The pandemic has changed the world for good.
We at inQsights wanted to better understand its implications on workforce and workplace management in the MENA region.
So we reached out to HR & Business Leaders in the region, to explore:
their outlook for the next year
the factors impacting business plans
their visualization of the workforce & workplace moving forward
LEADERSHIP for DRIVING SAFETY OUTCOMESLloyd Hanson
Looking to foster a culture that embeds safe performance – requires a leadership team that understands the key components for driving sustainable performance outcomes.
Additionally, A bottoms-up focus should be the underlying strategy for starting the conversation – for defining a cross-cultural collaborative process for entertaining all stakeholders
ideas. There needs to be a defined “Vision” for what the ideal culture will look like 3-5 years out – to be able to establish a platform for guiding the conversation on moving a process
forward to institutionalize a consensus – stakeholder direction.
The full integration of the key components for sustainable performance outcomes – has more to do with the application that will embrace a clear understanding of the current culture
and incorporating safe performance as a core company value.
Many companies fall short on taking the time to evaluate the current state of their safety process initiatives, provide the organizational freedom to engage the collective voice of
operations leadership – to set the tone/expectations for what milestones demonstrate that safe performance has become part of the thinking logic of hourly and executive leadership.
A critical evaluation gap analysis process - is a starting point for understanding fundamental differences of various stakeholders (management/hourly) in how each level of stakeholder
will be positioned to effect change and measured to determine the effectiveness level of engagement.
Safety Audit can be defined as verifying the existence and implementation of elements of occupational safety and health system and for verifying the system’s ability to achieve defined safety objectives.
This presentation will give you an overview of Audit, Safety Audit, Audit Process, Auditor attributes. It also discusses about the different reference standards in India related to safety audit and will give you some take home points.
Premise control - strategic control - strategic implementationmanumelwin
Premise control is designed to check systematically and continuously whether the premises on which the strategy is based are still valid. If an important premise is no longer valid, the strategy may have to be changed.
Corporate Safety Governance and Role of LeadeshipConsultivo
Corporate Safety Governance stresses on the need of management intervention to address the issues related to health and safety for the proper functioning of an organisation. High level of health and safety performance is directly linked to business excellence.
This presentation will give you a clear understanding of corporate safety governance and the role of leadership, safety governance pathway, safety culture and factors contributing towards good safety culture within an organisation.
2022 Asia Pacific Employee Benefit Trends Report.pdfMarketingTrips
2022 Asia Pacific Employee Benefit Trends Report là báo cáo nêu rõ xu hướng phúc lợi cho nhân viên của các doanh nghiệp khu vực Châu Á Thái Bình Dương của AON. Báo cáo cũng cho thấy tầm quan trọng của chiến lược phúc lợi và phương án tiếp cận nếu doanh nghiệp của bạn chưa biết làm thế nào để bắt đầu.
LEADERSHIP for DRIVING SAFETY OUTCOMESLloyd Hanson
Looking to foster a culture that embeds safe performance – requires a leadership team that understands the key components for driving sustainable performance outcomes.
Additionally, A bottoms-up focus should be the underlying strategy for starting the conversation – for defining a cross-cultural collaborative process for entertaining all stakeholders
ideas. There needs to be a defined “Vision” for what the ideal culture will look like 3-5 years out – to be able to establish a platform for guiding the conversation on moving a process
forward to institutionalize a consensus – stakeholder direction.
The full integration of the key components for sustainable performance outcomes – has more to do with the application that will embrace a clear understanding of the current culture
and incorporating safe performance as a core company value.
Many companies fall short on taking the time to evaluate the current state of their safety process initiatives, provide the organizational freedom to engage the collective voice of
operations leadership – to set the tone/expectations for what milestones demonstrate that safe performance has become part of the thinking logic of hourly and executive leadership.
A critical evaluation gap analysis process - is a starting point for understanding fundamental differences of various stakeholders (management/hourly) in how each level of stakeholder
will be positioned to effect change and measured to determine the effectiveness level of engagement.
Safety Audit can be defined as verifying the existence and implementation of elements of occupational safety and health system and for verifying the system’s ability to achieve defined safety objectives.
This presentation will give you an overview of Audit, Safety Audit, Audit Process, Auditor attributes. It also discusses about the different reference standards in India related to safety audit and will give you some take home points.
Premise control - strategic control - strategic implementationmanumelwin
Premise control is designed to check systematically and continuously whether the premises on which the strategy is based are still valid. If an important premise is no longer valid, the strategy may have to be changed.
Corporate Safety Governance and Role of LeadeshipConsultivo
Corporate Safety Governance stresses on the need of management intervention to address the issues related to health and safety for the proper functioning of an organisation. High level of health and safety performance is directly linked to business excellence.
This presentation will give you a clear understanding of corporate safety governance and the role of leadership, safety governance pathway, safety culture and factors contributing towards good safety culture within an organisation.
2022 Asia Pacific Employee Benefit Trends Report.pdfMarketingTrips
2022 Asia Pacific Employee Benefit Trends Report là báo cáo nêu rõ xu hướng phúc lợi cho nhân viên của các doanh nghiệp khu vực Châu Á Thái Bình Dương của AON. Báo cáo cũng cho thấy tầm quan trọng của chiến lược phúc lợi và phương án tiếp cận nếu doanh nghiệp của bạn chưa biết làm thế nào để bắt đầu.
