Tag Archives: professional experience

What do Employees Want?

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I have conducted enough exit-interviews to get a baseline on the situation, and I don’t want to be another writer talking about why employees leave an organization, I would like to look at it from a different prospective.

Let us reverse engineer the situation, and get back to the basics, adding only the aspect of psychology to the mix.

When we are talking about psychology, we have to look at Maslow’s hierarchy of needs:

Maslows-Hierarchy-of-Needs

As it is shown above, a person can only reach his/her potential after securing the basic needs.

Companies sometimes neglect the basics, that is why I want to explore them, and hopefully

  • Physiological:

This comes at the very top when it comes to needs to a person, also known as the biological needs, and if this need is not met, then it is highly likely that the life would seize to exist. These needs include: air, food, drink, shelter, warmth, sex, sleep, etc.

Most companies tend to serve this need by fair compensation for the work the employee does. But why not get creative with this, companies should explore serving this needs more directly, for example offering discounted or free lunch in the company, maybe going a step further by offering a full meal plan that covers this particular need fully, I know some might not agree, but I am a believer of the chaos theory and in particular the butterfly effect, and I believe that every small thing matters in the long run, and might be the game changer.

Another example is sleep, well, I would group it under rest, I noticed most the companies focus on tardiness (which is understandable) but the don’t consider workaholics, in fact, some managers want their team like that, and that is a big problem, because the employee is not getting one of their basic needs, they will eventually burn-out, and will leave the organization, even if the employee is getting all the recognition and reward that any company can offer, the company/manager neglected the basic need of “rest” and focused on a need that falls under this particular need.

  • Safety:

After a person fulfills the basic physiological needs, the concern comes to preservation and continuity, here comes the safety needs, which include: protection from elements, security, order, law, limits, stability, etc.

Before I get into details about this, I would like to remark about the job security need, I believe it is misunderstood in this part of the world, and I will be writing soon on this particular subject.

Getting back to the safety need, the organization can easily expand on it, in fact, large Saudi Arabian companies are taking it under consideration when they offer Housing plans to their employees, which hits the security of property and family, other companies offer pension plans (other than the government mandated “GOSI” plan).

But why not expand on this even more, I used to work for an organization that offered any new parent a new baby car seat, for the safety of the child, that small gesture shows the level of the company’s commitment towards securing safety, not only to the employee, but to the family of the employee.

  • Love/Belonging:

When the future is secured, humans then want to belong, for example: work group, family, affection, relationships, etc. And here is where most SME fall short in the competition with the large organization and the usual response is that it is due to the difference in budgets allocated to such activities. I tend to disagree, taking the butterfly effect into the equation, the smallest things can make the biggest differences

These days, the focus on engagement is at an all time high, where some companies started to hire consultants to help with the engagement, but in reality, this stage doesn’t require this much effort, companies should go to the basics, when does someone belong? And answering this question can take volumes, but a full answer is not really needed, starting with small actions such as a quarterly lunch, a weekly department coffee break are good examples of starting points. Employees should always feel comfortable with their surroundings, most companies think that it is only about furniture and buildings, but even the company’s actions can affect the comfort levels of the employee.

  • Esteem:

Now that the employee is engaged and feels belonging to the company, the employee needs to feel appreciated for his/her efforts. This need covers: self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc.

And that can be offered by the company in many ways such as recognition for work well done, a nice promotion with a nice title, autonomy …etc.

But this “ego” need isn’t going to matter unless the previous needs are dealt with.

  • Self-Actualization:

It is a great moment when someone realizes his/her potential, when they know that they are making a change, this can only happen when the employee covered all the previous needs.

When someone reaches this stage they are realizing personal potential, self-fulfillment, seeking personal growth and peak experiences.

A human being by nature seeks challenge and craves accomplishments, and everyone has the capability to reach this level, but unfortunately many don’t reach it, and that is due to the focus on reaching the above goals.

This stage allows for the best outcome from the employee, because the employee knows that any/all other needs are met, and the company is helping achieve the previous needs for him/her to realize his potential and achieve it.

 

Adding to the above, in the 1970s adaptation of the hierarchy of needs model, there are two more points added just before the self-actualization:

  • Cognitive:

This need is basically the need of knowledge and meaning, this means that the employee needs to understand the know-how of his/her job and the why, a large number of managers always oversee this need and this leads to the employee feeling worthless because the don’t know how much the company needs their accurate input.

This is why having a clear and understandable process, policy, job description, …etc. is very important to the productivity of the employee.

  • Aesthetic: 

This need is a “transparent” need, meaning that companies can’t have much impact on it, because it could be a self-image issue with the employee, but that doesn’t mean that the company should just overlook this, I worked in a company that had a weight loss competition, this is a very great way of looking at this need and addressing it. The competition was open to everyone, and the judging was on percentage of weight loss and not how many KGs and this offers equal opportunity to anyone to participate.

