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Talent Management in UAE Nationals

Discuss about the Future Foresight of the UAE Nationals Talent Management.

In the era of globalization, human capital is considered as the most valuable and significant asset for every country. The skills and talents of the nationals can foster national competitiveness with their advanced innovation level (Al Ariss, Cascio and Paauwe 2014). Hence, managing and developing the talent level of the nationals are extremely significance for leading high level of competitive advantage. With increasing level of migration rate, every country is also facing the issue of retaining the talented nationals for enhancing national productivity. Gaps in the talent level of the nationals also hinder the ultimate national competiveness of any country. Talent management can work effectively in attracting, developing and retaining the top talents of nations for having national development (Vaiman, Haslberger and Vance 2015). This research study will be dealing with the future foresight of UAE Nationals talent management for mitigating the gaps of nations working the public sectors of the country. The research paper will select appropriate research method and technique for gathering information concerning the research topic.

Talent management is a systematic approach of attracting, developing and retaining the top talents in an organization or in any country. National talent management is intended towards strengthening the skills and talents of the nationals working at different industries of a country (Gallardo-Gallardo and Thunnissen 2016). With the advancement of technology and needs of innovative ideas of business, the Government of Abudhabi, UAE is realizing the needs of developing the talent and skills level of their nationals. Moreover, the Government is highly intended towards preparing the nationals industry ready with advanced knowledge and capabilities (Cerdin and Brewster 2014). In such extent, Abudhabi government academy is going tailor the academic courses for overcoming the gaps in talent management of UAE nationals.

The practice of national talent management is intended to ensure that a nation has right skills into right position at right time for fostering innovative ideas of product and service offerings to be offered by different national industries. This research will assess the foresight of talent management in UAE for developing and retaining the top national talents. Moreover, the research will identify the gaps in the talents of the UAE nationals. Hence, the research is extremely significant for the Government of Abudhabi towards assessing the actual gaps the talent level of the nationals. It will help the government and other public service industries of Abudhabi to formulate effective talent management strategies for developing and retaining the top national talents.

Importance of Talent Management

Talent management framework prepared for the nationals purposefully mitigate the talent gaps among them and prepare them ready to perform as per the industry standard. With the advancement in technology and changing working pattern, the existing nationals of Abudhabi are not being capable of coping up with the changes (Cappelli and Keller 2014). Furthermore, increasing brain drain rate is also significantly reducing the percentage of the talented nationals in the public sector organizations of Abudhabi in UAE. In such situation, the Government of Abudhabi needs to initiate proper academy for developing the skills level of nationals and retaining the top talents within the country. However, except from Dubai Future Academy, there are limited numbers of Government academy in UAE, who can develop the talents of nations (Schuler 2015). In such extent, Abudhabi Government Academy is going to be established soon for tailoring the academic courses for overcoming the gaps in talent management of the UAE Nationals.

The purpose of the research is to assess the gaps in the talent of the nationals in Abudhabi in UAE. The intension of the research is also to assess the significance and scope of Abudhabi Government Academy, which is going to be established for tailoring academic courses for overcoming the gaps in talent management of the UAE Nationals. The research will purposely highlight the best talent management strategies for the development of talents of the UAE nationals.

The aim of the research is to support the Abudhabi government academy (going to be established soon) in tailoring their courses to overcome the gaps in talent management of the UAE Nationals.

SMART RESEARCH OBJECTIVES

SPECIFIC

·         To identify the gaps and future foresight in the talents of the UAE nationals of the public sector organizations

·         To highlight the importance of talent management in developing the talents of UAE nationals

·         To find the scope of Abudhabi government academy in overcoming the gaps in talent management of the UAE Nationals

·         To suggest the best strategies to public sector organizations in Abudhabi, UAE for managing and retaining top talents

MEASURABLE

·         The development of skills and talents of UAE national can be measured through talent test and their work efficiencies

AGGRESSIVE

·         Developing talents of the UAE nationals needs establishment of government academics provide tailored academic courses to the nationals

REALISTIC

·         The tailored academic courses provide the government academic will definitely develop the talent level of the nationals

TIME-BOUND

·         The completion of research will take 4 years time period

Table 1: SMART Research Objectives

(Source: Created by Author)

  • What are the talent gaps and future foresight among the nationals of UAE of public sector organization?
  • How talent management is significant for developing the talents of UAE nationals?
  • What is the scope of Abudhabi government academy in overcoming the gaps in talent management of the UAE Nationals?
  • How public sector organizations in Abudhabi, UAE can manage and retain their top talents?

Talent management is the associated with organizations’ commitment towards recruiting, hiring, retaining and developing most talented and superior talents in the job market. Haladay et al. (2016) pointed out that national talent management is the initiatives taken by the government of a particular country towards developing and managing the talents of nationals. Proper talent management develops and enhances the skills and capabilities of the nationals. On the other hand, Vinod et al. (2014) opined that national talent management promotes high performing workforce, identifies close skill gaps and implement programs for mitigating those gaps through proper skill and talent development of the nationals. The intension of national talent management is to foster national competitiveness through the advanced and developed skills and talents of the nationals.

