In a region which has a mosaic of unique labour markets, young and growing populations and some of the largest potential for economic growth throughout the world, organisations need to understand what works and where they are positioned in terms of achieving productivity and performance growth. This flagship study will provide in-depth insights into emerging human capital trends across the region. Most critically, it will present an indicator of labour market sentiments, capturing the perspectives of business and HR leaders, on key indicators of employment, pay and rewards, youth employability and Nationalisation.

1. MENA LABOUR MARKET
CONFIDENCE INDEX ‘14
Findings from the MENA Labour Market
Confidence Index and Why It Matters to You?
A Special Report by Informa
Middle East & The Talent
Enterprise
The MENA Labour Market Confidence Index 2014 represents
the voice of over 1250 organisational and HR leaders from
across the region expressing their views some of the key
indicators of employment, wages, youth employability and
nationalisation. Conceptualised and led by Informa, the region’s
leading organiser of quality conferences and training, and The
Talent Enterprise, the region’s premier human capital think and
do tank, this flagship study is the first and largest of its kind,
unmatched in scope and scale, in gathering opinions from
experts from across the region.
We are grateful for your participation in this first MENA Labour
Market Confidence Index and are proud to present the main
findings to you. We also look forward to your continued
support as we move forward with next year’s analysis and
working with you as partners in steering our direction forward
as we progress in this most exciting of times to shape the
future of work in this most exciting of regions.
The talent landscape across the region is being
dramatically transformed at a scale and pace of change
that is unprecedented in the region’s history.
The region is currently facing some extraordinary opportunities
and challenges in its labour markets. With its projected
levels of economic growth, an unprecedented increase in
its youth population, some of the fastest rates of increase
amongst female participation in the workplace in the world
and dramatically changing patterns of immigration, the region
is currently a laboratory for labour market reform. Most
governments continue to invest in their education systems
and to transform their employment sector in efforts to
diversify their economies towards those fueled by their human
resources.
‘The dynamics of demography in the Arab Region have
created some of the most intense pressures on labour
markets observed anywhere in the post-World War II
period.’ – World Bank.
We launched the MENA Labour Market Confidence Index at
this point because we feel that there is no bigger business
and policy issue in the MENA region right now than how we
successfully unlock the talent of our growing workforces. We
also believe that not only is this a pivotal point in the region’s
ongoing development, but also because our workplaces and
labour markets are dramatically different than elsewhere in
the world. Hence, we cannot continue to import ‘best practices’
from other parts of the globe, without taking into the region’s
economic and socio-cultural perspectives. We need more
regional research and data to have the information and
courage to make our own decisions.
The unique features of the MENA labour markets underlie its
future economic progress. It also single-handedly impacts the
strategic priorities, decisions and choices being made by policy-makers,
business leaders, HR professionals and all those living
and working in the region.
Page 1 A Joint Research Initiative by Informa and The Talent Enterprise

2. Key Characteristics of the GCC’s Labour Market
Source: Unlocking the Paradox of Plenty, Motivate Books.
Our collective choices and actions as organisational
and HR leaders underlies the economic progress and
future development of our nations.
As people professionals, we need to make different choices
and create a new legacy. Today, many organisational and
HR leaders are dealing with more complicated, challenging
questions than the ones faced by our predecessors. Instead of
focusing on traditional ‘personnel’ issues, these new questions
address core business issues: Where should we build a new
plant in Saudi Arabia in order to enable us to increase our
employment of nationals? Should we hire more males or
females in our new facility? What is my best source of talent?
Why is our turnover rate in Qatar so high? How do I continue to
make sure that my expatriate workforce is delivering their best
levels of productivity, despite the growing priorities to focus on
local talent development in Abu Dhabi?
Without doubt, our effectiveness as HR professionals
depends on an integrated and holistic view of labour
market trends and how its impact on how we attract,
engage and retain talent.
Answering questions like these require new data and fresh
thinking. Importantly, it calls for a deeper understanding of
the overall labour market and economic trends in addition to
better understanding your own organisation.
Being an HR professional is no longer good enough. Today’s
business and indeed HR leaders have to think more like an
economist - as someone who studies and directs the allocation
of finite resources. In a more competitive, globally networked
economy, talent is one of those scarce resources. This is even
more so in labour markets of our region.
The key in today’s market for talent is differentiation in terms
of your people strategy and employee value proposition.
