Talent Management: A Research Based Case Study in the GCC Region

Abhilasha Singh, David B. Jones, Nicholas Hall

Abstract


The present case study describes the talent landscape in the Gulf Cooperation Council region, as it exists today.
With unprecedented economic growth and investment in infrastructure by the Government, there is an
opportunity to increase the proportion of GCC nationals to engage in private and/or entrepreneurial enterprises.
The case describes the various challenges and limitations in talent attraction and retention for private sector
companies to compete with government organizations that are able to attract the best talent by paying salary
premiums and having a more comprehensive and sophisticated approach to total compensation reward and
recognition.
The case on one hand describes the challenges and opportunities in the public versus private sector in the region
and on the other hand illustrates the rising expectations and aspirations of national youth population about the
job market. The most difficult challenge is for human resources departments to engage the employees. One way
of doing so is to customize rewards packages and to consider the interplay among various reward elements. The
case highlights how a more differentiated approach to reward on the basis of individual performance and
potential is an important next step for human resource practice within the GCC.
In addition, this case examines the challenges of employee engagement in the GCC region while discussing
some of the current approaches to enhancing productivity amongst the national (i.e., local) population as well as
attracting them to the private sector in particular.

Full Text: PDF DOI: 10.5539/ijbm.v7n24p94

Creative Commons License
This work is licensed under a Creative Commons Attribution 3.0 License.

International Journal of Business and Management   ISSN 1833-3850 (Print)   ISSN 1833-8119 (Online)

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