Additionally, in the 1990s adaptation adds to the list one more need and it comes after Self-Actualization:

  • Transcendence:

After achieving the personal needs, human nature will lead the person to help others reach to the self-actualization stage.

If the company was lucky enough to have one or more employees at this stage is an exciting sense, and HR could use those people as mentors to newly joined employees, it is an easy win-win situation for all parties involved.

Although Maslow referred to additional aspects of motivation, 'Cognitive', 'Aesthetic', and 'Transcendence', he did not include any of these as additional stages in the Hierarchy of Needs.

Clearly the possibilities are endless, and HR professionals should always think more creatively and outside the box when it comes to employee engagement and commitment.

Talent Planning in Operation

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Talent Planning in Operation is one of the most critical areas in the Human Resources.

Talent_Planning

In an organization a diverse workforce is a recipe for success, as they bring different experiences to the table from different parts of the world. Different cultures function in different ways and by embracing the differences we have a potential to change positively and thus achieving greater things. Another example is in the case of expansions, it is always wiser to hire from the people in the new location as it will affect the company positively in many ways, the new local employees will be understanding the area and how to run the business in that area, also it will reflect positively on the company when it is doing its fair share of social responsibility in the form of nationalization. Another type of diversity is hiring newly graduated students to the company, “new blood” can be positive, and will bring a large amount of enthusiasm and energy, also some new ideas can be taken from the fresh graduates that can affect the business positively.

In order to attract such a diverse hi-potential workforce an organization needs to look into different factors, such as:

  • Company Image: company image is crucial in order to attract “high-flyers” and it includes what the company does for business and how the company does its business, also if that type of business is considered attractive by the hi-potentials.
  • Compensation & Benefits: It is definitely the fact that no one works for free, having an attractive compensation package is one important factor to consider to attract hi-potential employees, also different types of benefits are an important attraction to consider, some companies offer shares in the company, other companies offer home ownership programs, depending on the status of the economy in the area of your operation benefits should be tailored to be attractive.
  • Learning & Development: this is one of the pillars of attracting employees, especially to the fresh graduates having a clear learning and development plan will be a definite attraction for them.
  • Social Responsibility: this factor can help in polishing the company image as well, social responsibility is important for the pride it will give to the employees of the company, knowing that your company works hard in order to uplift the community and does it fair share in doing so will fulfill the eternal pride to be working for that company.

In addition to the above, companies need to look into the different factors in the approach to the actual recruitment, such as:

  • Budget: the manpower planning and recruitment budget is the base factor, having a fair budget to hire an excellent recruitment staff, run the recruitment campaigns, on-board people is a definite factor to take into consideration.
  • Technology: we have evolved greatly from the times of receiving paper resumes and sort through them for the “purple squirrel”, a company needs to invest in different types of technologies that help recruiters in finding an even better talent than what they expect. Also they need to approach to newer technologies such as social media and make it part of their overall recruitment strategy.
  • Compensation and Benefits: again, this factor is mentioned, but this time it is not on developing it, but on how it is conceived by the external candidates, having a positive way in sharing this information without disclosing confidential materials is important.

Now that we looked at some of the factors, we will get into the benefits of different recruitment and selection methods:

  • Recruitment Methods:
    • Career Fairs: career fairs are one of the best methods of recruitment, as it gives insights on the current job qualification market, also, it gives recruiters a chance to spot some of the hi-potential employees, and maybe even have a quick unofficial interview with them.
    • Recruitment Portal: a company with a recruitment portal definitely emphasizes the importance of the recruitment cycle. Having an easy to use and professional looking recruitment portal is a good way of showing a positive company image.
    • Head Hunters: some positions can prove extremely difficult and/or critical to fill, and specialized head hunters can be a very useful tool to assist in those positions.
    • Internal Referral: internal referrals are a positive message to send to existing employees that their contribution matters to the company, but in doing so, the human resources department needs to set clear guidelines on it to avoid nepotism and ensure equal opportunity.
  • Selection Methods:
    • Psychometric Exams: these exams offer an insight into the candidate’s personality, and it is important when selecting candidates to see if that candidate’s personality fit within the organization.
    • Assessment Centers: those centers put the candidates in extreme situations and can be effective in selecting the right candidates for the job, especially if the vacancy is critical.
    • Panel Interviews: panel interviews are a good way of showing and implementing equal opportunity practices, and avoiding any and all types of discrimination.

