Qatar Today - - BUSINESS -

If you would like to share your own ex­pe­ri­ences with Qatari­sa­tion pro­grammes, and get in­sight into best prac­tices and work­force at­ti­tudes, con­tact us to par­tic­i­pate in our Qudu­rat Wave 3 study. Par­tic­i­pa­tion is free of charge and very easy. To find out more, please visit www.aon­hewittme.com/ qudu­rat Mil­len­ni­als in re­la­tion to the world of work, and brings into fo­cus the chal­lenges for Qatari­sa­tion.

It found that younger GCC na­tional em­ploy­ees are sig­nif­i­cantly less tol­er­ant of di­ver­sity than their older coun­ter­parts. This find­ing is echoed by the 2012 Qatar Hu­man De­vel­op­ment Re­port, which found that young Qatari na­tion­als saw "a mixed work en­vi­ron­ment" as a bar­rier to work­ing in the pri­vate sec­tor. It's in­ter­est­ing that our mil­len­ni­als find it chal­leng­ing to work with dif­fer­ent peo­ple in spite of their ed­u­ca­tional prepa­ra­tion and their ex­po­sure to dif­fer­ent cul­tures both in Qatar and abroad.

The Qudu­rat study also in­di­cates that these same young peo­ple do not be­lieve that their ed­u­ca­tional ex­pe­ri­ences have


Labour mar­ket data shows that there is a mis­match in the avail­abil­ity of tech­ni­cal skills as well as other soft skills that oil the wheels of work­place in­ter­ac­tion and which may help them op­er­ate ap­pro­pri­ately in a cul­tur­ally di­verse work­place en­vi­ron­ment.

In spite of the above, there are high ex­pec­ta­tions for salary raises and pro­mo­tions. In fact, young peo­ple are sig­nif­i­cantly more con­fi­dent of their pro­mo­tion prospects than older peo­ple are.

These find­ings pose im­por­tant chal­lenges to cur­rent man­age­ment ap­proaches. For in­stance, while there is a sig­nif­i­cant in­vest­ment in learn­ing and de­vel­op­ment in­ter­ven­tions, it is ques­tion­able whether the right ar­eas are be­ing tar­geted. Coach­ing and men­tor­ing are be­ing un­der­utilised as ef­fec­tive de­vel­op­ment tools for young peo­ple, with only one out of two Qatari na­tion­als un­der 25 years old be­liev­ing that they re­ceived ad­e­quate coach­ing or men­tor­ing at work in the last six months.

Con­fi­dence in lead­er­ship is also lower among the younger age groups. In Qatar, only 52.8% of those un­der 25 years old be­lieve that their se­nior lead­ers are mak­ing the right de­ci­sions in run­ning their or­gan­i­sa­tions and man­ag­ing their em­ploy­ees. While this is higher than other GCC coun­tries, it still means that close to half of the un­der 25-year-old work­force is less en­gaged due to lower lev­els of con­fi­dence in their lead­er­ship.

Con­cerns re­main

Con­versely, busi­ness lead­ers are con­cerned about the short­ages of vi­tal skills in the tal­ent mar­ket and the in­abil­ity of their or­gan­i­sa­tions to at­tract the right tal­ent. There is a great need for youth to un­der­stand and pre­pare for the evolv­ing work­place.

On the other hand, busi­ness lead­ers also need to reach out to the youth and guide them to make the most of the op­por­tu­ni­ties avail­able to them. Or­gan­i­sa­tions need to make sure that their Qatari youth are prop­erly en­gaged and de­vel­oped to take on mean­ing­ful work now and in the fu­ture

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