Attracting female employees to work in your Al-Kharj plant
or ensuring Emirati nationals choose to stay with your
organisation in a market characterised by intense competition
depends on how well you understand your labour market, and
how strongly you can adapt your people practices and policies
to speak the right language to your target constituency.
The Middle East talent landscape will continue to evolve and
policy makers and organisations that keep abreast with the on-going
transformation underway will stand to gain immensely. A
largely reactionary approach would prove to be ineffective as
governments and employers will struggle to keep up with the
rapid change which has already begun.
1. Overall Outlook: An Indication
of Confidence
Number in Focus: 45%*
*of organisations believe that the overall growth outlook has mi proved
for the better in the past 12 months.
In the first ever survey of labour market sentiment across the
region, organisational and HR leaders from across the region
showed a clear indication of confidence with regards to both the
overall economic outlook in their countries as well as the growth
prospects within their organisations, with approx. ~45% believing
that things have improved for the better in 2014!
This is a clear sign of the overall economic buoyancy across
the region and a generally expansive outlook, especially after
the recovery of the region from the global financial crisis as
well as the Arab Spring. Though each country in the region was
impacted by both events either directly or indirectly, the changes
have been far more seismic and pervasive on our labour markets
with regards to a renewed focus on economic diversification and
localisation.
Counter-intuitively, despite these, approx. 2 of every 10
organisations believe that the level of employee motivation and
engagement has become worse than last year.
Page 2 A Joint Research Initiative by Informa and The Talent Enterprise

3. OVERALL LABOUR MARKET SENTIMENT in 2014
More than 75% believe that the region’s labour legislation and
regulatory environment is progressive, clear and supportive
towards employment.
Your country's Labour legislation and regulatory
enviornment towards employement
75%
Progressive / Clear /
Supportive
25%
Unfriendly / Vague /
Unsupportive
Approximately a third of all GCC-based organisations also indicated
that the overall outlook has significantly improved over the past 12
months. The UAE led the list with regards to showing clear signs of
optimism, much of which could be attributed to the Expo 2020 wni .
Interestingly, the feelings were consistent in both Dubai and Abu
Dhabi. This was followed closely by Saudi Arabia & Oman.
In terms of industry, Hospitality, Retail, Travel & Transportation are
most optimistic, with enhanced growth prospects across the region in
preparations for large global events within the next decade, expansive
government budgets and economic recovery. The Public Sector
and Construction are also expansive, whilst Manufacturing remains
stable in terms of its relatively stable in comparison to the previous 12
months.
OVERALL LABOUR MARKET SENTIMENT BY COUNTRIES
in 2014
OVERALL LABOUR MARKET SENTIMENT BY INDUSTRY
in 2014
2. Recruitment Outlook: Cautious
yet Expansive
Number in Focus: 421,250+++
*projected number of new employees to be hired in the GCC in the
next 12 months, based on responses just from the survey.
Though majority of the organisations voted for moderate and cautious
recruitment strategies, the 1251 organisations surveyed estimated a
whopping ~half a million new hires in the year ahead.
Current hiring strategy
12%
Hiring freeze or
down-sizing
68%
Moderate & cautious
expansion
20%
Rapid expansion
& growth
Page 3 A Joint Research Initiative by Informa and The Talent Enterprise

4. AVERAGE NUMBER OF PROJECTED HEADCOUNT INCREASE
BY SIZE OF ORGANISATION in 2014 - 2015
549
Medium
Small: Less than 1000 Employees
288
Small
1510
Large
Medium: More than 1000 but less than 10,000
Large: More than 10,000
One of the most compelling findings from the 2014 index was the
balanced viewpoints of respondents in terms of current recruitment
strategies and projected headcount increases. It is clear that the MENA
region’s labour markets are maturing and becoming more complex
in their movements. Some geographies, industries and positions
are clearly “hot” at the moment, with a scarcity of productivet alent
available for recruiters, whilst other areas are languishing, or at best
remaining stable. Simple averages in terms of pay and benefits across
industries and geographies are increasingly inadequate as a means
to describe the complexities of our highly segmented labour markets
across the MENA region, where local factors are the main determinant
of the talent landscape faced by HR professionals.