 

Developing Mentoring Skills in the Workplace

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Mentoring is a relationship between a senior employee and a junior employee not in the same chain of command but in the same specialization, the mentor has to be capable of mentoring and trains himself/herself on mentoring techniques and motivated by passing his/her knowledge to the mentee, the senior employee offers help and assistance based on his/her previous experiences; it is also a great tool for passing on the learning, skills, and knowledge from top to bottom. The main focus in a mentoring relationship is on potentiality and enhancing capabilities, unlike coaching, the agenda is set by the mentee and the mentor can push some advice and feedback. Usually the mentor/mentee relationship lasts for a very long time, and often it is “for life”.

mentoring

There is a lot of purposes for mentoring, some include:

  • Passing on the knowledge: Mentoring is one of the best ways of passing the knowledge; it gives the mentor an opportunity to share the success stories and the mentee to learn from those stories.
  • To offer a role model and advice: A senior manager in an organization is usually looked up at by the fresh managers, it is a good opportunity to make those senior manager as role models and give their advice to the fresh employees.

 

As for the relationship between the mentor mentee it has its own aspects which include:

 

Relationship aspect Mentor Mentee
Confidentiality: The mentor has to keep discussions to the highest confidentiality level. The mentee also has to keep discussions to the highest confidentiality level and has to know and believe that the mentor is going to respect the confidentiality and will not share any information without prior permission.
Commitment: The mentor has to make the time for the mentee and has to respect the agreed upon time and comes on time. The mentee has to respect the time the mentor set aside for him/her and arrive on time.
Mutual Respect: The mentor has to respect all aspects of the relationship, including boundaries, personal matters, and any other aspects The mentee firstly has to respect the mentor and look up to him/her, including respecting the aspects of the relationship.

 

 

Mentoring can be done in different ways and models some include:

  • One-to-one mentoring:

On-to-one mentoring is a closed mentoring relationship between two individuals only that:

    • Is a more personal approach.
    • Mentee is able to discuss more personal matters.

 

  • E-Mentoring:

E-Mentoring is a fantastic inclusion of technology in the mentoring process that is also:

    • Cost efficient
    • One mentor can actually mentor a larger number of mentees from different parts of the world.

 

  • Group Mentoring:

Group mentoring is a session involving one mentor and more than one mentee, benefits of such a dynamic include:

    • Multiple mentees can be developed at the same time.
    • Mentees can learn from each other’s experience.

 

 

Mentoring can also be a suitable learning and development intervention in situation including:

  • High Potential Employees: High potential employees are the best group to target, because the organization wants them to grow, and this method will also get them engaged with the organization.
  • Leadership development programs: Stepping into leadership can be overwhelming to some employees, so that is why mentoring can be useful in this situation.
  • Succession Planning: Similar to the above point, some might be overwhelmed accepting new challenges.

 

But it is also not advised in some situation such as:

  • Big Ego Mentors: When the mentor has a big ego it is extremely inadvisable, because the mentor will focus on showing off more, rather than developing the mentee.
  • Crises: A crises always needs action, not suggestions and discussion.

 

 

There is a large number of benefits that mentoring offers to both, individuals and the organization, some include:

Individual

Organization
Great source of advice from a person that had a similar experience. A great tool for identifying talent within the organization.
Provides an advocate for that employee Increases the employee engagement with the organization
Helps greatly in personal development Improves working relationship
Increases the motivation Staff retention

 

It is always difficult to introduce a new tool to people, and there are numbers of barriers for introducing mentoring which include:

  • No specific budget: This can cause failure, it is important to set aside a specific budget for mentoring
  • Disengaged staff: If the staff is unwilling participants, it might as well be a time-wasting activity.
  • Blame culture in the organization: No mentee will open up to his/her mentor if the culture within the organization is a blame culture.

Developing Coaching Skills for the Workplace

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Coaching is an extremely important and helpful tool, and it is necessary to be implemented in an organization correctly.

Coaching-Illus1

Coaching has different modules that can help in carrying out a successful coaching session, some include:

  • GROW: Short for Goal, Reality, Options, and When/what/where/want.

Using GROW can identify the actual issues an individual is facing; it also sets a clear picture for the end result, and also examines the actual options and the implementation of the options.

The GROW module is a very simple and effective way, where the Goal is defined, specific and agreed upon, the goal also has to be measurable and realistic for the individual to achieve. Then the after looking at the destination, the current location has to be defined, this is where the Reality comes in play, the coach should acquire as much details about the current situation as possible. Afterwards the coach needs to look at all the possible options, and then even with the options; the coach needs to explore the possible outcomes from those options, and whether they are good options or bad options. Finally, it is time for the Will and that is by setting commitments from the coachee, the coach is supposed to get very specific information on all commitments, including the time frame for them.

  • OSKAR: Short for Outcome, Scaling, Know how, Affirm and action, Review.

OSKAR is another valuable coaching tool; the positive aspect of this tool is the scaling of the situation, and checking to see if the coachee has the necessary tools and knowledge to achieve the said target.

