Latest news with #TigerRecruitment
Forbes
27-03-2025
- Business
- Forbes
Beyond Profits: Why Businesses Are Embracing Purpose-Driven Leadership
In a volatile economic environment, it's tempting as a business leader to have a laser focus on profit above everything else. Higher revenues underpinned by cost-efficient processes will drive up market share and ensure sustainable success, surely? Not necessarily - a recent McKinsey survey found that 82% of employees believe it's important for a business to have purpose, and 72% said this should be prioritized over profit. Driven by demands from shareholders, customers and employees, more and more companies are pursuing environmental, social and governance (ESG) goals, often linking these to reward structures or how employees are promoted. People watching a presentation on a whiteboard in an office meeting room. But what does being a purposeful business mean? This will vary from one organization to another, but one of the key characteristics is that it sets a clear vision and mission, with benefits that extend beyond the business. For a recruitment business like mine, that might how we address skills shortages or remove barriers to employment for under-represented groups. It could reflect how managers inspire and empower their teams to do their best work, or how a business uses technology for good rather than just to speed things up. One of the most famous examples of purposeful businesses is The Body Shop, which has pioneered cruelty-free and fair-trade beauty products, but also operates an 'open hiring' policy that means candidates are successful if they meet just three simple criteria, trusting people's potential rather than their history. At Tiger Recruitment, we operate according to five guiding principles: excellence, positivity, integrity, dedication and gravitas. But these are more than words painted on a wall; we hold employees accountable for these values because that means our clients can instill their trust in them to do a fantastic job. We are also B-Corp certified, which means we have been verified as meeting the highest standards for social and environmental impact. B-Corp certification is a commitment to good governance and transparency, and one that we need to review and recertify every three years. In an industry often characterized by shady practices, our values-led approach makes us an outlier. It also makes it easier for us to retain employees, who value our commitment to fostering a positive working environment and espousing social and environmental responsibility. Being a purpose-driven business and a profitable one is not mutually exclusive - it's not about choosing one or the other. Candidates and clients want to work with ethical recruiters so come back to us again and again. Our ratings with customers and employees are consistently high, and would not be so impressive if we did not treat people with fairness and integrity. To ensure we remain true to our values we have systems in place that hold people accountable to not just sales targets but also compliance standards. It's important to deliver what we say we will, and not just talk a good game. By making it part of our 'business as usual', it informs everything we do and gives our company a reason for being beyond financial gains. Company culture is everything when it comes to demonstrating purpose. Leaders need to role-model the values of the business if they are to trickle down to line managers and their teams, for example explaining the wider impact of a key decision or consulting with communities if new products or services are likely to affect them. As a leader I keep leading the organization back to our five principles, bringing them up at off-site meetings or town hall discussions, and they are now fully embedded into how we recognize staff achievements and celebrated at every opportunity. Of course, being a purpose-driven business has its own rewards in terms of employee satisfaction and pride, but increasingly businesses are being asked to report on their non-financial impacts on society. The EU Corporate Sustainability Reporting Directive, for example, will require companies to publish regular reports on their ESG activities from this year. More and more companies are ahead of the curve on this type of reporting, disclosing non-financial data in their annual reports alongside their revenue and profit figures. Being purpose-driven can also mean commercial success. Companies that are vocal about their societal impact can be more effective at attracting talent, for example. Almost nine in 10 Generation Z and millennial workers say purpose is important to their job satisfaction and they are likely to turn down work or employers that don't align with their values, according to Deloitte. Building a culture of purpose also creates a sense of trust and safety in an organization, which in turn fosters innovation and ultimately profit. Having a positive impact on society is not a quick gimmick for charity days or to look good in a press release; working in this way can also drive financial performance and keep your workforce happy in the long term.
