HR in UAE vs. India: Are Core Values Being Compromised in Practice?

Having worked in India for a long time as an HR professional and then working in the UAE in the same capacity, I believe that the HR profile of UAE-based organizations is very different from that of Indian organizations. I would like to invite views on this matter. I think the core values of HR are diluted to suit the organizations here. For example, although the systems for Performance Appraisals and Training & Development are in place, they are not followed sincerely, i.e., not much importance is given to them. Opinions are invited, and I would also like to know which organizations in the UAE follow the best HR practices.

Dear Amit,

Thanks for raising this topic. Most of us do feel this deep in our hearts and minds, and we often express it with a key word for our next job search: "Creativity" and Freedom.

I believe Creativity and Freedom are directly proportional to motivation, especially for HR owners themselves. When they are motivated, numerous creative strategies concerning developmental activities in HR (HRD) can be envisioned and implemented, as we often see in many countries.

What we lack here is the drive due to a certain employment system being followed in this region. Most businesses are primarily driven by an expat workforce who are constantly under the threat of job loss or insecurity. Moreover, being a Mega Metropolis, there are always better options available for replacements. Without providing security to individuals, one would never be motivated to go the extra mile to meet his/her or the company's objectives.

Cheers,
Sajid

Dear All,

Having now been in the UAE for 5 years and engaged in consultancy efforts for 2 years on my own, here are my observations.

Human resource practice here is often focused on administrative functions only. The emphasis seems to be on policy and procedures, i.e., you MUST use pink paper to submit your recruitment request; anything else is seen as "non-compliance."

HR professionals need to become more strategic, more aligned with business outcomes and metrics, and less concerned with whether you used a blue-inked pen when you signed your name.

Change here is quick and multi-dimensional and requires analytical skills, strategic thinking, and the ability to take appropriate risks and initiatives. You need to be able to offer solutions that, while aligned with international best practices, can be tailored to fit the local cultural setting. A best practice is only a best practice if it will facilitate the business and human capital requirements of the local environment.

I often see practitioners here focus on minutiae and bureaucracy that stand in the way of doing the business of the organization. Highly qualified talent is still in demand; however, there are those who will not pay for it because they can find "cheaper" hires.

Over the long term, your organization suffers from inferior productivity, brain drain, and lack of competitiveness.

Frankly, you get what you pay for.

As an example, I was on a call in collaboration with a South Asian consultant today. He informed me that my rates were "ghali" or expensive.

My response is this: I have over 25 years of experience in workforce development issues, training, assessment, curriculum development, and tailored or bespoke programs. I have a plethora of credentials and have been an international speaker. I'm a true subject matter expert in my core areas of expertise and have access to subject matter experts who can assist in those areas in which I am less skilled.

The investment made in my experience requires a healthy compensation or fee. While I appreciate "discounts" in a downturned economy, you still can't buy a "Mercedes" for the price of a Kia.

I am amused because no one seems to flinch when a well-known "branded" organization asks for a substantial daily rate. Then why should my organization be asked to offer substandard fees?

As we tell our clients, unlike some of the brands out there, we don't send the top guns to sell you and then put novices on the project. Senior principals meet you to discuss your needs, and the same experienced professionals come and deliver the service.

In the end, it means that you don't have to pay twice; once for the learning experience of the less skilled who learn at your expense and again for someone like us to come and clean up the mess.

Forgive me if I seem just a bit perplexed today; a diamond is a diamond even when the stock market falls...

Cheers

Dear all,

Well said Sajid and very well said Bruncha. The item discussed (I will not say an issue - will explain on my way, why?) is going to stay here in the UAE and in the Middle East as long as the mix of the workforce happens between expats and the traditional local Arabs. Cultural differences and practices, along with experience and inexperience gained and brought forward, are some of the reasons for this. With my limited experience in this country (as I believe in continuous learning), I will continue to say that at the end of the day, the traditional system would prefer to take a laid-back policy when it comes to policies and procedures. Of course, changes have happened, are happening, and will evolve in the HR field too. However, it takes a lot of determination and focus. This is where the true HR spirit lies, and incidentally, this is what this Cite HR forum and the truly active members are trying vigorously through their very humble and silent efforts these days. A sense of dedication and a silent killer attitude to come out on top of those irregular practices are really required and looked forward to.