The OSKAR module is another simple and useful tool, where the Outcome is defined, specific and agreed upon, the goal also has to be measurable and realistic for the individual to achieve. Then after looking at the destination, the current location has to be defined, this is where the Scaling comes to play, and where is the coachee right now in relation to the defined goal. Then a self-assessment of the coachee’s current skills and Knowledge or even previous experiences that is going to help him/her in achieving that goal. Afterwards they should agree upon an Action plan that the coachee is going to do whereas before it has to be very specific and includes the time frame. Finally the coach will Review the current action plan with the coachee, also they should review the previous plans made and how was the action plan made successful.

 

The benefits of coaching cover both, the individual and the organization, and it includes:

Individual

Organization
It is a good one-on-one time to focus on one’s performance and developmental needs. Improves Staff Confidence and relationship
It is a good way to clarify thinking and challenge assumptions. Great awareness and engagement tool
Reduce frustration and work related stress. One of the best tools for the transfer of learning
It is a great self-awareness tool A good tool for identifying talent within the organization.

 

Coaching is a unique learning and development method; it differs than other methods.

 

The differences between coaching and training include:

Coaching

Training
Owned by coachee Driven by the trainer.
Non-directive process Delivered to a specification.
Focuses on competencies and behaviours Directive process
  Focuses on skills

 

The differences between coaching and mentoring include:

Coaching

Mentoring
Focuses on both individual and organizational goals. Focuses more on individual goals.
Shorter terms. Longer term (could be a lifetime).
Can be between same level employees or even a junior level can coach a senior Relationship between a senior employee with a junior employee.
The coach gets all the objectives and plan of action from the coachee. The mentor can advise the mentee on a better approach.

 

Coaching can have such an impact that it can be used to meet organizational objectives such as:

  • Business Continuity:
    • Succession Planning.
    • Early identification of potential talent
    • Greater transfer of learning.
  • Employee Engagement:
    • Improves cross-departmental relationships.
    • Enhances management engagement with the staff.
    • Enhances commitment from coaches (line-managers).
    • Improves the employee brand.

A strong commitment from the senior management where they understand and acknowledge the values of coaching is needed for creating a coaching culture within an organisation and it can be done by many ways, some include:

  • Beginning with external coaching to coach line managers and staff, and this will help in building the trust to the coaching culture.
  • Training line managers on becoming coaches for the staff is a good way of getting a positive buy-in from them.

 

Of course in the case of moving forward with an in-house coaching program in the organization, there is a number of advantages and disadvantages, some include:

Advantages

Disadvantages
Development and motivation for line managers Different levels of coaching skills by different line managers
Better understanding of the organization’s culture Confidentiality is a concern
Improves cross-departmental relationships Lack of process understanding
Cost effective Need to train
More controllable Hidden costs

 

 

A Century in Saudi’s Labor Market

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I have talked previously about working generations, but the problem with it was that the working generations were focused mainly about people in the United States of America, So for over a year now, I have been putting aside some time to research what type of generations that are in Saudi Arabia, and for the past three months I have dedicated adequate time to focus on this matter, and as a result, we have “A Century in Saudi’s Labor Market”:

A Century in Saudi's Labor Market

A Century in Saudi’s Labor Market

Saudi Arabia has the world’s second largest oil reserves and the sixth largest natural gas reserves. Thus I have looked at the Saudis and the way they work, and got the following Generations:

 

  • Pre-Oil Generation:

    Pre-Oil Generation

    Pre-Oil Generation

This is the Generation that entered the workforce before the oil was found (1938) of course the time back then were different, having grown up in the time where King Abdulaziz was uniting the now known as Saudi Arabia.

      • Influences:

Since information was not flowing as it is now, this generation was mostly influenced by King Abdulaziz’s conquests and the emerging awareness of Islam. Additionally, trade was a large influence and tribal mentality was one of the greatest factors in their life.

      • Characteristics:

Honest, hard worker, tribal mentality, humble, coming to the rescue of one in need.

      • Pros:

Honest, hard worker, community oriented, humble, coming to the rescue of one in need.

      • Cons:

Uneducated, Xenophobic (unreasonable fear or hatred of the unfamiliar), Closed minded (except coastal cities such as Al-Ahsaa, Mecca, Jeddah, Al-Madinah due to trade and religious visitors often visits).

      • Workplace:

Back then almost everyone was working with a craft, sheep herding, or in a farm, some joined King Abdulaziz in his conquests. And few were dealing in with trades, which means either in farms or workshops or traveling.

      • Work Philosophy (why they work):

Day by Day: To get enough to cover the day’s expenses.

 

  • Oil Generation:
Oil Generation

Oil Generation

This is the Generation that entered the workforce during the oil era of Saudi Arabia (1938 to 1960), of course the time back then were different, having grown up in the time where King Abdulaziz was just finishing uniting the now known as Saudi Arabia. Additionally, entering the workforce when they were needed the most as rig workers or have worked in the building of the Tapline or the construction of the railroad or joining the newly established (Military Industries Corporation), and that entailed that they had to work in remote areas far from their families. This generation had the opportunity to learn first hand from the expert foreigners the vital knowledge in labor works. It is also noteworthy to mention that during this time most of the ministries were being created.