Healthcare led the way in terms of expectations of increased
headcount, followed closely by Construction and Hospitality, all 3
industries which have been traditionally dependent on expatriate
labour as a major source of employment. Saudi Arabia, Kuwait
and Northern Emirates in the UAE indicated clear signs of
expansion as well. All three of these geographies are increasingly
focusing on accelerating regulatory amendments to support
nationalisation, reducing their historic reliance on foreign
workers. This potential imbalance between supply and demand
will make the attraction and retention of talent more challenging
in the year ahead and beyond. Also challenging, is the focus
on cost control, making it difficult for recruiters for those hot
industries, locations and positions to be able to attract and retain
experienced national and expat workers.
AVERAGE NUMBER OF PROJECTED HEADCOUNT INCREASE BY COUNTRY in 2014 - 2015
AVERAGE NUMBER OF PROJECTED HEADCOUNT INCREASE BY INDUSTRY in 2014 - 2015
3. Employability Outlook: One Size
Does Not Fit All
Number in Focus: 72% *of employers who believe that is
relatively easy to source entry-level candidates.
One of the most critical sources of talent for organisations across
the region is the quality and availability of entry-level candidates
to support the ambitious growth plans and the feedback on the
quality of entry-level graduates remained mixed.
OVERALL OVERALL QUALITY QUALITY OF OF ENTRY-ENTRY-LEVEL LEVEL CANDIDATES
CANDIDATES
National
Expatriate
15%
3%
17%
Below Average
68%
39%
58%
Average Excellent
There is clearly a lot to be done in fostering work readiness
and building critical employability skills to prepare the younger
generation for the workplace. This urgently necessitates closer
alignment between education and the world of work, and for all
key stakeholders to work closer together in matching the supply
and demand side of talent. We need to make the most of the
demographic endowment available to us. There is only a limited
window of opportunity. With over 60% of the population under
the age of 30 years in the region (IFC, 2011), the number of
children and youth is at an all-time high across the Arab World.
According to the UNDP (2010), this “has resulted in the most
rapid growth in the number of young people in the region’s
modern history”. The talent of young people, and the youth
bulge they collectively represent, offers the greatest productive
opportunity since the discovery of oil and gas in the middle of the
last century. However, having a young working age population
is a necessary but not a sufficient condition for enhancing
productive capacity required to drive economic growth. Their
energy and aspirations need to be channeled in the right
direction in terms of developing their skills and providing positive
work opportunities.
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5. Alarmingly, youth across the region are facing an early mid-career
crisis with those under 25 and between 25 to 34 years
of age showing the lowest levels of engagement and motivation
amongst all age groups. This has a direct impact on their
performance, productivity and contribution to their jobs.
A very interesting trend is that the top 5 skill and development
requirements seem to be rather distinct for national and
expatriate entry-level candidates, with the exception of teamwork
and collaboration. Education and job relevant skills, effective
communication work ethics and time management seem to
be top priority for local talent, whereas technology, leadership
and life skills seem to take precedence for expatriate talent,
while they show up as lowest priority for national talent. This
clearly indicates that a one size fits all approach to graduate
development is no longer good enough. It may also indicate
a further segmentation, rather than integration, of the
region’s labour markets between the types of target jobs and
development pathways offered to nationals and to expatriates.
AVERAGE NUMBER OF PROJECTED HEADCOUNT INCREASE BY COUNTRY in 2014 - 2015
4. Learning & Development
Outlook: Invest in Growth
Number in Focus: 35%*
*plan to spend upto USD 5,000 per employee in terms of their L&D
HR leaders from across the region continue to prioritise
investment in learning and development for their employees.
However, many report a need to strike a fine balance in terms
of having an inclusive development strategy to ensure on-going
personal and professional development of all employees, with
an increasing proportion of L&D budgets being allocated to local
talent specifically.
According to research conducted by The Talent Enterprise on
employee engagement in the GCC, learning and development
as well as career growth remain the top drivers for workplace
motivation for talent in the region, along with inspiring senior
leadership. Hence, we expect to see an on-going trend on
investments in L&D over the next few years. However, there
is pressing need to shift away from the reliance on traditional,
classroom based training to workplace and outcome focused
learning, using the flipped classroom or 70-20-10 approach. Also,
currently, there continues to be trend on a large proportion of
training budgets being spent on entry-level induction, national
or graduate programs and senior and executive leadership
development. However, there is a glaring gap in building the
technical and people capacity amongst mid-career professionals,
supervisors, managers and so on, who can in turn coach and
mentor their teams.
Approximately 25% of organisations increased their training
budgets compared to last year, and projected L&D spends vary
by type and maturity of organisations across the region.
