DOHA: Qatar’s private sector really needs to understand the aspirations and motivations of young Qataris in order to attract them to that sector. In order to woo young Qatari talent to the private sector, the employers need to engage themselves with academic institutions in well in advance.
A research paper on Qatarisation that Oxford Strategic Consulting presented yesterday at the Qatar National Talent Summit 2014 in conjunction with the Qatar Chamber suggests it is possible to create a ‘generation of leaders’ through intense experience of leadership situations and learning, ideally from an early age.
The research found Qataris is highly motivated by factors such as ‘serving the country’ and contributing to society’ but employers think they are motivated only by money and an easy life. Some employers are using totally the wrong messages to attract and recruit young Qataris. The report shows how to design and implement a campaign to attract Qataris with the right messages.
Even in competition with government salaries, employers could show that the lifetime income of the private sector is normally higher, because of the possibilities for development and fast promotion, compared to government.
“Many young people believe that private sector roles are less meaningful than government roles. They are seen as lower status, harder work and less well paid. They believe that a government desk job is the ‘best career’. There are good arguments against these beliefs, but no one is giving them different messages in ways they can relate to. Employers often believe young nationals only want money and a ‘big’ job title, but making the family proud, contributing national success and feeling important are at least as important. Incorrect perceptions on both sides are stopping employers and young nationals from engaging effectively”.
The report makes several key recommendations to maximize Qatari talent, in addition to the many government-led initiatives already underway. It suggests that employers themselves can take more effective action, for example in engaging earlier with academic institutions. The report identifies various institutions and initiatives that serve as sources of talent and recommends that these sources be used to create clear career paths and a steady flow of talent into the private sector.
The report also cites the major disconnects between employers and young Qataris regarding the motivations and aspirations of nationals, the best ways to attract and recruit and the work preferences of Qataris. All of these disconnects are opportunities for more effective development of Qatari talent to reduce national unemployment, increase GDP and individual incomes and ensure Qatar’s competitive position in the global economy.
The Peninsula