      • Influences:

Since information was not flowing as it is now, this generation was mostly influenced by the newly found Kingdom of Saudi Arabia, and of course the oil exploration. Additionally, tribal mentality was still a factor at that time.

      • Characteristics:

Strong, hard worker, Individuals, trained after joining the workforce, some continued education.

      • Pros:

Strong, hard worker, labor oriented, unprejudiced towards labor work.

      • Cons:

Uneducated, inexpressive, reserved, inexperienced.

      • Workplace:

This is the times where Saudis worked as laborers in remote areas.

      • Work Philosophy (why they work):

Hitch by Hitch: They will go to the location of the work and work for months, and get back with enough money to cover all expenses and some savings.

 

  • Aramco Generation:
Aramco Generation

Aramco Generation

This is the Generation that entered the workforce during the first economic boom of Saudi Arabia A.K.A. “Tafrah”(1960 to 1980),  This generation grew up seeing their fathers and uncles go to remote areas and come back home with enough money to feed them and save some for emergencies, but they also felt the weights on their shoulders and the could have seen the tough times that they have been through. This generation had the opportunity to learn first hand from the expert foreigners the vital knowledge in administration and management.

      • Influences:

Since information was not flowing as it is now, This generation was influenced by the oil generation and by the newly arriving foreigners “even if it was just stories about them”.

      • Characteristics:

Smart, hard worker, Individuals, started strategic thinking.

      • Pros:

Smart, hard worker, admin oriented, unprejudiced towards foreigners, detailed, started education after work, economically better.

      • Cons:

Uneducated, demeaning outlook towards labor jobs, process over goals, resistance to change.

      • Workplace:

This is the times where Saudis started to enter the administration side.

      • Work Philosophy (why they work):

Month-by-month: They have started to budget on a month-by-month basis.

 

  • Boomer Generation:

    Boomer Generation

    Boomer Generation

This is the Generation that entered the workforce age exactly after the first economic boom of Saudi Arabia A.K.A. “Tafrah” (1980 to 1990), This generation grew up seeing their fathers and uncles work in offices with expats, they saw the effect of education on the career. This generation had the opportunity to actually be properly educated in “proper” education systems, they also witnessed the beginning of women education, This generation entered the workforce where high positions were readily available for most Saudis.  It is also during this generation there was a significant increase in the numbers of foreign workers after the oil crisis.

      • Influences:

This generation was mostly influenced by TVs, Telephones, Newspapers, the resignation of king Saud and the assassination of King Faisal, the establishment of companies such as: PetroMin, Sabic, SCECO, Saudi Oger, and the government acquiring 100% of Saudi Aramco.

      • Characteristics:

Smart, hard worker, family oriented, working towards an individual goal.

      • Pros:

Highly loyal to their companies, admin&mgmt + engineering oriented, relationship focused.

      • Cons:

Management style, Some Narcissism due to being raised in a luxurious era, Self-centered, technologically impaired, reluctant to change, not budget minded, quick to criticize, diffusion of responsibilities, short-tempered.

      • Workplace:

This is the times where Saudis have management roles.

      • Work Philosophy (why they work):

Career towards retirement.

 

  • Gulf War Generation:
Gulf War Generation

Gulf War Generation

This is the Generation that entered the workforce age during (and after) the gulf war. (1990 to 2000), This generation also grew up seeing their fathers and uncles work in offices with expats, they saw the effect of education on the career. This generation , entered the workforce with significantly less western management, and a higher number of Saudis.  It is also important to mention that unfortunately for this generation, the job market wasn’t good, due to the war, budgets has been frozen, position has been made redundant.

      • Influences:

This generation (similar to the one before it) was mostly influenced by TVs, Telephones, the assassination of King Faisal, the establishment of companies such as: Sabic, SCECO, Saudi Oger, and Almarai and the government acquiring 100% of Saudi Aramco.

      • Characteristics:

Educated, hard worker, family oriented, working towards an individual goal.

      • Pros:

Highly loyal to their companies, admin&mgmt + engineering oriented, relationship focused.

      • Cons:

Management style, Some Narcissism due to being raised in a luxurious era, Self-centered, technologically impaired, reluctant to change, not budget minded, quick to criticize, short-tempered, diffusion of responsibility.

      • Work Philosophy  (why they work):

Career towards retirement.

