From your point of view , how much is the influence of Talent Management in The MENA region compared to the same in South East Asia ?

• Enhance revenues by improving performance
• Improve talent productivity at lower costs
• Fine-tune the precision of forecasts and shorten planning cycles
• Leverage suppliers for greater service and better pricing
• Improve service quality and produce more technologically advanced service lines for better clientvalue
• Enhance internal communications, collaboration, and processes for greater employee satisfaction
• Produce more reliable financial information.

In the Middle East

It depends on ready-made experiences

While in East Asia reliance on industry expertise

And it is the right direction.

Agree with expert ansewrs above

I am handicapped to answer your question, since I don't have sufficent inputs. Anyway good learning for me.

Thanks for the invitation

I'm sorry I leave the answer to the experts.

Thank you Mr.Sayed for exceptionally professional questions. Neverthless, It is not an easy question to perceive own perspective in few words . Definately it is a very complicated and excellent topic for MBA or PhD. Truth! however I performed a bit little research on a subject. Hope this helps to perceive a good worldview on the issue.

Primarily, Talent management deal with the attracting, developing and retaining the key organizational talent, yet there is a relation between talent management and employee engagement, retention, value addition and improved organizational performance. However, I think that losing top talent is painful, no matter what part of the world you operate in either MENA or South East Asia .  Certainly If the organization fails to retain and develop talents , it would deplete its stock of assets and the unintended consequences would impact team morale, customer relationships and organizational performance.

Basically, I think that talent management practices in all business organizations, talent retention is considered business-critical, however in MENA and particularly GCC region I feel that most organizations talent retention strategies are inadequate although it is critical to business continuity and productivity. E.g. in Kuwait most talent with advanced technical expertise  are expats as Pakistanis, Indians and Syrians who are temporarily residents  whom perhaps might return back to their native countries and most HRM believes they have insufficient resources to stop the bleeding of talent from their organizations. Therefore, In order to better understand the evolving requirements for organizations in the GCC to engage and retain talent, HRM should focus on the psychological capital, as well as the more traditional aspects of pay and managerial satisfaction of the GCC workforce and focus on engagement, positive psychological strengths, and managerial engagement, among other aspects of the worker's orientation.

In MENA region for  retaining talent I think that HRM is confounded  by Employee engagement matters , decades of research in the areas of employee motivation and engagement have demonstrated that organizations that achieve higher levels of engagement are associated with better business results, including improved organizational performance and an increased level of customer service. This creates longer-term value for stakeholders. In a nutshell, engaged employees are more driven and willing to exert additional, discretionary effort towards supporting the success of their organizations.

 Consequently, Achieving higher levels of employee engagement in the Middle East matters significantly especially as it is one of the fastest growing regions in the world, economically and demographically. It is imperative to ensure that the current and future cohorts of employees joining the workforce are capable, motivated and engaged to deliver high levels of performance to facilitate the pace of development.

Nonetheless, Employee engagement in its True sense is a two-way process closely related to the psychological contract. For HR professionals and organizational leaders in particular, it is critical that human capital development practices support further acceleration of economic growth. This means that the influence of talent triggers for engagement, motivation and productivity must move from mere associations and correlations to more powerfully predictive regression analysis in order for organizational development to shift forward on a way which will allow the GCC’s private sector to develop the financial capacity to accommodate the growing needs of the region’s workforce.

Thank you for your kind invitation and I support ms ghada answer