Managing a workforce in the GCC

01 June 2015
Published: June 2015
 
During the course of the past ten years the HR function has grown in importance, becoming part of setting strategy and managing from the top. It has also become international, often with managers in a location such as London directing operations within an EMEA territory or even further afield in Asia-Pacific. The role of global mobility manager or international operations manager has emerged, with incumbents needing to have a broad overview and a wide range of knowledge of issues in various jurisdictions.
 
This report, written in collaboration with Clyde & Co, examines a number of issues within the cycle of establishment/recruitment to termination as they relate to the Gulf Cooperation Council (made up of the Kingdom of Saudi Arabia (KSA), Sultanate of Oman, Kingdom of Bahrain, State of Qatar, Emirate of Kuwait and United Arab Emirates (UAE)), commonly referred to as the GCC. An area characterised by a public sector workforce dominated by the national oil industry, the GCC is now increasingly diversifying, seeking to attract foreign direct investment and grow sectors such as hospitality, retail, technology, manufacturing and healthcare.
 
Through a series of scenario-based case studies, we examine the common employment issues, such as recruitment, operating in KSA, localisation, restructuring and bribery, facing employers in the region.
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