 

  • Millennium Generation:
Millennium Generation

Millennium Generation

This is the Generation that entered the workforce age after the new millennium. (2000 to 2010), This generation grew up seeing their fathers and uncles work in offices  with some responsibilities, they saw the effect of a higher education and specialization on the career. This generation had the opportunity to actually be properly educated and even get a higher education e.g. Master’s Degree, they also witnessed the beginning of women entering the workforce, but what differs here is the internet. This generation had the internet growing up, and thus enabling them to explore even more information. Also, the raise and fall of the stock market have affected many Saudi nationals. Additionally, after the new millennium the job market started to offer better salaries, but positions were still limited.

      • Influences:

This generation has been influenced mainly by the internet and the speed of transferring information, additionally it was influenced by the Gulf War, the cell phone, new millennium, and terrorism events, the raise and fall of the stock market, the establishments of companies such as Maaden, STC. Additionally, the establishment of Saudi joint stock companies such as: Tasnee, Sipchem, SAHARA, and Advanced Petrochemicals company.

      • Characteristics:

Smart, tech savvy, family oriented (close family only), working towards self-development.

      • Pros:

Smart, leadership oriented, open-minded, fast, multitasking, globally aware.

      • Cons:

Easily distracted, quickly bored, short attention span, inexperienced, job hoppers, work isn’t everything, wants management roles fast.

      • Workplace:

This is the times where the job market started to offer better compensation and benefits, but positions were still scares.

      • Work Philosophy (why they work):

Work to enjoy Life.

 

  • Scholarship Generation:
Scholarship Generation

Scholarship Generation

This is the Generation that entered the workforce age during (and after) the Arab spring. (2010 to 2020), This generation grew up seeing their fathers and uncles work in offices  with some responsibilities, they saw the effect of a higher education and specialization on the career. This generation had the opportunity to actually be properly educated and even get a higher education e.g. Master’s Degree and professional certifications, they also witnessed even more women entering the workforce, but what differs here is the internet. This generation had the internet growing up, and thus enabling them to explore even more information. Also, the raise and fall of the stock market have affected many Saudi nationals. Additionally, during (and after) the Arab spring the job market started to offer better salaries, and positions started to be made more available.

      • Influences:

This generation has been influenced mainly by the internet and the speed of transferring information, additionally it was influenced by the Gulf War, the cell phone, new millennium, and terrorism events, the raise and fall of the stock market,  the establishments of companies such as Maaden, STC, SATORP, SADARA. Additionally, the establishment of Saudi joint stock companies such as: Tasnee, Sipchem, SAHARA, and Advanced Petrochemicals company. Also, the mass scholarship program instigated by King Abdullah.

      • Characteristics:

Smart, tech savvy, family oriented (close family only), working towards self-development.

      • Pros:

Smart, leadership oriented, open-minded, fast, multitasking, globally aware.

      • Cons:

Easily distracted, quickly bored, short attention span, inexperienced, extreme job hoppers, work isn’t everything, wants management roles fast.

      • Workplace:

This is the times where the job market started to offer better compensation and benefits, and positions were starting to open up (due to the huge expanding projects, and the retirement of most of the Aramco & Boomer generations).

      • Work Philosophy (why they work):

Work to enjoy Life

 

Special thanks to Eng. Sadeem Al-Jibreen for the artwork in this article.

Sectors in Saudi Arabia

Posted on by Posted in Human Resources 3 Comments

I seem to be feeling the hostility even while I am writing this, my aim is not to annoy anyone, I aim to clarify the differences, and mention the reasons of choice… also when I am talking about sectors, I mean in the job market sectors

Sectors-in-Saudi-Arabia

Saudi Arabia is the number one country in oil exports, with this comes business opportunities, after working in various sectors in Saudi and talking to people about the working environments in those sectors I came to this conclusion:

Saudi Arabia is -like most countries- mainly two sectors:

  • Government Sector:

The government sector in Saudi Arabia has been -and still is- criticized by many groups of people, bureaucracy is soaring, job security is at its highest, performance is low, and working hours makes it a dream job for a highly social nation. But to people whom are looking to succeed and make something out of themselves, it is a graveyard.

  • Private Sector:

Now the private sector is divided into four main categories:

    • Government Funded:

Some examples of those companies include:

These companies are the “big boys”, they have massive funding -compared to the others- and they sure act like it.

Government funded private sector companies are the envy of the rest of the private sector, they got a lot of money to work with, compensation and benefits are almost always competitive  training is handed out like free candy most of the time. on paper it is a relaxing atmosphere for an HR professionals to work for, but in life reality is never on paper, the fact of the matter is, the amount of bureaucracy in there sometimes makes you look closely to confirm if it is indeed a private sector and not a government sector in disguise.

A small observation, usually people employed under this sector have a narcissism complex, it would be best if they humbled themselves.

    • Fully Private (Public):

Some examples of those companies include:

These companies are usually found in the stock market, but what differs them from the government funded is,,, well the funding, these companies strive to compete against the “big boys” but what they can’t understand is that the “big boys” have really BIG pockets, only once they realize that they are in a different league they will start to function better.