The National
29-01-2025
- Business
- The National
UAE and Saudi Arabia companies will soon hire for specific skills, not job roles
Companies in the Middle East, particularly the UAE and Saudi Arabia, will soon prioritise hiring people for specific skills rather than focusing solely on job roles, reflecting a growing trend towards a more skills-based approach to recruitment, industry experts predict. Employers traditionally pick talent based on qualifications, years and type of experience; they are still considering these criteria but also starting to look at what skills are needed for their organisation's future, says Renee McGowan, chief executive for India, Middle East and Africa at professional services firm Marsh McLennan. 'They might be specific skills in artificial intelligence, technology, people management or different types of analysis," she says. "These skills will be moved around different roles and will carry a premium. 'Organisations in the Middle East will probably be far quicker to identify the skills required, then we will probably have a period of skills mismatch. Companies will then think about recruiting for skills rather than specific jobs.' Many public sector organisations in the UAE and Saudi Arabia are taking stock of their current workforce, scenario mapping and building on it for the future. They are assessing the talent for skill gaps, identifying a need for upskilling or reskilling, and implementing multiyear programmes for it. That is paving the way for the private sector, Ms McGowan explains. The rapid growth in generative AI capabilities has raised hopes for workforce productivity gains but also raised concerns. Nearly 60 per cent of 12,000 C-level executives polled by Mercer for its Global Talent Trends report last year believe technology is advancing faster than their companies can retrain workers. Three quarters of executives are concerned about their talent's ability to pivot, Mercer found. An influx of talent and more competition has created a surplus in the UAE. 'There's a lot of talent coming into the market. While at face value, that sounds good from an employer's perspective, the challenge that it creates is how do you select the right talent?' asks Ms McGowan. 'There's a lot of effort required by employers to select the best talent that's going to give them the competitive edge in a competitive market.' Zahra Clark, head of the Middle East and North Africa region for Tiger Recruitment, says the job market in the UAE and the wider Gulf is mixed, depending on role and level. In some sectors, there are candidate shortages, making it challenging for employers to find suitable talent, she says. 'Private personal assistant roles, for instance, are particularly tricky due to fewer of them being available in the region and great candidates often staying with their current employers. While there is a significant number of candidates moving across roles, many lack the right skill set, creating a struggle for employers to find the ideal fit,' she adds. Waleed Anwar, managing director of Dubai-based recruitment company Upfront HR, says UAE employers need to offer solid perks and packages to attract the best people. 'We're going to see a big demand for tech-savvy candidates, especially in AI and data science. Plus, Emiratisation will keep gaining momentum in the UAE,' he says. "There is also steady growth for jobs in renewable energy and sustainability." Saudi Vision 2030 has increased job opportunities in tourism, entertainment and tech, but Saudisation still remains the main focus for all businesses in the kingdom, he adds. A lot of employees are looking for a full benefits package and a one-size-fits-all benefits trend won't work, according to Ms McGowan. Although there's still a heavy weighting towards compensation in the Middle East, there is increasing demand for flexibility in the way that employment packages are structured, she says. 'The employee value proposition has to be considered in its totality. Focusing on salaries or titles alone isn't working the way it did in the past,' she explains. 'Compensation and benefits need to be on par with the market, but employers must also consider family health insurance, offer benefits that promote physical well-being and the flexibility to promote work-life balance. The right mix of incentives and rewards for performance is also important.' Also, rather than relying on lump-sum gratuity payouts, employees want access to longer-term savings vehicles, she adds. Employees are asking for more than merely a pay cheque, they want career growth, wellness benefits, flexibility and a better work-life balance, Mr Anwar says. 'Things like quieter spaces for breaks or on-site wellness facilities, gym memberships, flexible working hours, childcare hours (time off for school drop-off and pick-up for kids, for example), free workplace healthcare check-in collaboration with local clinics, etc. This benefit can be tailored towards your employees and fluid to change as per their needs,' he recommends. Echoing him, Ms Clark says that in 2025, employees are increasingly expecting perks that enhance their financial and personal well-being. These include schooling allowances, a rise in cash-based flight allowances (often replacing traditional return tickets home), better health and medical insurance, and yearly bonuses. 'There's also a trend towards offering flexible benefits, such as monthly cash perks integrated into salaries, giving employees more control over how they utilise their allowances,' she adds. Mr Anwar praises companies that are stepping up with mental health support, wellness programmes and more flexibility to keep their teams happy and productive. Ms McGowan finds that members of the Gulf's younger workforce also seek purpose in their work and a vibrant office environment. The majority of employees say they're more productive in a flexible environment and the flexibility they're looking for takes many forms, she says. 'It's no longer about the number of days in the office. It might be the hours spent in office, when do they need to spend time in groups, or by themselves doing deep work, and where they do that most productively. All these things are important for knowledge economies like the UAE,' Ms McGowan adds. Ms Clark believes the preferences for hybrid and remote working are evenly split among employers. Industries such as management consultancy, private equity, the Big Four and some family offices are adopting these models. The UAE government supports flexible hours and working models, primarily to address traffic congestion. However, adoption varies, with some businesses more open to these arrangements than others, she points out. Mr Anwar cites how hybrid working is popular in sectors such as tech and consulting, while traditional industries and many government-linked entities still prefer office-based roles. 'Employers that find a middle ground – like flexible office hours – will likely stand out in the talent market,' he says. Similarly, John Armstrong, founder and managing director of JCA Associates, suggests employers focus on their employees' results rather than the hours worked. Overall, more people appear to be returning to the office but many employers are opting for lower-cost flexi-working solutions rather than large, expensive corporate headquarters, he says.
