Organisations in the GCC need to learn to leverage their non-monetary competitive advantages to move focus away from pay alone as a driver for employee engagement, according to a study.
“In response to what is important to them at work, employee’s rate career growth, learning and development, recognition and clear HR policies above remuneration,” the study recommended.
Bahrain Institute of Public Administration (BIPA) and Aon Hewitt, the global human resource consulting and outsourcing solutions business of Aon Corporation announced the results of the QuduratTM study, a pioneering research initiative focussed on the development of local talent within the workplace.
QuduratTM, meaning ‘capabilities’ in Arabic, is the first and largest research study of its kind in the region and represents the voice of 4,600 employees across five GCC countries.
In Bahrain, the project received tremendous support and 26 organisations across Bahrain’s public sector participated in the study through a close collaboration with BIPA and Aon Hewitt.
QuduratTM seeks to understand the unique work orientations of Bahraini nationals within the public sector, with the aim of providing an in-depth analysis of what drives and motivates the workforce.
The study was launched in Bahrain and across the GCC and was conducted via a simple online survey in both English and Arabic.
Lower levels of employee engagement in the region could be improved through greater visibility and involvement of senior leadership within organisations, perceived equity at work combined with increased levels of support from managers and co-workers.
Bahraini talent employed in the public sector have an immense sense of pride in working for their organisations and derive a great sense of meaning, believing that they are contributing to the development of the larger community and Bahrain at large.
These factors must be maintained and reinforced to increase engagement levels further amongst government employees.
By providing 25-34 year-olds (Gen Y) consistent ongoing coaching, and an innovative and adaptive approach to employment, it may be possible to avoid this age cohort from experiencing premature mid-career crises.
There needs to be a distinct strategy directed towards managing the growing female workforce and increasing their levels of engagement, to further enhance the productivity in the workplace overall.