PwC Middle East launched today, the Middle East cut of the Future of Work and Skills Survey: “Building tomorrow’s workforce: Six no-regrets plays to make today”, that highlights that
leadership and strategic planning for the future are key to creating robust workforce strategies.
The survey drew upon views of almost 4,000 business and human resources (HR) leaders globally, with 300 across the Middle East (UAE, KSA, Qatar & Egypt).
Building trust
The research found that for organisations to thrive, leaders need to access their people’s full potential and develop and execute new, dynamic strategies. The report’s findings showed that leaders in the Middle East were developing their strategic, financial and people plans in a coordinated way with 38% of companies in the region strongly agreeing to be able to do that. Additionally, as firms accelerate their digital journeys and prepare for the future of work, they will need to focus on their people by building trust in the organisation and their leadership. By building trust people will be able to deliver sustained outcomes for their firms, and while only 30% of global respondents strongly agreed that their organisation builds high levels of trust between workers and their direct supervisors, we saw this increase to 36% in the Middle East.
Digitisation continues to be a top concern for Middle East leaders, and there is currently a gap between the heightened role technology will play in the workforce strategy. The survey reveals that 46% of the organisations felt that the ability to adjust the workforce in response to market changes is very important with 44% in the UAE and 46% in Saudi Arabia, while only 35% strongly agreed to being able to do so with 22% in the UAE and 35% in Saudi Arabia.
Talent development and upskilling programmes
42% of respondents in the Middle East reported that ‘encouraging re-skilling and continuous learning to help workers remain employable’ as very important. The report also cited that leaders have to invest in new cloud technologies, automation and lean into data models that fuel outcomes-based decision-making and meaningful returns on investment.
Agile and resilient workforce of the future
Only 31% of the survey respondents stated that it is very important to design talent practises and processes to nurture employee agility and adaptability. Leaders will need to investigate the root causes for this issue and identify best practises across other leading organisations and tailor their talent practises and processes accordingly.
Randa Bahsoun, Partner, Government & Public Sector and New world. New skills. Leader, PwC Middle East said: “The economic case for upskilling is compelling. An upskilled human capital delivers improved productivity and innovation and creates a more flexible and adaptable workforce equipped with the necessary skills to survive and thrive in a highly digitised and environmentally-conscious world.” She added: “Most importantly, enhanced access to training and learning opportunities can deliver tremendous social benefits – from improving individual wellbeing and health to reducing crime rates and creating stronger societies.”
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