The announcement of 19 job titles, which should be reserved exclusively for Saudi nationals is a reflection of the increased focus on practical Saudization initiatives. The Ministry of Labor faces some difficult choices in implementing the nationalization program, and while there are easier shortcuts available, the government is demonstrating a longer-term approach to nationalization that will enable nationals to gain the right skills and knowledge.
It is not surprising given the pace of change in the Kingdom, that fast-track careers, rapid progression and job-hopping in the private sector are commonplace. However, if the process of knowledge transfer is to be successful in creating a legacy, it is essential to start taking a long-term view of commitment to career development, take steps to help young Saudis manage career progression sustainably, and embed training interventions within ongoing development plans.
It has been widely reported that the collaboration between the government, private sector companies, and expatriate workers is essential to ensure that knowledge transfer really has substance. However, Saudi nationals are rarely mentioned in the equation. Well-educated, work-ready Saudis are extremely valuable in the labor market and hence they are often lured from job to job before they have fully consolidated the benefits of knowledge they have gained. In this way, they risk short-changing themselves or being short-changed by market dynamics.
It is disheartening to see high potential Saudis who do not experience the outcomes, nor the learning, from their decision-making because they are not staying long enough in the job. A career is not a race; it is a journey and it needs to be managed as such. HR teams, management, boards and the government need to work together in order to make sure these career journeys exist. By encouraging Saudis to commit to that path, nationals will be able to build the skills they need for the future.
During research into attitudes toward Nitaqat, senior expatriates reported that they are keen to transfer knowledge and build a legacy and are looking for opportunities to be involved in the knowledge transfer process. But, for the legacy to live on, Saudi counterparts need to be in roles for a long enough time frame for that development to take place, and HR teams need to have the opportunity to work with senior management to define appropriate development programs.
There is a great appetite for training in the Kingdom’s private sector but replacing expatriates will require companies to go beyond extra training; which has been highlighted in recent commentary on solutions to nationalization. Training is only a piece of the developmental jigsaw and there needs to be a distinction drawn between training and development. Training is an intervention in which a participant learns and then goes back to their job. However, only about 10 percent of what someone learns is from training; the far larger proportion of learning is adapting that training and implementing it.
Often, Saudi nationals are offered training, but do not have the benefit of realizing the outcomes of long term development because they are being moved up the organization at such a rapid pace, or hopping to a new organization for a promotion where the cycle is repeated. The type of commitment required to build a career is long term, a trait which does not sit easily with the fast-track careers that many Saudis are looking for.
As in many fast-growing markets, professional progression is intensely accelerated but the speed of the ‘race’ up the corporate ladder can be ultimately damaging if vital foundations are missed in the rush to the top. In the current climate of short-term commitment, young Saudis do not necessarily have the opportunity to deal with the consequences of their actions and, whether it is a positive outcome or a mistake, it is all invaluable in the development process. A concern looking to the future is that these people will end up near the top of the corporate ladder, but will not truly become leaders. In some organizations it is already evident that development and succession have not been tackled and that there are gaps in the development of some middle managers.
Long-term career development is achievable and the most forward-thinking organizations in the Kingdom have recognized this and are taking action that will create great Saudi leaders in years to come. Development and skills acquisition is a journey and requires a long term commitment from all involved. The government and the private sector are key partners in developing the national work force, but expatriates, HR teams and especially Saudi nationals have a vital role to play. In the rapidly developing economy of Saudi Arabia, it is people that will determine the pace of change and who will ultimately determine its success.
