Although there is a surge in research on Talent management and talent development (hence forward TMD) practices across different regions, most of what we know about these topics in the United Arab Emirates (UAE) is based on government and practitioners’ reports. Nowadays, UAE is going through unprecedented times of growth. Organizations are operating in a diverse environment created by a smart government vision and practical policies that allowed the UAE to be labeled as a talent magnet destination. Still, TMD activities seem to be influenced by a two-tier system, one for Emirati nationals and another for expatriates. The question is whether the UAE is able to continue its growth through current TMD practices or whether a more strategic approach is needed to address the current TMD challenges and to meet the needs of individuals and of organizations.
The Solution
The purpose of this article is to provide an overview of professionals’ perspectives in different sectors about (a) the government policies, (b) current activities, and (c) challenges and contextual factors that affect the current state of TMD in the country. Once we understand the different policies, activities, and challenges, practitioners and leaders can use TMD as a source of power, or a strategy, that can lead people and organizations into success.
The Stakeholders
Human resources and organization development experts working in international contexts, administrators in academic institutions, and leaders in government organizations interested in HRD in the context of the UAE, will find the information presented in this study useful.
Al-WaqfiM. A.ForstenlechnerI. (2014). Barriers to Emiratization: The role of policy design and institutional environment in determining the effectiveness of Emiratization. International Journal of Human Resource Management, 25, 167-189. doi:10.1080/09585192.2013.826913
2.
ArdichviliA.DiraniK. M. (Eds.). (2017). Leadership development in emerging market economies. New York, NY: Palgrave Macmillan. doi:10.1057/978-1-137-58003-0
3.
Bristol-RhysJ. (2010). Emirati women: Generations of change. New York, NY: Columbia University Press.
4.
CappelliP. (2011). Talent partnerships and a supply chain approach. In Chartered Institute of Personnel and Development (Ed.), Talent partnerships throughout and beyond the organisation (pp. 367-385). London, England: Chartered Institute of Personnel and Development.
5.
CollingsD. G.MellahiK. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19, 304-313.
6.
CreswellJ. W. (2014). Research design: Qualitative, quantitative, and mixed methods approaches (4th ed.). Thousand Oaks, CA: Sage.
7.
DaleureG. (2017). Emiratization in the UAE labor market: Opportunities and challenges. Singapore: Springer Nature.
8.
de WaalA.FrijnsM. (2016). The influence of the UAE context on management practice in UAE business. International Journal of Islamic and Middle Eastern Finance and Management, 9, 236-253. doi:10.1108/IMEFM-01-2015-0012
9.
DonnellyN.DowlingP. (2010). Managing globalization and international HRM. In ConnellJ.TeoS. (Eds.), Strategic HRM: Contemporary issues in the Asia Pacific region (pp. 60-84). Melbourne, Australia: Tilde University Press.
10.
FarndaleE.ScullionH.SparrowP. (2010). The role of the corporate HR function in global talent management. Journal of World Business, 45, 161-168.
11.
Gallardo-GallardoE.DriesN.González-CruzT. F. (2013). What is the meaning of “talent” in the world of work?Human Resource Management Review, 23, 290-300.
12.
GandzJ. (2006). Talent development: The architecture of a talent pipeline that works. Ivey Business Journal, 70(1), 1-4.
13.
GaravanT. N.CarberyR.RockA. (2012). Mapping talent development: Definition, scope and architecture. European Journal of Training and Development, 36, 5-24.
14.
GubaE. G.LincolnY. S. (1989). Fourth generation evaluation. Newbury Park, CA: Sage.
15.
GulfTalent. (2016). Employment and salary trends in the Gulf 2016 report. Dubai, UAE: GulfTalent.
16.
HaladayD.SergioR.OpulenciaM.AntiadoD. (2016). Strategic talent management practices in the United Arab Emirates. World Review of Business Research, 6, 118-128.
17.
