This interactive, action-oriented session led by nationalisation experts will provide participants with practical tools on creating and implementing sustainable strategies based on the unique Nationalisation 2.0TM model. The session will highlight latest research on national talent and provide real-life case-studies from leading employers in the GCC. It will focus on a holistic approach to nationalisation – on how to attract, engage, perform, develop & retain talent. Delegates will receive their own toolkits to implementing Nationalisation programmes. David Jones, Managing Director, The Talent Enterprise Radhika Punshi, Consulting Director, The Talent Enterprise

1. 1
#NATIONALISATION 2.0
The Road Ahead
David Jones & Radhika Punshi
The Talent Enterprise
1
david@thetalententerprise.com www.thetalententerprise.com
www.linkedin.com/company/the-talent-enterpriseFollow us on linkedin & twitter for more
regular updates!

2. About The Talent Enterprise
 We are a ‘Think’ and ‘Do’ tank dedicated to the advancement
of human capital in the Arab World and broader emerging
markets.
 We focus exclusively on employability, talent and leadership
opportunities, with a key emphasis on national talent, including
female and youth inclusion.
 We have a dual focus on being research-led and action-
orientated, promoting evidence-based practice in the region.
 We partner closely with policy makers, employers and
educational institutions seeking to get the best out of their
people and organisations.
 As an inter-disciplinary, multi-lingual team of professionals, our
team has diverse backgrounds and expertise in HR, leadership,
psychology, research and statistics, psychometrics, behavioural
economics and education.
 We build regional solutions. As an example, we have developed
the region’s first psychometric suite of tools through a process of
extensive research and validation in collaboration with our
research advisor from Stanford University in the US.

3. Some of Our Recent Clients
3

4. Our Research & Publications
Extensive
research and
application in
the areas of
employee
engagement
and well-
being based
on personal
and job
resources.
Launched the
first MENA
Labour Market
Confidence
Index across
14 countries
with 1000+
respondents.
Commissioned
by the Federal
Authority of HR
in the UAE to
launch a
seminal report
predicting
human capital
trends for Expo
2020.
Released
best-selling
book
‘Unlocking the
Paradox of
Plenty’ on the
future labour
markets in the
GCC.
Pioneered the
design and
validation of
the region’s
first and only
suite of
psychometric
assessments
for GCC
nationals and
expats.
We have funded
a cross-
cultural youth
employability
research study
currently
underway across
GCC, East Africa,
UK, India &
China.
▼►▼ ►▲ ▲▼
SOME OF OUR RESEARCH PROJECTS AND PROGRAMS
Research and
application of
nationalisation
2.0, youth and
female
inclusion,
performance
and
productivity
through
assessments
and programs.

5. 5
The Future is Now
The Future is Different
The Future is Ours?

6. 2001 2012
Continued Focus on Nationalisation – What’s Changed?

7. 7
The talent landscape in the Middle East
will be dramatically altered over the
next decade, at a scale and pace of
change that is unprecedented in the
region’s history……

8. 8
The Paradox of Plenty
 85 million new jobs in the Arab World by 2020.
 Over the same decade, China will only have 3 million new
entrants.
 India has 1 million new entrants every month!
The Talent Enterprise, IMF, World Bank & Qudurat, Aon Hewitt

9. A Limited Demographic Window of Opportunity
“A better future for the region’s youth”
H.H. Sheikh Mohammed Bin Rashid Al Maktoum, on Winning the Expo
UAE 2010 UAE 2050
Median Age:
26
Median Age:
49!
Our collective actions as organisational & HR leaders will impact the
future of our region…..we cant afford to miss this opportunity!
#MENAfutureisnow