Impact on L&D budgets
Projected L&D spend per employee
Page 5 A Joint Research Initiative by Informa and The Talent Enterprise

6. 5. Rewards Outlook: A Balanced
View
Number in Focus: 9%*
*average projected salary increase for 2014-2015
The outlook on rewards, salaries, bonuses and benefits
indicates a ‘wait’ and ‘watch’ approach, with a majority of
employers indicating no significant increase in budgets in the
next 12 months.
Salary increase projections also remained quite balanced across
all levels of seniority at an average of 9% keeping in mind merit
based pay as well as cost of living adjustments.
PROJECTED AVERAGE SALARY INCREASES
FOR 2014 - 2015
Outlook on Reward Budgets for 2014 – 2015
Interestingly, despite the overall expansive and buoyant
outlook in the region, the average level of reported attrition
was 8% across all markets and sectors, with approximately
86% of companies reporting less than 15% turnover.
However, the ‘risk of attrition’ remains fairly high, especially
in the more competitive labour markets like UAE and Qatar
and some industries and roles which will be facing imminent
skill shortages, such as healthcare and technical roles in
engineering, design, project management and so on.
AVERAGE ATTRITION REPORTED BY ORGANISATIONS in
2014
6. Top HR Priorities:
Nationalisation & Employability
Top-Of-Mind
Number in Focus: 72%*
*of business and HR leaders clearly indicated that nationalisation is a
top priority.
Along with a continued focus on talent acquisition,
nationalisation and the need to develop critical employability
and work-ready skills for the younger generation were clearly
prioritised as the top human capital priorities. Organisational
leaders clearly expressed a need to work more closely with
educational stakeholders as well. Interestingly, employee
engagement, performance and cost effectiveness were lower
down on the agenda – is this a direct outcome of the high growth
labour markets or an indication of the current maturity and
evolution in our HR practices?
Within nationalisation, employers clearly indicated a need to
define longer term, more sustainable strategies. There is clearly
a trend towards a term we define as Nationalisation 2.0TM
which is characterised by a fundamental reboot of the current
approach to localisation, i.e. a shift from attracting talent based
on a quota-driven approach, towards meaningful, genuine and
enduring talent advancement. This requires an increasing focus
on developing skills and competencies, rather than a quantitative
focus on filling jobs, as has been the case in the past. It’s about
finding the ‘right’ job in line with the aspirations and capabilities
of the individual and not just any job.
TOP 3 MOST IMPORTANT AND TOP 3 LEAST IMPORTANT HR
PRIORITIES
MOST IMPORTANT
20% Recruitment & Selection
72% Nationalisation
Building Employability Skills
for Entry-Level Graduates and
Working Closely with Education
Providers
45%
LEAST IMPORTANT
Focusing on Peformance &
a Differntiated Talent Strategy 24%
25% Engaging our Employees
Operational Effectiveness and
Cost Management
25%
Top Three Nationalisation Priorities for 2014 – 2015
Page 6 A Joint Research Initiative by Informa and The Talent Enterprise

7. If the future direction of economic growth in Saudi Arabia will be
in manufacturing or retail sectors for example, more and more
Saudi’s must be encouraged to make these career choices and
seek appropriate qualifications. Abu Dhabi needs to focus on its
7. Conclusion: An Optimistic
Outlook for 2015
We often paint the entire region with one broad paint-brush,
and though there is definitely some universality
in the opportunities and challenges that exist from
the Maghreb to the Mashreq, each nation has its own
growth trajectory.
Although Dubai, Bahrain and Oman may have taken the lead
with regards to diversifying their economies, largely driven by a
need for innovation due to their smaller oil endowments, other
places are accelerating fast. Manama and Dubai compete as
world-class financial hubs and Saudi Arabia continues to boost its
manufacturing base. Doha is known for its education sector and
Oman for its tourism industry.
The view across the talent landscape of the MENA region
from our inaugural 2014 study is an expansive one.
Not only is the supply of labour growing, thanks to a young and
rapidly growing local populations, along with the continued
interest and availability of expatriates, but so too is the demand
for labour. The expansion in confidence is felt most keenly within
the GCC (and specifically in the UAE, Qatar and KSA) and within
the Retail, Hospitality, Transportation, Real Estate & Healthcare
sectors. These geographies and industries are buoyed by the
most positive general economic conditions and also by the major
investment announced as a result of the awarding of the Expo
2020, World Cup 2022 and the extensive labour market reforms,
especially within Saudi Arabia respectively.
