Great Places to Work, acknowledged as the global authority on workplace culture, has empowered organizations with data, insights, and actionable solutions to elevate their workplace cultures. In a conversation with Ibrahim Mougharbel and Tanzeel Ur Rehman, Managing Directors at Great Places to Work for the UAE and KSA respectively, Communicate explores the current state of workplaces in the MENA region, with a special focus on the UAE and KSA.
From left to right: Ibrahim Mougharbel, Managing Director at Great Place to Work® UAE, and Tanzeel Ur Rehman, Managing Director at Great Place to Work® Saudi Arabia.
In the aftermath of the Great Resignation, employees are described to be in a state of “Great Gloom.” Could you elaborate on the challenges employees are facing globally, and how is this phenomenon manifesting in the MENA region specifically?
Ibrahim Mougharbel: The Great Resignation has presented numerous challenges for employees on a global scale, with burnout, stress, and a longing for improved work-life balance emerging as key issues. In the UAE, these challenges are intensified by cultural factors, such as prolonged working hours and limited flexibility. Nevertheless, the UAE government has taken proactive measures to tackle these issues, introducing positive initiatives such as the promotion of remote work, mental health awareness campaigns, and the implementation of flexible working policies. These initiatives aim to create a supportive and inclusive work environment for employees in the region.
Tanzeel Ur Rehman: In KSA, the impact of the Great Resignation varies, as the talent war is already underway. There is a concerted effort to attract young and high-quality local talent, who are currently presented with abundant opportunities in the local market. KSA is addressing the Great Resignation phenomenon by placing a strong emphasis on workplace culture. This emphasis aligns with the ambitious Vision 2030, offering extensive opportunities to the workforce in light of the substantial contributions required to achieve the country’s visionary goals by 2030. Prioritizing leadership and talent development emerges as the key strategy to counteract the impact of the Great Resignation in the Kingdom.
The MENA region is gaining global attention with a growing demand for talent across sectors. What factors contribute to the region’s attractiveness for professionals, and how can organizations leverage this to attract and retain top talent?
Ibrahim Mougharbel: Absolutely, at Great Place to Work® - Middle East, we’ve observed a significant threefold increase in program participants year over year. Organizations in the MENA region now recognize the crucial role of employee experience in impacting business performance and becoming an employer of choice. UAE being a key player in the MENA region, stands out with its robust economy and global business hub status, making it an alluring destination for professionals. Factors such as world-class infrastructure and a multicultural environment enhance its appeal. To capitalize on this attractiveness, organizations can offer competitive compensation packages, foster career growth and development, and cultivate a diverse and inclusive work culture that stimulates innovation and collaboration, thus attracting and retaining top talent in the region.
Tanzeel Ur Rehman: The Saudi Vision 2030 is steering towards a vibrant Saudi society with a diversified and stable economic future. Saudi Arabia’s significant investments in infrastructure development, innovation, and sustainability create opportunities for professionals keen on driving positive change. This emphasis on change is evident in the introduction of various initiatives and giga projects. The success of these endeavors relies on the right mix of talent and expertise. Therefore, the evolving organizational culture in today’s KSA recognizes the importance of a great work environment.
As employees navigate uncertainties, what are the predominant hopes and fears you are observing in the current workforce?
Ibrahim Mougharbel: Employees in the UAE express significant concerns about fairness and impartiality in the workplace. There is apprehension regarding favoritism and a desire for equitable compensation for their efforts. Post-Covid, employees are urging employers to embrace greater flexibility and reconsider hybrid work models.
Tanzeel Ur Rehman: Employee concerns often stem from the cultural fabric of an organization, as people tend to leave managers rather than organizations. In KSA, organizations are now more determined than ever to train middle management to effectively embody and communicate the organization’s values, thereby boosting employee trust. Additionally, addressing employees’ aspirations for stability and progression involves providing opportunities for skill development and career growth. Implementing training programs, mentorship initiatives, and clear development paths assures employees of their value and secures their future within the organization. The ultimate goal is to foster a workplace culture that eliminates unfounded fears, allowing employees to reach their true potential with heightened engagement levels.
Organizations are grappling with understanding the needs and wants of the Gen Z workforce. In the light of the region, what are the unique characteristics and expectations of the Arab youth, and how are their hopes and expectations from a workplace different from those of any other generation?
Ibrahim Mougharbel: The desires of Gen Z regarding their workplace have become a prominent and timely topic. Essentially, there are two primary requests. The first revolves around flexibility, highlighting the importance of adaptable work arrangements. The second centers on the organization’s commitment to social responsibility, particularly in terms of giving back to the community and demonstrating a genuine concern for the environment.
Tanzeel Ur Rehman: To keep the Arab youth motivated, organizations in KSA need to embrace a digital-first approach, fostering an environment that supports innovation and promotes a culture of creativity. Additionally, instilling a sense of purpose is paramount for the Gen Z workforce to stay motivated. These elements define the expectations of today’s workforce, enabling them to perform at their best.
In the context of workplace culture, how is the concept of diversity, equity, and inclusion (DE&I) being defined in the region in the heavily multi-cultured background of the Middle East?
Ibrahim Mougharbel: Unfortunately, in the UAE, discussions around diversity, equity, and inclusion often lack tangible action, especially when not specifically focused on segments like Best Workplaces for Women or Millennials. We consistently advocate for organizations to adopt the “For All Methodology” in their business approach. This methodology encourages finding the right balance across all demographics, fostering inclusivity, and ensuring equitable and diverse representation.
Tanzeel Ur Rehman: In KSA, there has been a substantial and recent surge in the implementation of diversity, equity, and inclusion initiatives. This approach aims to harness the full potential of the workforce by incorporating a rich variety of ideas. The strategy involves integrating DE&I as a fundamental aspect of organizational planning, starting from the manpower planning stages. Comprehensive diversity training and workshops throughout the organization play a crucial role in embedding tolerance. The learnings from these initiatives should be reflected in all decisions made within the organization.
Are there innovative or unconventional approaches to workplace culture that organizations should consider in the current landscape? What success stories or best practices can you share in this regard?
Ibrahim Mougharbel: Numerous success stories and case studies highlight the best approaches and practices in creating an exceptional workplace culture. We can draw inspiration from the achievements of the Best Workplaces in the UAE™️, Middle East™️, and Asia™️, as well as from the Best Workplaces for Women™️, Parents™️, and Millennials™️. These exemplars have elevated the employee experience and performance, significantly impacting their financial growth and revenues. There is no one-size-fits-all approach; companies must actively listen to their employees and implement practices that align with their unique business, culture, and people.
Tanzeel Ur Rehman: Every organization is distinctive, possessing its own culture that can evolve for better results. While learning from the experiences of other organizations through “best practices” is valuable, the ultimate goal is to find the “best fit” for your unique workplace culture. There are no shortcuts to developing a distinctive culture, but fostering a culture of listening and encouraging innovation can lead to the identification of unique and unconventional approaches that suit your organization’s needs. Innovation should be widely nurtured and rewarded, allowing you to define your own set of innovative and unconventional practices for workplace culture.
This piece was first published in Communicate's inaugural Best Places to Work 2023 issue.