10. Source: McKinsey Survey 2013
 Worldwide, young people are three times more likely than their parents to be out of
work (The Economist, 2013).
 The MENA region has the highest levels of youth unemployment in the world at 25%.
 Less than 50% of students confident that they would study the same subject, if they
were given a choice again.
 Only 22% of young nationals believe their country’s education system helped
prepare them (or is preparing them) to find a job (Booz & Co, 2013).
 Only 29% of GCC employers feel that education prepares students with necessary
technical skills and only 19% agree that it prepares young people with the right
attitude for work (EY, 2014).
Stakeholders hold different views about the readiness of
graduates for the job market
Agreement that graduates/news hires are adequately prepared
%of respondents
Employers 1
Providers 2
Youth 3
42
72
45
Global Backdrop and Regional Solutions

11. 11
Our Changing Workforce
The increased contribution and
participation of females in the
workforce is not only the ‘right’
thing to do, but also the ‘smart’
thing to do. Does your
organisation have a defined
strategy to attract & retain
women?
A young and
diverse
workforce…
inclusion is
key!

12. 12
THE FUTURE IS NOW!

13. The CEO’s Perspective
Source: PwC Study 2014

14. The MENA Labour Market Confidence Index 2014
Source: The Talent Enterprise & Informa Study
MOST IMPORTANT
24%
25%
25%
72%
45%
76%
Recruitment & Selection
Nationalisation
Building Employability Skills
for Entry-Level Graduates
and Working Closely with
Education Providers
Focusing on Performance
& a Differentiated Talent
Strategy
Engaging our Employees
Operational Effectiveness
and Cost Management
LEAST IMPORTANT
TOP 3 MOST IMPORTANT AND TOP 3 LEAST IMPORTANT HR PRIORITIES
Panel Discussion at 12 noon today in
Seminar Room 3, with Etihad Airways,
Tanfeeth and Dubai Knowledge Village!

15. 63%
57% 58%
74%
49% 48%
0%
10%
20%
30%
40%
50%
60%
70%
80%
North America Europe Asia Pacific Latin America GCC Africa
Global & Regional Employee Engagement
2012 - 2013
Data Source: Qudurat Study (N size – 14,292 GCC Overall)
Jones, D.B. Distinct Triggers for Employee Engagement for GCC Nationals (Working Paper)
Levels of Engagement at the Workplace: Global & GCC

16. Data Source: Qudurat Study (N size – 2010: 2018 Nationals and 2012 - 6750 Nationals
Jones, D.B. Distinct Triggers for Employee Engagement for GCC Nationals (Working Paper)
64%
45%
49%
58% 59%
48%
40%
43%
51%
58%
0%
10%
20%
30%
40%
50%
60%
70%
Under 25 years 25-34 years 35-44 years 45-54 years 55 years and above
Employee Engagement by Age (changes in 2012 compared to 2010)
2010 2012
Levels of Engagement for Nationals by Age: Historical Trends
Onset of an early mid career crisis

17. 17
Work Motivation and Strengths of Youth
90% 90%
86% 86% 86% 85% 84% 84% 81% 81%
0%
20%
40%
60%
80%
100%
16%
26%
33%
37% 38% 39% 40% 40% 43%
47%
0%
20%
40%
60%
80%
100%
Control Flexibility Curiosity Efficacy Autonomy Affiliation Empathy Absorption Ethics Confidence
Top 10 Strengths and Work Orientations for GCC National Youth
Bottom 10 Strengths and Work Orientations for GCC National Youth
Extrinsic Drive Values Mastery Analytical Determination Ambition Instrinsic Extra role Achievement
The Talent Enterprise Research

18. 18
What Most Impact Workplace Engagement?
Data Source: Qudurat Study (N size – 14,292 GCC Overall)
Jones, D.B. Distinct Triggers for Employee Engagement for GCC Nationals (Working Paper)

19. 19
Different Strokes for Different Folks
Data Source: Qudurat Study (N size – 14,292 GCC Overall)
Jones, D.B. Distinct Triggers for Employee Engagement for GCC Nationals (Working Paper)

20. 20
A Total Rewards Approach

21. 21
THE FUTURE IS DIFFERENT!