However, the caveat to this positive outlook is that confidence is
ephemeral – hence the reason for establishing this annual review
of labour market sentiment across the region. Our experience has
shown that things can change quickly, whether driven by falling
energy prices, political instability or potential uncertainty about
the enduring legacy of major world events in the region. What will
the Labour Market Confidence Index be saying about the talent
landscape in Dubai 2021 or Qatar 2023 for instance?
We will have to wait and see. For now, 2015 will bring a continued
expansion in labour market confidence, driven by a continued
sense of urgency on the part of governments to accelerate the
transition towards establishing knowledge-driven economies.
Investments in education, and employability in particular, will
expand, as will the proportion of government expenditure
specifically directed towards supporting a boost in labour market
efficiency and driving greater productivity in the workplace.
An increased focus on expanding headcounts for the commercial
and semi-private sectors, whilst continuing a much more
rigourous budgetary control, will demand that HR teams need
to be more innovative in attracting and securing top talent.
This means that seeking more efficient, effective and economic
methods to recruit, select and develop talent will be the prime
concern of people professionals across the region. Unlocking the
national workforce’s talent will continue as a top priority.
In addition, it is also clear from this study, that there are many
differences across the talent landscape of the MENA region. This
most clearly translates into your varied expectations on the growth
of pay and benefits across the region. The degree of variability
core sectors such as healthcare, education and aviation in terms
of aligning educational skills with employer demands and Dubai
is clearly seeing a trend towards increasing its service delivery via
sectors such as retail and hospitality.
across geographies, occupations and industries demonstrates
a heterogeneous ‘mosaic’ pattern emerging across the region.
Some regions across the region (and indeed within some of the
individual nations) demonstrate little or no growth expectations.
For instance, the differential expectations within the UAE between
Abu Dhabi and the Northern Emirates are significant. Within
organisations and industries, we also see significant variability,
with pay premiums for top talent in growth industries. Increased
government interventions in the regulation of labour markets
will also continue to disaggregate local talent landscapes, with
double-digit total pay increases predicted for top talent with the
right intersection of geography, industry, organization, biography
and capability. It is clear that a reliance on broad-based, “spurious”
averages of 4% or 5% are no longer sufficient or accurate, as
your responses indicate that the contours of the region’s talent
landscape are far more varied. From a technical perspective, the
simple mean averages ignores the high standard deviation across
the highly segmented labour markets in our region.
Outlook for 2015
12%
51%
Cautious Same as this
Year
42%
Optimistic&
growth
In this inaugural MENA Labour Market Confidence Index, we
have examined the opportunities and challenges which face
us as organisational leaders and HR professionals in navigating
the talent landscape of the MENA region. We have spent some
time considering where we have come from and how we ended
up where we find ourselves today. More than 150 years ago,
nobody had considered that Japan would develop a unique
approach to work, its own management model, which would
enable it to become, and arguably remain, amongst the leading
manufacturing and technology producer in the world. There is no
reason why we can’t develop a distinctly Arab or Gulf approach
to human capital management which will build an enduring and
meaningful competitive advantage for the region going forward.
During the twentieth century our region became renowned for
its endowments of fossil fuels. In the twenty-first century it needs
to become more recognised for the capabilities of its human
resources, if it is to continue the transition towards economic
diversification.
In order to be successful in this endeavour, we need the
confidence to develop our own approaches, addressing the
challenges and unlocking the paradox of plenty lying before us.
We need to question orthodoxies and ‘best practices’ imported
from elsewhere. A copy paste approach is no longer good enough.
We need fresh thinking, based on our own judgment, experience
and research from our unique regional context. We need to base
our actions on local evidence gathered in the MENA region. This
is the key contribution of the MENA Labour Market Confidence
Index – in providing a platform for analysing and understanding
these trends as a means for building an evidence-based platform
for enhancing confidence in the people profession.
Page 7 A Joint Research Initiative by Informa and The Talent Enterprise

8. Innovation is not easy and the courage to think and act
differently within the people profession will be key to
achieving the promise of the future. In many ways, the
future of our profession is going to be about developing
more resourceful human beings, versus a focus on the
traditional human resources.
The “al kitab”, policy - driven approach to HR will continue to be
a necessary, but not a sufficient condition for successful talent
management in the future.