HartmannE.FeiselE.SchoberH. (2010). Talent management of western MNCs in China: Balancing global integration and local responsiveness. Journal of World Business, 45, 169-178. doi:10.1016/j.jwb.2009.09.013
18.
HodgsonS.HansonD. (2014). Enforcing nationalization in the GCC: Private sector progress, strategy and policy for sustainable nationalization. Middle East Journal of Business, 9(2), 17-24. doi:10.5742/MEJB.2014.92381
19.
KeslerG. (2002). Why the leadership bench never gets deeper: Ten insights about executive talent development. Human Resource Planning, 25, 32-44.
20.
KhiljiS.e.TariqueI.SchulerR.S. (2015). Incorporating the macro view in global talent management. Human Resource Management Review, 25(3), 236-248
21.
KimS.McLeanG. N. (2012). Global talent management: Necessity, challenges, and the roles of HRD. Advances in Developing Human Resources, 14, 566-585.
22.
KontoghiorghesC.FrangouK. (2009). The association between talent retention, antecedent factors, and consequent organizational performance. SAM Advanced Management Journal, 74, 29-36.
23.
LanvinB.EvansP. (2014). The Global Talent Competitiveness Index (GTCI): Growing talent for today and tomorrow. Singapore: INSEAD.
24.
MachadoC. (Ed.). (2015). International human resources management challenges and changes. Heidelberg, Germany: Springer.
25.
MarmenoutK.LirioP. (2014). Local female talent retention in the Gulf: Emirati women bending with the wind. International Journal of Human Resource Management, 25, 144-166. doi:10.1080/09585192.2013.826916
26.
McDonnellA.BurgessJ. (2013). The impact of the global financial crisis on managing employees. International Journal of Manpower, 34, 84-197. doi:10.1108/IJM-04-2013-0076
27.
MehdiabadiA.LiJ. (2016). Understanding talent development and implications for human resource development: An integrative literature review. Human Resource Development Review, 15, 263-294. doi:10.1177/1534484316655667
28.
MendenhallM. E.ReicheB. S.BirdA.OslandJ. (2012). Defining the “global” in global leadership. Journal of World Business, 47, 493-503.
29.
MerriamS. B. (2009). Qualitative research: A guide to design and implementation. San Francisco, CA: Jossey-Bass.
30.
MerriamS. B.TisdellE. J. (2015). Qualitative research: A guide to design and implementation (4th ed.). San Francisco, CA: John Wiley.
31.
MetcalfeB.MimouniF. (2011). Leadership development in the Middle East. Boston, MA: Edward Elgar.
32.
MichaelsE.Handfield-JonesE.AxelrodB. (2001). The war for talent. Boston, MA: Harvard Business School Press.
33.
NilssonS.EllströmP.-E. (2012). Employability and talent management: Challenges for HRD practices. European Journal of Training and Development, 36, 26-45.
34.
OmairK. (2010). Typology of career development for Arab women managers in the United Arab Emirates. Career Development International, 15, 121-143. doi:10.1108/13620431011040932
35.
RagazziF. (2014). A comparative analysis of diaspora policies. Political Geography, 41, 74-89.
36.
SidaniY.Al ArissA. (2014). Institutional and corporate drivers of global talent management: Evidence from the Arab Gulf region. Journal of World Business, 49, 215-224.
37.
SidaniY.ThornberryJ. (2013). Nepotism in the Arab world: An institutional theory perspective. Business Ethics Quarterly, 23, 69-96.
38.
SinghA.SharmaJ. (2015). Strategies for talent management: A study of select organizations in the UAE. International Journal of Organizational Analysis, 23(3), 337-347.
39.
TariqueI.SchulerR. S. (2010). Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of World Business, 45, 122-133.
40.
UlrichsenK. (2017). Post-rentier economic challenges. India Quarterly, 73, 210-226. doi:10.1177/0974928417700800
ZagelmeyerS. (2013). Tackling the crisis through concession bargaining: Evidence from five German companies. International Journal of Manpower, 34, 232-251.