22. 22
Impact of Technology
 *Globally, 47% of today’s jobs could
be automated within the next two
decades.
 *Nature of employment is changing.
 Instagram.
 A popular photo-sharing site, was
sold to Facebook for about $1
billion in 2012, it had 30 million
customers.
 They employed 13 people!
*The Economist, **McKinsey and The Talent Enterprise

23. 23
So What Will 2020 Look Like? | Top 10 Trends
1
2
3
4
5
6
7
8
9
10
Change in the segmented nature of our labour markets.
Dependence on foreign workers and pattern of expatriation.
Labour legislation and the regulatory environment. Nationalisation 2.0.
Multi-generational workplaces & the youth bulge.
A much more feminised workforce – the right thing and the smart thing!
Flexibility and concept of a traditional job.
Social media and access to information.
Global scrutiny and visibility on our labour practices.
Nature of education. Realising education reform.
Our role as organisational and HR leaders.
The Talent Enterprise Research on Future of Work

24. 24
Key Sectors that Would be Impacted by Expo 2020
Hospitality, including the MICE
Industry (Meetings, Incentives,
Conferences and Exhibitions)
Transportation and Logistics
Real Estate and Infrastructure
Retail
Banking and Financial
Services
Other
sectors that
would be
impacted?
The Talent Enterprise Research for Federal Authority of HR, UAE

25. 25
Hot Skills for Expo 2020
2. Project
Management
Planning and
Execution
1. Customer
Service
4.Architecture,
Urban
Planning and
Infrastructure
Development
5. Digital
Business Skills
7. Event
Management
Marketing
and PR
6. Social
Media & Web
2.0
6. Digital
Design Skills
3. Engineering
and
Technical
10. Financial
Analysis, Due
Diligence and
Monitoring
9. Health,
Safety and
Environment
The Talent Enterprise Research for Federal Authority of HR, UAE

26. 26
THE FUTURE IS OURS?

27. So, What is Nationalisation 2.0?
A fundamental re-boot of the current approach to
nationalisation. A shift from a quota-driven approach
towards ‘right people’ in ‘right jobs’.
Employability. Engagement. Productivity. Inclusion. Leadership.
Supporting
Nationalisation
Version 2.0

28. How Your Organisation Can Focus on Nationalisation 2.0
Building a 5-3-1 year nationalisation strategy
 Not just hiring targets!
 Collective responsibility versus having a nationalisation department! Who is
accountable?
 Strategic workforce plan with key positions identified based on talent supply
and demand.
 Broaden and deepen talent pool (high school, lateral hires and internal
talent).
 Public-private sector partnerships – need to predict impact of regulatory
changes.
 Educational partnerships – curriculum design, innovation, internships,
traineeships and apprenticeship programs.
 Internal and external employer brand – candidates to self-select
themselves. Use of psychometrics and predictive talent analytics.
 Setting realistic expectations – 85% of people expecting a promotion in the
next 12 months.
 Equal focus on engagement, retention, leadership and performance.
Shift priorities from effort to outcome focus.

29. A More Holistic Nationalisation Strategy
Representation
% of Nationals in
Corporate Roles
Representation
% of Nationals in
Operations
Representation
% of National Leaders
(Band 1+)
Representation
% of National
Managers
(Level 6+)
Employer Brand
External Recognition
Employee
Engagement
Risk of Attrition
Current IN 1 YEAR IN 3 YEARS IN 5 YEARS
9%
(872 nationals)
10%
(of total HC in Corp,
incl. Sales –
~xxx nationals)
17%
(of total HC in Corp,
incl. Sales –
~xxx nationals)
20%
5%
7%
(of Total HC in Ops –
xxx nationals)
11%
(of Total HC in Ops –
xxx nationals)
31%
(of Total HC in Ops –
xxx nationals)
0%
(0 of 27
employees in
total)
3%
(1 national e at the
Band 1+ Director
Level)
15%
(~4 nationals)
25%
(~8 to 10 nationals)
4%
(9 of 241
employees in
total)
5%
(~13 nationals)
10%
(~26 nationals)
25%
(~65 nationals)
Low
External Award /
Recognition as
Great Place to
Work
Top 25 top-of-mind
recall companies
Top 3 in FMCG
Top 10 top-of-mind
recall companies
Top 3 in FMCG
60%
Equal engagement
% levels for
nationals and
expats
Higher engagement % for nationals
~50% 20% 15% 15%
EXAMPLE ONE