The first step is to understand more about our strengths and
develop an ambitious but enduring action plan which will work for
each of us in our own unique circumstances. The second step is to
commit to the courage to act, to innovate and to contribute to the
ongoing debate. In doing so, we should also have the expectation
that genuine change and development will not be easy, either
in the way we work as individuals, the way our organisations
operate or in determining the direction of future policies. It will
take hard work, concerted efforts, sacrifices and the wisdom
to learn positively from temporary setbacks whenever they are
experienced. We hope and expect that this study will map these
trends as they emerge across the region in the years ahead.
Our future actions include how we look to initiate a genuine two-way
conversation to improve positivity and productivity across the
MENA region. How we build better bridges between education and
employment and deliver a more sustainable alignment between
pay and productivity in the region. We also need to be realistic and
not shut our eyes to the variability of HR practice across the MENA
region, which operates across the broadest spectrum anywhere
in the world. In many ways and in many workplaces, the priority
HR actions are human rights in nature and not human resources.
What steps we take to improve employment opportunities for
our next generation of national talent, for the region’s women,
for expatriates, to favour the development of more successful,
independent commercial organisations, including opening our
economies to greater competition and encouraging flourishing
small businesses, towards promoting the future growth and
sustained economic vibrancy of the MENA region.
Across the MENA region our collective financial resources are
enabling us to invest in building the physical infrastructure we
need for the future. However, financial resources and physical
infrastructure are not sufficient alone to build an enduring
economic future for our region. We now need to prioritise
similar levels of development in our collective human capital,
develop the talent landscape and invest in strengthening our
collective psychological capital so that both can work together
more effectively and deliver sustainable growth based on greater
people productivity. Our region has witnessed a remarkable
and accelerated economic revolution in the last century. We
now need to deliver an even faster, deeper and more successful
psychological revolution in order to secure the promise of a
shining example to the rest of the world in the rest of the century
ahead.
All the ingredients are in place for a future based on the
talent and enterprise available to us within the MENA
region.
We trust that this inaugural study has taken you further forward
for finding the right recipe for you and your organisation. We
thank you for your contributions to this 2014 report and look
forward to your active participation in next year’s MENA Labour
Market Confidence Index.
Authors of the Report
David Jones, Managing Director, The Talent
Enterprise
David is the Managing Director of The Talent
Enterprise, and with a background in labour
market economics, David has over 23 years of work
experience spanning consulting and line HR in Europe
& the Middle East. He is the co-author of the best-selling
book titled ‘Unlocking the Paradox of Plenty’. David was previously
the Chief Consulting Officer with Aon Hewitt MENA region and has held
senior HR leadership positions with Emirates Airlines and Dubai Civil
Aviation. He is a senior advisor to policy makers and organisational
leaders. David can be contacted at david@thetalententerprise.com.
Radhika Punshi, Consulting Director, The Talent
Enterprise
Radhika is the Consulting Director at The Talent
Enterprise. As an HR professional and organisational
psychologist, she has lived and worked in the GCC
region for over 14 years. Her prime focus is on
nationalisation and local talent development, with an
emphasis on gender and youth inclusion. With an Ivy League education
and two Masters Degrees in Organisational Behavior and Psychology,
Radhika is the first person from the MENASA region to be awarded a
degree in Positive Psychology. She is a frequent commentator in the
regional media and speaks regularly at conferences across the world.
Radhika can be contacted at radhika@thetalententerprise.com.
THE MENA Labour Market Confidence Index is a joint initiative by Informa
Middle East and The Talent Enterprise.
The HR Summit and Expo is the Middle East's largest show
dedicated to HR professionals in the region. Running for more
than a decade, the show has grown to become the ultimate
platform to feature the latest innovation, strategies, insights
and international best practices by the most influential and
respected HR leaders and practitioners from around the globe.
The Talent Enterprise is the region's leading 'think' and 'do' tank
dedicated to the elevation of human capital in the region. We advise
our clients on their most critical employability, nationalisation,
assessment, talent management, leadership development, employee
engagement and performance opportunities. Our approach to human
capital is fresh, evidence-led, innovative and practical.
A Special Thanks
We would like to thank Ramy Bayyour, Priyanka Ravindran & Yasmin Helal from Informa Middle East in their tremendous support during this study.
Also, a special thanks to Gauri Gupta, Prasanjit Sarkar and Surbhi Sawalka from The Talent Enterprise for collecting and analysing the data from this
flagship report. The data was collected online in August & September 2014 and includes a sample of 1251 respondents from across the MENA region.
Page 8 A Joint Research Initiative by Informa and The Talent Enterprise