Smart training needed for GCC nationals
GCC countries are growing their human capital fast, and training is a key element of this development. In fact, recent changes to Saudi Arabia’s labour legislation now require companies with more than 50 Saudi workers to train 12% of their total workforce, doubling the previously required 6%. More training for GCC nationals is a step in the right direction; as those with a professional qualification can earn an additional £152,000 during their career, and 90% of managers say their management qualification improved their performance at work.
However one-size-fits-all training requirements will simply not work for the GCC. Rather, smart training programs, combining quantity, quality and focus, represent a much more effective way to develop national talent and achieve strategic country goals. Oxford Strategic Consulting recommends three clear steps for GCC governments and employers.
First, Quantity: Ensure sufficient training is made available so all national citizens are developed to their maximum potential. The GCC business/political context is a huge advantage as it allows a unique partnership between governments and organizations to make sure employers, and the country, develops the capabilities needed. Our research across the GCC shows that “opportunity for development” is a key motivating factor in engaging nationals. Investing in training and development, therefore, not only builds the capabilities required but also creates a more loyal and enthusiastic national workforce will achieve huge returns for relatively low costs. For example, our research suggests firms with the highest employee engagement scores have revenues on average 4.5 times higher than those with the lowest!
Second, Quality: Provide training to a global standard of excellence (or better!). It is well known that poorly designed training is worse than no training at all, and there is a growing recognition that quality training trumps quantity. In this respect, accreditation to global standards is key. Oxford Strategic Consulting, for example, is one the few GCC leadership training organizations to be fully accredited to award Chartered Management Institute (CMI) qualifications. Governments across the region are beginning to put in place training infrastructure, but Oxford Strategic Consulting believes more can be done to ensure GCC nationals receive the highest quality training available.
Third, Focus: focus on the key capabilities required for individual countries. For example, the small minority of national citizens in Qatar and UAE make leadership development the key capability in these countries. Consequently, training should focus on quickly developing a large number of national leaders to fill strategic country roles. In Oman, the national strategy suggests that global tourism management and logistics management are key capabilities. As a result, the specific training offered to Omani nationals should reflect these key pillars of the national strategy. In Saudi, government support for training and development should focus on building IT skills and entrepreneurship.
More training is part of the equation, but smart training is the solution. Smart training is flexible enough to ensure all GCC nationals maximise their professional potential, yet it also adheres to global standards of excellence, like CMI, and reflects the key capabilities of individual countries across the GCC. By encouraging this smart training, GCC governments and employers can more efficiently build valuable human capital.