Workplace Strategies For The Economy Recovery1Monster
Workplace strategies for the economic recovery and solving the retention riddle featuring Roy G Krause (President & CEO SFN Group) and Brendan A. J. Courtney (President of the Mergis Group & Todays Office Professionals).
According to a recent EIU survey, nearly 70% of execs say that they consider their organisation's wellness programme to be cost effective. But how is success measured?
'Measuring wellness: From data to insights' is an EIU report sponsored by Humana, which explores the measurement of wellness schemes and uncovers the obstacles to participation and data sharing. Find out more>> bit.ly/MWell1
Be inspired to live a healthier life through Kiqplan challenges. Our fun workplace challenges highlight the need for change, directing focus on living a healthier lifestyle.
SHRM’s 2014 Strategic Benefits Survey: Leveraging Benefits to Recruit Employeesshrm
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to recruit employees, including employees at all levels of the organization and highly skilled employees.
This research found that more than one-quarter (29%) of respondents indicated their organization leveraged their benefits program to recruit employees at all levels of the organization in the past 12 months; about one-third (32%) reported their organization leveraged their benefits program to recruit highly skilled employees.
Health care was the benefit most frequently cited as being leveraged to recruit employees at all levels of the organization (85%) and highly skilled employees (77%); retirement savings and planning were also frequently cited as being leveraged to recruit employees at all levels of the organization (72%) and highly skilled employees (57%).
Strategic Benefits--Leveraging Benefits to Recruit Employeesshrm
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to recruit employees, including employees at all levels of the organization and highly skilled employees.
This research found that more than one-quarter (29%) of respondents indicated their organization leveraged their benefits program to recruit employees at all levels of the organization in the past 12 months; about one-third (32%) reported their organization leveraged their benefits program to recruit highly skilled employees.
Health care was the benefit most frequently cited as being leveraged to recruit employees at all levels of the organization (85%) and highly skilled employees (77%); retirement savings and planning were also frequently cited as being leveraged to recruit employees at all levels of the organization (72%) and highly skilled employees (57%).
2. Why this
study?
The pandemic has changed the world for good.
We at inQsights wanted to better understand its
implications on workforce and workplace
management in the MENA region.
So we reached out to HR & Business Leaders in the
region, to explore:
￮ their outlook on FY 2021-22
￮ the factors impacting business plans
￮ their visualization of the workforce & workplace
moving forward
2
3. Themes covered
in the study
3
Innovative Workplace models
adopted/ planned post
pandemic
Impact on Performance
Management, Rewards
and Benefits
New Agile business
strategies being deployed
The Workforce
of the Future
5. Cautious Optimism
Nearly 50% respondents approached this year in ‘Wait & Watch’ mode,
while 30% were optimistic about it faring better than
pre-pandemic times
5
6. Forces shaping business
strategies & plans
External factors Internal priorities
43%
48%
52%
57%
67%
Macroeconomic projections
Covid-19 case trends
Confidence building measures
(Govt.)
Vaccine deployment
Industry growth projections
6
29%
52%
62%
86%
Raising investments for growth
Making up lost earnings from
2020-21
Reducing operating costs
Capturing new market space
11. Different strokes for
different folks
11
We saw a wide variety of responses on the
workplace model for the foreseeable future
67% respondents had conducted/ were planning a Job Roles analysis to take an informed decision on this
100% physical 100% remote
33% 38% 19% 10%
Return to physical
co-working (as in
pre-pandemic
times)
Hybrid model
(both physical
& remote
working)
Physical co-
working with a
defined Remote
Working policy
Completely
remote
working
12. Securing
workspaces for
returning employees
12
Strong prevalence of In-office health & wellness
measures
43%
43%
71%
76%
Vaccination at the workplace
Covid-19 testing before coming to
work
SOPs for use of facilities
Partial office seating/ Hot-desking
15. Performance
Management Process
>80% respondents have tweaked their Performance
Management processes in one/ more ways
15
Most prevalent Least prevalent
Changes in
goals/
targets
57%
Tech tool for
perf. mgmt
43%
Adding
regular/
informal
feedback
38%
Productivity
tracking
tools
33%
Assessing
potential/
competenci
es
24%
Going
rating-less
19%
16. Compensation
>55% respondents shared they will
not be changing the treatment
of Fixed Pay & increments
>85% have refined their
Variable Pay plans in response
to the pandemic
16
17. Benefits
>55% respondents shared they will not
be making any changes to the
Benefits structure
Nature of changes being made by the others:
￮ Reworking benefits to reflect wellness focus (24%)
￮ Enhancing insurance - Life &/or Medical (19%)
￮ New benefits for Work from Home (10%) 17
19. Change is afoot!
19
100% respondents reported the business undertaking
one/ more strategic responses to the situation
Digitization of the business
Productivity focus to improve bottom line
Geography/ Local conditions-based strategies
Change in customer segment/ channel/ product
Entering a new geography
67%
57%
48%
48%
43%
21. About
21
We are a Management Consulting firm
working across industries with clients who are
keen to build a scientific, data & process-
based approach to people management.
https://www.inqsights.com/
+971 585122036
nitin.dheer@inqsights.com
