Geographical & Cultural Challenge - A Middle East Perspective. The importance of people alignment and talent development. Presented at the IATA WCS in Doha, Qatar.

1. Geographical
&
Cultural
Challenges
A
Middle
East
Perspec8ve
How
taking
a
proac8ve
approach
will
help
address
the
skills
shortage
Darryl Judd
Chief Operating Officer

2. Is
the
Middle
East
a
unique
talent
market?
Is
it
impera8ve
that
we
rely
on
imported
talent?
How
do
we
aBract
people?

3. Myths
vs
Facts
nt
Skill
gaps
in
th e
GCC
region
are
differe
to
other
regions
Demand
for
talent
exceeds
talent
inflow
workforce
There
is
a
lack
of
investment
in
ent
planning
and
developm
Wide
divide
between
international
talent
and
local
workforces
in
the
GCC
Comfort
in
paying
extra
t
o
bring
in
talent
Not
prepared
to
take
risk
by
going
outside
the
sector
for
experience
Training
co
urses
in
the
GCC
are
lim
ited
Middle
East
is
behind
in
diversity

4. Sound
Familiar?
ent
elopm
n d
dev
n ing
a
o f
trai
Lack
ur nover
rates
High
staff
t
Staff
get
poache
d
Poor
st
aff
eng
Was ageme
offe nt
red
a
be
tter
pack
age

5. Excuses
were
yesterday
one
ry,
s o
we
cant
get
any
Not
a
sexy
Indust
No
8me
to
invest
in
internships
Our
industry
is
too
unstab
le
to
hire
extra
people
We
struggle
to
retain
the
best
people
Gen
Y
don’t
wan
t
to
work
for
us,
they're
different
Public
sector
offers
beBer
salaries
for
local
talent
It’s
a
culture
of
us
and
them
Lumpy
profitable
limits
investment
decision
to
core
ac8vi8es,
par8cularly
people

6. Is
impor8ng
talent
the
answer?
Can
be
used
successfully
short-­‐term
but
it
is
not
sustainable
long
term
If
used
well,
then
it
becomes
part
of
a
strategy
for
educa8on
~
but
only
if
it
is
structured
to
do
this
Glass
ceiling
effect
Blended
workforce
is
ideal

7. Right
Size,
Right
Shape
for
today
17,000,000
needed
in
T&L
/
10
years
460,000
pilots
needed
/
20
years
(650,000
Maintenance)
By
2030,
23%
of
the
World’s
Popula8on
will
be
in
the
USA,
Australia
and
Europe
Global
Trade
to
rise
threefold
by
2030
Source:
PWC,
Transport
&
Logis8cs
2030
Report

8. ABrac8ng
talent
and
their
future
skills
development
is
cri8cal
to
right
shaping
your
team

9. Engage
early
and
Engage
ocen
for
Gen
Y
Understand
the
genera8on
target
–
what
8cks…
Early
and
consistent
engagement
is
cri8cal
Adopt
technology
–
get
savvy
Crea8ve
brand
energy
Inspire
–
promote
the
poten8al
advancement,
success
and
impact

10. Knowledge
can
empower
a
workforce
Invest
in
training
aimed
at
up
skilling
local
talent
Transfer
Interna8onal
talent
knowledge
Implement
extensive
and
organized
Graduate
Engagement
programs
Partner
with
training
ins8tu8ons

11. Get
smart
with
your
compensa8on
and
benefits
offering
Be
market
compe88ve
Crea8ve
approach
to
compete
with
na8onalized
sectors
Reward
for
professional
growth
and
performance
Introduce
non-­‐financial
incen8ves

12. Industry
ambassadors
first
then
company
We
make
a
difference
Numbers
we
get
in
the
gate
will
count
Raising
awareness
maBers
Being
a
great
company
is
just
one
link
in
the
chain
Sound
it
out
loud

13. Workforce
alignment
will
win
the
talent
baBle
Lead
in
diversity
ABract
younger
talent
Encourage
elders
to
stay
Invest
in
your
future
stars
Blend
with
interna8onal
talent
Energize
the
graduates

14. The
Roadmap
forward
Diversity
Management
Industry
Branding
Career
Path
Management
Compensa8on
&
Incen8ves
Recruitment
Prac8ces
&
Reten8on
Educa8on
&
Training
Workforce
Planning

15. Logistics Executive has
Logis8cs
Execu8ve
Group
studied workplace Suite
32,3
Church
Street
behavior and team #25-­‐00
Samsung
Hub
dynamics in the Supply
Chain and Logistics Singapore
049483
industry cross-culturally. Logis8csExecu8ve.Com
For 14 years we have DarrylJ@Logis8csExecu8ve.com
assisted multinational
companies to develop
people strategies, led More
Informa8on?
talent attraction
programs, defined and Ques8ons?
implemented business
processes and provided
expert consulting that
has impacted Darryl Judd
organizations with Chief Operating Officer
positive business
outcomes.
Melbourne Ÿ Sydney Ÿ Singapore Ÿ Shanghai Ÿ Hong Kong Ÿ Mumbai Ÿ Dubai