HR LEADERSHIP CONTENT

Many organizations in emerging economies are in a near-constant state of expansion beyond their national borders: whether looking for companies to acquire, setting up operations overseas or creating a mobile-ready workforce. In this multinational business environment, business leaders and HR need to fully understand the talent challenges inherent in competing in global markets.

This is equally necessary for organizations that have been established internationally for many years and those in the early stages of international expansion.

In order to attract and retain top talent, organizations need to offer benefits programs that suit individual needs and life stages in addition to providing transparency and portability.

In this paper, we look at the concept of 'Lean HR'. We attempt to define what Lean HR means, why it is increasingly important, and how to achieve it. We look at the importance of effective and meaningful processes, and how a lack of these can contribute towards a range of major consequences for a business.

Substantial opportunities for optimisation and the reduction of 'waste' can be found throughout the talent management lifecycleFrom recruitment through to succession, we explore how to take advantage of these opportunities.

What are the repeatable and proven principles that, when applied, result in high-performance organisations, teams, and people? What differentiates high performance from adequate or even failed performance?

How is the employment framework changing in the GCC? Over the past four years we have seen Bahrain and Kuwait introduce new Labour Codes (in 2012 and 2010 respectively) and Saudi Arabia amended its labour code in October 2015. Elsewhere Qatar, UAE and Oman have introduced a number of Cabinet and Ministerial Resolutions designed to address a number of labour issues from a social and economic perspective. Workforce nationalisation, migrant workers and domestic workers rights, as well as female participation in the workforce are issues that these legislative changes have all sought to address.

Ulrich re-shaped the HR profession by promoting the introduction of a Service Delivery Model almost twenty years ago, which has been widely adopted across the globe. Restructuring the HR organisation into the three components of; Embedded HR [Business Partnering], Centre of Expertise and HR Service Centres, re-orientated the HR function to better meet the needs of the business and line management.

Tiredness can have a severe impact on all areas of your life, and aprofound impact on your productivity at work. This sleep study by Hult International Business School highlights just how detrimental lack of sleep can be.

Based at the center of change, the UAE has witnessed many international events that have set trends in many different fields. One of the most impactful causes of change as a whole has been triggered by the influx of information from the internet and social media, which has altered the way people do business, communicate, source talent and find jobs.

Being a public sector leader in challenging times is tough. Constant change means managers need to oversee programmes that affect themselves and their staff. Mo Vontz offers ten top tips for success.