Gaps in Talent Management of UAE Nationals

Talent management develops advanced talents and skills among the employees working the different organizations. Likewise, national talent management develops advanced skills and talents among the employees working in different public sector organizations of a particular country. Meyers and Van Woerkom (2014) stated that employees developed through effective talent management process can align advanced skills and talents with any kind of technological or any other types of changed organizational process. In this way, such nationals can improve the overall productivity of a particular nation leading to national competitive advantage. On the other hand, Tatoglu, Glaister and Demirbag (2016) mentioned that effective talent management and proper training foster creative skills among the nationals working in public sector organizations. In this way, such national having creative skills can develop innovative and creative product and service ideas from different public service industries. In this way, such uniqueness of the public service industries often results in high level of national competitiveness.

Furthermore, Thunnissen (2016) opined that talented and developed nationals are more likely to provide proper solutions to the critical problems faced by the public sector organizations. Hence, the talent management programs initiated by government would be highly helpful in resolving the critical problems of public sector organization in UAE through effective solutions provided by the talented nationals. Development of talent can enhance the willingness of the nationals to work because of their flexibility to work with new and advanced skills require by changing business requirement.

The most common problem associated with the talents of nationals working in the public sectors is their lack of advanced technical skills. Moreover, with the frequent changes and advancement of the technology, the employees of public sector organizations are facing issues in coping up with the changed organizational process with their existing skills and talents. Hence, such employees are ultimately reducing the overall organizational efficiencies. According to McDonnell et al. (2017), the shortage of highly qualified nationals in the job markets of Abudhabi, UAE also leads to issues in the talent management of the public sector organizations. The lack of high qualification of the nationals hinders the overall efficiency level of the public sector organization in UAE. On the other hand, Swailes, Downs and Orr (2014) stated that shortage of experienced nationals results in huge issue for the public sector organizations, where such inexperienced are not capable of giving their best in organizational success. In this way, such skill gaps ultimately hamper the national competitiveness of the country.  Hence, most of the nationals working in the public sector organizations are highly capable of performing at their peak for leading organizational success.

Effective Talent Management Strategies for UAE Nationals

The talent management initiatives taken by the government academy should always set proper learning goals. Collings (2014) pointed out that proper learning goals direct the government academic towards setting effective talent management academic courses towards mitigating the talent gaps among the nationals. The learning goals should also include the behaviors and skills of the employees based on the organizational needs and demands of the public sector organizations. On the other hand, Morley et al. (2015) opined that settlement of proper learning goals leads to actual identification of talent gaps among the nationals leading to effective mitigation of crucial talent gaps. While considering the evidence from Association for Talent Development (ATD) of USA, it can be said that the academic professionals of the organization always set proper learning goal for the developing the talents of the nationals. Such goals direct the academic professionals to take proper initiatives in developing the talents of the nationals working in public sector organizations of USA (Thunnissen 2016).

Effectiveness of talent management initiatives is always dependent on proper connection of learning programs with the job tasks assigned on the nationals working in public section organizations. According to Sonnenberg, van Zijderveld and Brinks (2014), the academic courses initiated by the government academic organizations should be connected with the actual job task performed by the nationals. In this way, the nationals will be trained and educated with the job oriented learning leading to their actual talent development associated with their job role. The academic professionals of USA always assess the job tasks of the nationals working in the public sector of USA for properly linking training development courses with the job task of the nationals.

The learning goals of talent management initiatives should always meet the strategic goals of the organizations. Swailes, Downs and Orr (2014) stated that the measurements of KPI actually assess the true progress of the talent development of the nationals participated in the talent development process. It will decide whether or not the talents of the nationals have actually developed through the talent development process.

Communicating the learning activities and assessing their impact on the regularly can measure the success of the talent management process. According to Schuler (2015), reinforcing can assess the actual talent development of the nationals through their feedbacks.

Research approach designs the effective ways of collecting most relevant information regarding the topic of the research. Inductive and deductive approaches are mostly used in conducting research study. Inductive approach requires developing innovative and unique research theories and models for the collection of accurate research information. Deductive approach permits the application of previously established research theories and models for gathering detailed research information (Lewis 2015). Deductive approach has been chosen for conducting this research, as it can reduce the time and budget required for research with the application of existing theories and models.

Learning Goals for Talent Management

Research design is used for getting proper understanding of research topic and collect most accurate research information. The research designs used in the research study are like explanatory, exploratory and descriptive. Explanatory design builds the relationship and association among the research variables. Moreover, it demonstrates the dependence of one research variable on others. Furthermore, exploratory design helps assessing the current issues and background of the research study (Choy 2014). On the other hand, descriptive research provides actual meaning of the research topic helping in the formation of research objectives and research questions. This research study will select exploratory research for gathering qualitative data regarding the research topic.