30. 30
Targeted Workforce Planning
201
4
1 YEAR GOALS 2016 3 YEAR GOALS 2018 5 YEAR GOALS
Tota
l
NATIONALS Comments Total NATIONALS Comments Total
NATIONAL
S
Comments
JEDDAH
Prod. 70 0 limited since no new hiring 70 0 limited since no new hiring 70 23 1 of 3 shifts to be female
Engineering 19 0 limited since no new hiring 19 0 limited since no new hiring 19 5 One-fourth of the team.
QA 15 0 limited since no new hiring 15 0 limited since no new hiring 15 8 50% of the QA team.
Plant HR 6 0 limited since no new hiring 6 0 limited since no new hiring 6 3 50% of the HR team.
In-Bound WH 20 0 limited since no new hiring 20 0 limited since no new hiring 20 4 20% of the WH
TOTAL 130 0 130 0 130 43
RIYADH
Prod. 241 0 limited since no new hiring 241 0 limited since no new hiring 241 80 1 of 3 shifts to be female
Engineering 69 0 limited since no new hiring 69 0 limited since no new hiring 69 17 One-fourth of the team.
QA 32 0 limited since no new hiring 32 0 limited since no new hiring 32 16 50% of the QA team.
Plant HR 7 0 limited since no new hiring 7 0 limited since no new hiring 7 4 50% of the HR team.
In-Bound WH 34 0 limited since no new hiring 34 0 limited since no new hiring 34 7 20% of the WH
TOTAL 383 0 383 0 383 124
SUPPLY
CHAIN
Out bound
WH
178 0 neglible due to nature of job 187 0
neglible due to nature of
job
188 0
neglible due to nature
of job
UAE 31 0 neglible due to nature of job 32 0
neglible due to nature of
job
32 0
neglible due to nature
of job
Fleet/Plan/Fr
eight
80 0 neglible due to nature of job 96 0
neglible due to nature of
job
107 5
neglible due to nature
of job
289 0 315 0 327 5
OTHER OPS
Purchasing 7 0 limited since no new hiring 7 0 limited since no new hiring 7 4 50% of the team.
Agro 6 0 limited since no new hiring 6 0 limited since no new hiring 6 3 50% of the team.
Projects 7 0 limited since no new hiring 7 0 limited since no new hiring 7 4 50% of the team.
Capability 7 0 limited since no new hiringz 8 0 limited since no new hiring 8 4 50% of the team.
QA/FS 2 0 limited since no new hiring 2 0 limited since no new hiring 2 1 50% of the team.
29 0 30 0 30 15
TOTALS 934 38 1050 115 1156 364
4% 11% 31%
EXAMPLE TWO

31. Strategy Involves Making Choices EXAMPLE THREE
Choice One Choice Two
We want to differentiate our
HR practices for attracting
and retaining female
national employees.
We want to follow similar
employment practices for
all employees irrespective
of gender.
We are willing to invest in
developing young Nationals
to take on leadership
positions in future.
We are willing to invest in
bringing external leaders.
We want to foster a culture
of pay for performance.
We are willing to pay higher
allowances to Qataris to
ensure higher retention.
We want to focus primarily
on hiring more Nationals as
the prime measure of
strategic success.
We want to be highly
selective in terms of the
National talent we hire as
the prime measure of
strategic success.
Long-Term StrategyShort-Term Strategy

32. Concluding Thoughts
Unlocking The Paradox of Plenty
…………You have a Key Role in
Creating the Future.

33. Thanks For Your Time
www.linkedin.com/company/the-talent-enterprise
https://www.facebook.com/TheTalentEnterprise
‎
https://twitter.com/TTE_Consulting
Our Book ‘Unlocking The Paradox of Plenty’
available online on www.booksarabia.com,
www.amazon.com, kindle and in all
leading bookstores in the UAE.
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