Companies in this group usually strive to compete with the “big boys” but due to the limited funding they can’t, but in their defense they do offer competitive compensation and benefits -not compared to the government funded- and when it comes to training they don’t usually shower their employees with training, but they give them very specific training to their jobs which sometimes can be more beneficiary for the employee. On the surface it seems like a healthy challenge for HR Professionals  but in reality the issue here is usually management, management is often stolen from the government funded sector, and the stolen ones are not always the best. It is due to the fact that the government funded sector can’t accommodate everyone, so the fully private companies take that opportunity and snatch some of those employees. Knowing this you can expect a similar taste of bureaucracy. Another major issue is centralization, I don’t know exactly the root cause of this issue, but I know it is a big thing in these companies, usually work needs to be signed off by so many people that it takes more time to finish the paperwork than it is to do the actual job.

A small observation, the employees in this sector -like their companies- suffer from an identity crises, the messages they receive from their companies are mixed between “WE ARE XYZ COMPANY” & “we are xyz company”.

    • Family Owned:

Some examples of those companies include:

This branch has it the toughest, they are surrounded by monsters, and they try, even-though it is very tough to succeed in a market that is demanding more and more to spend money on things like employee engagement, training, development, …etc. At the end of the day they are doing what they do to make a profit.

These companies usually suffer to find national employees, and even if they found them, the good ones usually get snatched by someone from the above categories.

Compensation, benefits, training and development are very low -compared to the above-. HR professionals in these companies suffer between finding the candidates and holding on to them, until the inevitable happens and the HR employee either moves on to one of the above or looses interest in being productive.

It is a different story in companies like these, if you know the family on a personal or professional level, you get the perks, but if you don’t it is usual that you stay there for a VERY LONG time with no movement of any kind. I think that social responsibility is misunderstood in this sector, it is not some billboards and advertisement campaigns showing that the company cares about health, safety or environment, it is a full involvement from the company. and only once they realize and work in this direction they can be called socially responsible. Next article, I will get into social responsibility in more details in future articles.

A small observation here, this sector has a the SLAVERY mentality.

International:

Some examples of those companies include:

although they share the same building blocks of fully private companies, they are VERY different. advancements is tied by achievements and hard work. opportunity is available to whomever wants it, lets get things straight, some companies have their negative points, some companies neglect the local talent due to outdated mentality that Saudi’s are undependable which as I wrote before NOT correct, bureaucracy is there somewhat lower but still there, and the training -due to the size of the company- is from within which has it’s negative points in my opinion, but all in all, at least if you work yourself you will succeed. Also, compensation and benefits are different, for some reason they usually don’t understand how other companies -mainly government funded- can spend this vast amount, I guess they sometimes forget that Saudi Arabia is the number one country in oil exports and is pretty rich so it can afford it. HR Professionals here find extreme challenges, a collaborative environment  and help from all over the world, also they are sometimes conflicted due to the amounts of policies available, whether it is local, regional, and/or global, Some burnout and decide to “retire” to one of the above sectors and others enjoy the drive and accomplish.

A small observation here, this sector is HIGHLY delusional, they are still in the mentality of dealing in a 3rd world country!

 So let me sum everything up:

Business_Sector_Table

Again, I am only writing my observation, and it is subject to bare mistakes.

Should Employers Intervene in Education?

Posted on by Posted in Education, Human Resources, PsychoPhilosophy, Recruitment, Training Leave a comment

Should HR and employers be more involved in designing education curriculum to better reflect jobs? If so, why?

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Here I go again on education,,, I know it seems that I am against education,,, or that I always discourage people from continuing their education, but it is the exact opposite, when the destination is set , the journey should be clear (to a certain point of course), but what is happening now is that the journey is set and the destination is unclear!

I remember when I was fresh out of university and was entering the job market, wherever I looked experience was the number one “skill”, now that I am working I see why, but it is still an issue, employers say that fresh graduates lack the hands-on knowledge. This really begs the question: Should employers intervene in education?

Well, honestly I would say absolutely yes, and here is why:

  • Employers will know what they need:

Charles-Guillaume Étienne once said: “Étienne penned the phrase, “On n’est jamais servi si bien que par soi-même” which has been translated to the well known: “If you want something done right, do it yourself”. And I do agree, nobody knows the business like the actual business.

  • Employers are the target:

Why does anyone pay so much time and money to get a degree?

          • Love of studying and research

  In this day and age it is rare, for which there should be special research university.

          • To get a job

Which takes us to the main point, the final destination is a successful career, and to get there you need a start.

  • Employers will not have an excuse

George Washington once said: “It is better to offer no excuse than a bad one”. Whether it is an excuse or the truth, at the very least this way will stop it.

  • Education will have clear purpose

Who knows more about this purpose but the companies that will be hiring them, they will know the exact needs, not only for today but for the future.