The National
28-01-2025
- Business
- The National
UAE employment trends: Companies will soon hire for specific skills, not job roles
Companies in the Middle East, particularly the UAE and Saudi Arabia, will soon prioritise hiring people for specific skills rather than focusing solely on job roles, reflecting a growing trend towards a more skills-based approach to recruitment, industry experts predict. Employers traditionally pick talent based on qualifications, years and type of experience; they are still considering these criteria but also starting to look at what skills are needed for their organisation's future, says Renee McGowan, chief executive for India, Middle East and Africa at professional services firm Marsh McLennan. 'They might be specific skills in artificial intelligence, technology, people management or different types of analysis," she says. "These skills will be moved around different roles and will carry a premium. 'Organisations in the Middle East will probably be far quicker to identify the skills required, then we will probably have a period of skills mismatch. Companies will then think about recruiting for skills rather than specific jobs.' Many public sector organisations in the UAE and Saudi Arabia are taking stock of their current workforce, scenario mapping and building on it for the future. They are assessing the talent for skill gaps, identifying a need for upskilling or reskilling, and implementing multiyear programmes for it. That is paving the way for the private sector, Ms McGowan explains. The rapid growth in generative AI capabilities has raised hopes for workforce productivity gains but also raised concerns. Nearly 60 per cent of 12,000 C-level executives polled by Mercer for its Global Talent Trends report last year believe technology is advancing faster than their companies can retrain workers. Three quarters of executives are concerned about their talent's ability to pivot, Mercer found. An influx of talent and more competition has created a surplus in the UAE. 'There's a lot of talent coming into the market. While at face value, that sounds good from an employer's perspective, the challenge that it creates is how do you select the right talent?' asks Ms McGowan. 'There's a lot of effort required by employers to select the best talent that's going to give them the competitive edge in a competitive market.' Zahra Clark, head of the Middle East and North Africa region for Tiger Recruitment, says the job market in the UAE and the wider Gulf is mixed, depending on role and level. In some sectors, there are candidate shortages, making it challenging for employers to find suitable talent, she says. 'Private personal assistant roles, for instance, are particularly tricky due to fewer of them being available in the region and great candidates often staying with their current employers. While there is a significant number of candidates moving across roles, many lack the right skill set, creating a struggle for employers to find the ideal fit,' she adds. Waleed Anwar, managing director of Dubai-based recruitment company Upfront HR, says UAE employers need to offer solid perks and packages to attract the best people. 'We're going to see a big demand for tech-savvy candidates, especially in AI and data science. Plus, Emiratisation will keep gaining momentum in the UAE,' he says. "There is also steady growth for jobs in renewable energy and sustainability." Saudi Vision 2030 has increased job opportunities in tourism, entertainment and tech, but Saudisation still remains the main focus for all businesses in the kingdom, he adds. A lot of employees are looking for a full benefits package and a one-size-fits-all benefits trend won't work, according to Ms McGowan. Although there's still a heavy weighting towards compensation in the Middle East, there is increasing demand for flexibility in the way that employment packages are structured, she says. 'The employee value proposition has to be considered in its totality. Focusing on salaries or titles alone isn't working the way it did in the past,' she explains. 'Compensation and benefits need to be on par with the market, but employers must also consider family health insurance, offer benefits that promote physical well-being and the flexibility to promote work-life balance. The right mix of incentives and rewards for performance is also important.' Also, rather than relying on lump-sum gratuity payouts, employees want access to longer-term savings vehicles, she adds. Employees are asking for more than merely a pay cheque, they want career growth, wellness benefits, flexibility and a better work-life balance, Mr Anwar says. 'Things like quieter spaces for breaks or on-site wellness facilities, gym memberships, flexible working hours, childcare hours (time off for school drop-off and pick-up for kids, for example), free workplace healthcare check-in collaboration with local clinics, etc. This benefit can be tailored towards your employees and fluid to change as per their needs,' he recommends. Echoing him, Ms Clark says that in 2025, employees are increasingly expecting perks that enhance their financial and personal well-being. These include schooling allowances, a rise in cash-based flight allowances (often replacing traditional return tickets home), better health and medical insurance, and yearly bonuses. 'There's also a trend towards offering flexible benefits, such as monthly cash perks integrated into salaries, giving employees more control over how they utilise their allowances,' she adds. Mr Anwar praises companies that are stepping up with mental health support, wellness programmes and more flexibility to keep their teams happy and productive. Ms McGowan finds that members of the Gulf's younger workforce also seek purpose in their work and a vibrant office environment. The majority of employees say they're more productive in a flexible environment and the flexibility they're looking for takes many forms, she says. 'It's no longer about the number of days in the office. It might be the hours spent in office, when do they need to spend time in groups, or by themselves doing deep work, and where they do that most productively. All these things are important for knowledge economies like the UAE,' Ms McGowan adds. Ms Clark believes the preferences for hybrid and remote working are evenly split among employers. Industries such as management consultancy, private equity, the Big Four and some family offices are adopting these models. The UAE government supports flexible hours and working models, primarily to address traffic congestion. However, adoption varies, with some businesses more open to these arrangements than others, she points out. Mr Anwar cites how hybrid working is popular in sectors such as tech and consulting, while traditional industries and many government-linked entities still prefer office-based roles. 'Employers that find a middle ground – like flexible office hours – will likely stand out in the talent market,' he says. Similarly, John Armstrong, founder and managing director of JCA Associates, suggests employers focus on their employees' results rather than the hours worked. Overall, more people appear to be returning to the office but many employers are opting for lower-cost flexi-working solutions rather than large, expensive corporate headquarters, he says.