Data collection is a mandatory technique used in the collection of data from the different sources. Primary and secondary data collection methods are commonly used in data collection for research study (Dumay and Cai 2015). Secondary data is usually collection from authentic magazines, books, journals, websites and other secondary sources. However, primary data is first hand data, which is usually collected from the selected research participants either through quantitative or qualitative or mixed method. However, this research study will use qualitative technique in primary method for collecting accurate research information. In this technique, interview session will be arranged with the employees of public sector organizations in Abudhabi, UAE for assessing their talent gaps.

In order to conduct interview session, 10 employees from randomly selected public sector organization of Abudhabi, UAE will be selected. Random sampling method would be applied for conveniently gathering the respondents in the process of data collection.

Data analysis is one of the most significant methods of assessing the true and actual meaning of the collected data (McCusker and Gunaydin 2015). For this research study, narrative and observational method will be used for analyzing the qualitative data collected from the research participants. The behaviors of the employees will be assessed during interview session through observational method. However, the transcripts generated through the interview session with the employees will be evaluated in descriptive method with the narrative analysis technique.

While evaluating the information collected from the secondary sources in literature review, it has been found that talent management is extremely important for developing the talents of nationals working in the public sector organizations. Such well developed nationals can ultimately lead to high level of competitive advantage. From the empirical evidence of Association for Talent Development (ATD) of USA, it has become evident that proper talent management has resulted in highly developed nationals in USA. Hence, it is expected that  Abudhabi government academy will also be able to assess the actual telnet gaps of the nationals in UAE and provide them with proper talent development programs for their ultimate talent development.

Conclusion

 

Figure 1: Research Timescale

(Source: Created by Author)

Reference List

Al Ariss, A., Cascio, W.F. and Paauwe, J., 2014. Talent management: Current theories and future research directions. Journal of World Business, 49(2), pp.173-179.

Cappelli, P. and Keller, J.R., 2014. Talent management: Conceptual approaches and practical challenges. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), pp.305-331.

Cerdin, J.L. and Brewster, C., 2014. Talent management and expatriation: Bridging two streams of research and practice. Journal of World Business, 49(2), pp.245-252.

Choy, L.T., 2014. The strengths and weaknesses of research methodology: Comparison and complimentary between qualitative and quantitative approaches. IOSR Journal of Humanities and Social Science, 19(4), pp.99-104.

Collings, D.G., 2014. Toward mature talent management: Beyond shareholder value. Human Resource Development Quarterly, 25(3), pp.301-319.

Dumay, J. and Cai, L., 2015. Using content analysis as a research methodology for investigating intellectual capital disclosure: a critique. Journal of Intellectual Capital, 16(1), pp.121-155.

Gallardo-Gallardo, E. and Thunnissen, M., 2016. Standing on the shoulders of giants? A critical review of empirical talent management research. Employee Relations, 38(1), pp.31-56.

Haladay, D., Sergio, R., Opulencia, M.J. and Antiado, D., 2016. Strategic Talent Management Practices in the United Arab Emirates. World Review of Business Research, 6(1), pp.118-128.

Lewis, S., 2015. Qualitative inquiry and research design: Choosing among five approaches. Health promotion practice, 16(4), pp.473-475.

McCusker, K. and Gunaydin, S., 2015. Research using qualitative, quantitative or mixed methods and choice based on the research. Perfusion, 30(7), pp.537-542.

McDonnell, A., Collings, D.G., Mellahi, K. and Schuler, R., 2017. Talent management: a systematic review and future prospects. European Journal of International Management, 11(1), pp.86-128.

Meyers, M.C. and Van Woerkom, M., 2014. The influence of underlying philosophies on talent management: Theory, implications for practice, and research agenda. Journal of World Business, 49(2), pp.192-203.

Morley, M.J., Scullion, H., Collings, D.G. and Schuler, R.S., 2015. Talent management: A capital question. European Journal of International Management, 9(1), pp.1-8.

Schuler, R.S., 2015. The 5-C framework for managing talent. Organizational Dynamics, 44(1), pp.47-56.

Sonnenberg, M., van Zijderveld, V. and Brinks, M., 2014. The role of talent-perception incongruence in effective talent management. Journal of World Business, 49(2), pp.272-280.

Swailes, S., Downs, Y. and Orr, K., 2014. Conceptualising inclusive talent management: potential, possibilities and practicalities. Human Resource Development International, 17(5), pp.529-544.

Tatoglu, E., Glaister, A.J. and Demirbag, M., 2016. Talent management motives and practices in an emerging market: A comparison between MNEs and local firms. Journal of World Business, 51(2), pp.278-293.

Thunnissen, M., 2016. Talent management: For what, how and how well? An empirical exploration of talent management in practice. Employee Relations, 38(1), pp.57-72.

Vaiman, V., Haslberger, A. and Vance, C.M., 2015. Recognizing the important role of self-initiated expatriates in effective global talent management. Human Resource Management Review, 25(3), pp.280-286.

Vinod, S., Sudhakar, B., Mihir, H., Varghese, A.M., Bobby, M. and Thomas, A., 2014. Talent management among UAE national women. Journal of Emerging Trends in Economics and Management Sciences, 5(5), pp.474-479.

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