  • Education will be easily evolving to the better

Why does it take too long for a change in curricula? Is it politics? Or is it bureaucracy? whatever the answer is, it really doesn’t matter, the only casualties in this are the students. If employers were more deeply involved  the evolution of education would be aligned better with the business.

  • Students will be readily available to work

Think about it from a business point of view, the students will be ready to work on day one! or as a maximum after the first couple of weeks,,, compare that to the current 1 to 3 years to train employees.

 

There are definitely more points to make for this idea, also there are risks for giving this important part of life to the “evil employers”, and I will get in more details on this matter in the future. Also I will explore how should this collaboration look like. So until then, best of luck in your careers and studies.

Masters Degree, is it a Good Idea?

Posted on by Posted in Education, Human Resources, PsychoPhilosophy, Recruitment, Training 1 Comment

 

masters

I know writing this will land me my share of enemies,,, but, it has been pretty stable for a while now and I need some… activity.

 

I have discussed this subject with a large amount of people, and regardless of my own opinion on the entire education system, what is sad is a lot of people are getting it for the wrong reasons.

Before we talk about the reasons, we need to talk about the types (source) :

  • Subject Specific:

This is a master’s degree  in a specific field (outside the business and management  such as  Education (MEd.), Social Work (MSW), Arts (MA)… etc.

  • Research Master’s Degree:

As it names entails, this is specific for researchers.

  • Executive Master’s Degree:

The admission requirements to such a degree are usually different from the regular master’s degrees.

  • Integrated Master’s Degree:

This  is an undergraduate degree combined with an extra master’s year. An intermediate bachelor’s degree is not awarded. Integrated master’s are most common in scientific disciplines.

  • Business and Management Master’s Degree:

Although not always specified as Business or Management (such as Engineering (MEng.), Science (MSci.), Commerce (MComm.)) but the focus is usually on business and/or management.

Now, let us talk about some of the good reasons to get a Master’s Degree:

  • Passion:

I know some people who are very smart and passionate when they were at school and after they went to university they fell in love with a subject and focused their undergraduate studies toward it. but when graduated they are absolutely uninterested, lost or lost the passion he had when it came to working. To them I say: Go for it and don’t stop there, get a PhD.

  • Research:

I believe it goes along with passion, but since it has its own type, it should be featured alone here.

  • My Company is Sending Me:

Companies sometimes do that, and if you are getting an opportunity to study a master’s degree while still employed in the company, and you are interested, then go for it.

  • PhD.:

If your goal is gaining a PhD. then it would be a good idea. But the reasons for getting the PhD. has to be similar to the ones listed above.

 

Now we should get into some of the BAD reasons for getting a master’s degree:

  • It is FREE!

With the Saudi Government’s King Abdullah Scholarship Program this is statement is actually possible, and yes, it seems like a very good idea, BUT, in reality it is NOT free, you are still spending the biggest asset in life, Time. the time you spend in getting your degree could have been better spent earning experience.

  • I Will Get a Better Position:

Where, in your current company? they would have sent you themselves. In a different company? Maybe, but your chances are better if you had the experience.

  • I Just Completed my Undergraduate Degree and Would Like to Keep Going Since I am in Student Mood:

NO! This could be a very bad idea, for so many reasons,,, here are some:

          • Chances for a job after you graduate are very low, recruiters will usually not consider these types of candidates.
          • Your salary will not be different from someone with an undergraduate degree.
  • Learning Management:

Again, No, first of all, we are in a time were leadership is needed, not management  secondly, in this day and age,  you search for and  learn almost any subject you would like, especially leadership and management.

  • Prestige:

First of all, that is a ridicules reason, but even if you were convinced that it was a good enough reason, guess what, a master’s degree is not prestigious anymore. Simple as that

 

Now this doesn’t mean you stay idle,,, there are many ways, here are some:

  • Training:

I am a great believer of training (maybe because it is where I started my HR career), and yes, I agree with the people who say that you can’t compare a master’s degree to a 2-10 days of training. But I believe the added value to someone taking training -if the outline and the trainer are selected carefully- better.

  • On-Line Courses:

This is something that is accessible, and always improving and developing. A good example is coursera.

  • Accredited Training:

Honestly, I don’t know if I am calling it by its correct name or not, but what I mean is the training provided by a recognized, chartered, and accredit training center, institute or association. Some examples are:

 

  • Part-Time, Online or Affiliation Master’s Degree:

If you REALLY want to get an master’s degree for whatever reason you convinced yourself, the least of it is to take it as a Part-Time, Online or Affiliation, where you will not lose the time in gaining the professional experience.

 

At the end, it is your choice, and I hope you all the best with your decision.

My point of view is not set in stone, and the situation might change, this is relevant for the current time being. You never know, I might go and continue my master's degree one day.
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