionals shy away from wanting to see the "business side" of our professional and what to only talk about the people side.

We will never make progress if we dont learn the language of business and cant tie our programs and efforts to ROI

Will we make the shift all in one day", No you dont eat an elephant in one bite.

You have to content to make incremental progress but you still have to keep trying.

Regards