Articles

Strategic Talent Management in UAE Industries: Comparative Insights into Attraction and Retention Across Aviation, Oil & Gas, Banking, and Retail Sectors

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Talent management has emerged as a critical strategic imperative for organizations operating in the competitive landscape of the United Arab Emirates (UAE). This comprehensive study examines the strategic talent management practices employed by leading corporations across four key economic sectors: aviation, oil & gas, banking & finance, and retail & e-commerce. Through a multi-theoretical lens incorporating Resource-Based View (RBV), Human Capital Theory, and Social Exchange Theory, this research analyzes how organizations attract, develop, and retain talent in alignment with UAE’s Vision 2031 and Emiratization objectives. The study employs a mixed-methods approach, combining quantitative analysis of talent management effectiveness with qualitative insights from corporate case studies of Emirates Airlines, ADNOC, Emirates NBD, and Noon.com. Findings reveal that while compensation and career development remain fundamental retention drivers, contemporary talent strategies increasingly emphasize employer branding, diversity and inclusion (D&I), sustainability initiatives, and technology-driven HR analytics. The research demonstrates significant sector-specific variations: aviation prioritizes global branding and service excellence, oil & gas focuses on Emiratization and technical skill development, banking emphasizes digital innovation and ESG-driven practices, while retail leverages flexibility and customer-centric cultures. The study contributes to strategic human resource management literature by providing empirical evidence of talent management effectiveness in a rapidly developing economy and offers practical insights for HR practitioners navigating the complexities of multicultural workforce management in the Gulf region.

Navigating Change to Integrate Employee Perceptions into the Strategic Landscape of Business Split: A Study of PT Jasa Yuwana’s Potential Business Split

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Organizational change is important for business evolution, as it can impact the business direction and employees’ perceptions. Although intimidating, organizational changes can offer opportunities for growth and advancement when effectively managed. PT Jasa Yuwana, known for its assurance services, faces challenges due to low revenue growth over the past five years in assurance services, constraints in revenue optimization, and positive prospects in consulting business. It is crucial for the Company to understand employee perceptions as it plans a split. This study evaluates employee perceptions and suggests strategies for the new entity, NewCo. The main factors affecting perception are Healthy relationships with the employer/leaders and Application of skills and knowledge. To develop a growth strategy that focuses on strengths and opportunities, NewCo can use tools like the IE Matrix and TOWS Matrix. The implementation of the SO strategy is crucial for post-split survival, with employee retention being key to long-term competitiveness.

Employer Branding to Improve Employee Loyalty after a Business Merger in PT Pelindo Terminal Petikemas

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In today’s world, solid employer branding is important for any company or organization. Ambler & Barrow (1996) defined employer branding as the process of building and promoting a company’s reputation as an employer. Ilyas et al. (2020) stated that employer branding has a strong positive relationship with employee loyalty and the extent to which employees are committed to their organization and its goals. When a business goes through a merger, employee loyalty becomes an important factor in ensuring the company’s productivity, which is something that PT Pelindo Terminal Petikemas and some other Indonesian State-Owned Enterprises have gone through in recent years. The primary research objective of this study is to identify the specific aspects of employer branding that can be prioritized by PT Pelindo Terminal Petikemas to enhance employee loyalty. The methodology used is primarily quantitative research with correlational analysis as the statistical model, however, additional qualitative data was also collected and analyzed. The primary data were acquired through an online questionnaire given to the employees of PT Pelindo Terminal Petikemas. This study concludes that employer branding and employee loyalty have a strong positive significant correlation. Furthermore, it was also found that the employer branding dimensions with the strongest correlation with employee loyalty are organizational culture, ethics and corporate social responsibility, and diversity. PT Pelindo Terminal Petikemas can focus on improving the organizational culture, ethics and corporate social responsibility, and diversity aspects of employer branding to improve employee loyalty. The research also provides actionable solutions for PT Pelindo Terminal Petikemas to further strengthen its employer branding and improve employee loyalty.

Proposed Employee Retention Strategy as the Form of Employer Branding in an Educational Startup (Case: Vokraf)

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The fast-changing of technology and the impact of COVID-19 pandemic has changed a lot of aspects in the world, one of them is in the field of HRM. Thus, some adjustments are needed to be done by the companies so they can keep up with the industrial trend and demand. Vokraf is one of the educational startups in Indonesia established in 2019 and their products are selling online digital classes. Based on the interview result with the Vokraf’s HR department, there was a great resignation phenomenon happening from 2022 until mid-2023. In 2022 the employee resignation was 24 from 61 employees while per mid-2023, the employee resignation was 18 from 50 employees. This employee resignation somehow has impacted the company’s performance and should be overcome immediately. The author uses some factors that affecting the turnover intention from the previous research to identify what factors that triggering the employee turnover intention at Vokraf. The secondary data and primary data are being used to help the author in mapping and finding out those factors. Secondary data is sourced from 12 exit interview data while primary data is sourced from semi-structured interview with 9 Vokraf’s key informants. The key informants are chosen by using purposive sampling with snowball sampling technique. All the collected data are being analysed using the Interactive Model Analysis by Miles and Huberman (2014). The employee retention strategy will be proposed as the final step and the recommendation to the company to overcome this issue. There are five factors found that affecting the employee turnover intention at Vokraf, they are about career path, job stress, employee compensation, leader-member exchange, and supportive work environment issues. The author makes the employee retention strategy in the form of implementation plan & implication timeline starts from June 2023 – June 2024.

Analysis on the Impact of Company Employer Branding with the Desire of Generation Z in Choosing Their Workplace: A Case Study of PT BRI

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Generation Z’s entry into the workforce has shifted perspectives on work. They have clear job expectations and are more demanding, seeking fulfillment, purpose, and a better quality of life. Employers who prioritize these needs will attract and retain Generation Z, shaping the future of work. They are technologically adept, socially aware, and engaged in global issues. Despite uncertain times due to the pandemic, rapid technological growth, and potential economic recessions, Gen Z enters the workforce with clear job expectations. The primary research objective is to develop employer branding strategies that align with the values and expectations of Gen Z. The methodology used in this research is Interactive Model Analysis to know what the important factor for Gen Z is according to Employer Attractiveness Scale (EmpAt). Primary data are acquired by doing an in-depth interview with several employee of PT BRI and also from external that is Gen Z who are currently working in a startup. This research revealed that from 5 dimensions of EmpAt, the most important one to explore is Safety Values because it is one of the benefits of working in BUMN company.