As Sajid said, only through self-motivation can HR professionals come out and try to implement their true HR visions here. Because, in general, they will not have any takers, as most of the organizational structures are based only on administrative activities, and the job of HR lies only in the initial stages of employment. Even there, they will have to budge into numerous recommendations and end up recruiting what they were offered through inter-departmental/personnel influences. This will be the first stage of their setback, as those who come in through this method will never fit into their vision for implementing new strategies.

There are several other impediments on your way as you get going. It is here that the art of human management and skills comes into play, and it is how a true HR professional, through better application of both the above qualities, comes out winning.

Communication or the lack of it is one factor that stands in the way of many experienced HR professionals here to get through their ideas to the management and employees. Hesitancy to learn additional language skills (especially the local or majority workforce language, e.g., Arabic) deprives the HR professional of effectively communicating his/her ideas to the parties intended in their own language and terms.

Selling skills, especially self-selling skills, is another factor that I have seen as an impediment in communicating effectively the ideas we visualize. Many times, we see great visions ending up in dustbins when they are not effectively marketed across the table and the wire. What you have in mind, clearly communicate, keeping in mind the value of the time of the person receiving it. KISS – Keep it short and simple and study well the attitude of the receiver and the tradition they have been following and how well they view your ideas. (I am sorry this reply is not a KISS and an example of "it is difficult to practice what you preach").

The effect of professionalism or rather respect for professionalism is minimal due to the traditional approaches I have mentioned earlier. I am not mentioning that the system in place is not receptive to a professional approach. But, it is taking time to convince them (organizational management) of the values of carrying a professional and qualitative approach. It is never easy. I will present my experience as a person vigorously interacting with various government organizations with TQM programs around. Previously, whenever an idea or initiative was submitted to these agencies, it never received any acknowledgement or feedback, resulting in thoughts that the amount of time and effort spent had gone to waste or not. After repeated emails, personal meetings, phone calls to the who's who of these programs, it has come to a stage that nowadays, there is a systematic and schematic logging, acknowledgement, tracking, and implementation appraisal of those suggestions and complaints addressed to these authorities. It required time, and also simpler communication methods which made them realize the value of those inputs.

I will conclude myself with my approach – "Never budge in for inferior stuff". Keep an attitude of a no-nonsense approach and thoroughly project your professional value wherever you go. As Bruncha rightly concluded and I concur with her, a diamond is a diamond and let your knowledge, experience, interpersonal skills, communication, attitude, approach, ability to implement your know-how across the table, and finally a pleasing smile make you stand out from the crowd around you.

Wish you all greater success ahead.

Ramesh Menon

To follow on to the comments I made, after a frustrating day, I would like to share additional views.

I find that many here in HR roles, be they from the subcontinent or from the Arab population, HR has been seen as administrative... i.e., recruitment procedures, onboarding procedures, training programs selected from a vendor's predefined list, where you "tick" the box and make your selection from the offerings.

Further, performance management is seen as an annual "event" of filling out a form and sending it for an increment change or a grade change.

Leave and sick leave are tabulated and dispensed. Doctor's notes are collected, late arrival is tracked, etc.

Nothing about the above is strategic or adds much value. Where is the engagement with the business objectives of the organization? Where is the concern for competency, right fit, training plans that flow from needs analysis that is tied to talent management?

To be fair, there are pockets of bright light where this is being done, and where assessments and analysis that lead to appropriate manpower and succession planning are taking place, but there is not enough of this.

Why not...? It's partly due to the "professionals" themselves since I see an overreliance on procedure and a significant concern to be compliance policemen.

Acting as an internal consultant that addresses strategic issues in your organization (or in my case, for many organizations) is hard work. It means being willing to find simple models and presentations that help senior management to know what they "don't know".

It's our job to help management understand the interrelatedness of HR functions and help to realize that talent management is the core issue, and that policy and procedure have to follow from an understanding of what your business DOES, what kind of people can help you to do what you do, and how can keep being "doing" what they do well, to stay healthy, effective, and cost-efficient. Procedures don't do that... strategic thinking and active engagement do.

Many HR professionals shy away from wanting to see the "business side" of our profession and want to only talk about the people side.

We will never make progress if we don't learn the language of business and can't tie our programs and efforts to ROI.

Will we make the shift all in one day? No, you don't eat an elephant in one bite.

You have to content to make incremental progress, but you still have to keep trying.

Regards