A Qatar based media The Peninsula dwelt on how a local institution Qatar Foundation aka QF is stemming the brain drain meaning of earlier times. Qatar representing 0.10% of the total MENA region land area could perhaps be only doing that to the same proportion. Is it still worth it? Another hiccup would be that of the increasingly divested from and diminishing fossil fuels export-related revenues; could these be that helpful at the same rate in the future, be it near or far? In any case, let us see what it is all about.
The image above is for illustration only and is of the Qatar Foundation headquarters in Doha, Qatar.
QF stemming the brain drain
Doha: In the past decades, many of the MENA region’s best Arab scientists, inventors, engineers, designers, and innovators left their home countries for better opportunities in the West.
While the reasons for the “brain drain” in this part of the world have been varied, many of these talented youth cite a lack of support and resources as their reason for leaving. However, the situation is evolving – for the better.
For more than a decade, Qatar has become a confluence for science and innovation in the MENA region. It is home to Qatar Foundation’s (QF) edutainment show Stars of Science, and it hosts Qatar Science & Technology Park (QSTP).
The show falls under QSTP’s umbrella of programmes that support incubation and start-ups, enhancing capacity to further develop the Qatar Foundation Research, Development and Innovation (QF RDI) ecosystem. The area is fast becoming recognised as the epicentre for technological, engineering, and scientific innovation.
This ecosystem supports and nurtures home-grown innovations from some of the region’s brightest young Arab minds with a view to stemming the tide of MENA innovators seeking resources, support, and mentorship elsewhere. It provides inventors with a nurturing environment where they can refine their inventions, gain guidance, confidence, and mentorship, with the aim to retain promising talent. And with numerous alumni creating innovations that are being used globally, the program also helps to showcase Arab talent to the wider world.
While Stars of Science helps shape the region’s future through revealing the potential of innovators, QSTP promotes one of QF’s key objectives; empowering the innovator behind the idea.
Contestants are automatically enrolled into the flagship accelerator programme, XLR8, where they can continue working on their projects with QF’s support. This unique innovation hub assists inventive entrepreneurs with successful startups, helping them bring their creations to the market within the region, but also internationally.
One such innovator is Dr. Nour Majbour, former researcher at Qatar Biomedical Research Institute, part of QF’s Hamad Bin Khalifa University (HBKU), who took her fascination with the human brain and created a laboratory kit designed to diagnose Parkinson’s disease in its early stages through antibodies. After the show, Dr. Majbour went on to further develop her Stars of Science project, named QABY, within Qatar’s supportive technological ecosystem and officially registered it as a trademark with QF.
Another alumnus from the show is veterinarian Dr. Mohammed Doumir from Algeria – his ingenious project addresses the issue of limping in racing camels. Post Stars of Science, Qatar’s unique collaborative ecosystem appealed to Dr. Doumir, and he stayed in the country pushing for technological advancement and promoting innovation. With the support of the QSTP Product Development Fund – which incubated and funded his idea – he opened his own company named Vetosis, and is now the director for veterinary research and innovation at QSTP. He is currently adding new applications to his device for camel training and fitness promotion.
In Stars of Science Season 11, Abdulrahman Saleh Khamis, from Qatar, took inspiration from his Islamic faith to develop Sajdah, the unique Smart Educational Prayer Rug. Targeted at young and newly converted Muslims, the rug teaches the user the correct way to pray — and more.
After Stars of Science, he started his own company, Thakaa Technologies currently incubated at QSTP where he received funding through the QSTP Product Development Fund. He also successfully completed a pre-order crowdfunding campaign on Launchgood, a platform co-founded by another Stars of Science alumnus, Omar Hamid.
These projects serve as prime examples of incredible collaborations with Qatar’s technological ecosystem, and are a testament to successfully promoting Arab innovators. They highlight Qatar’s unique atmosphere of innovation and support, to the benefit of the Arab region – and beyond – transforming ideas into inventions that positively impact local and international communities.
The presence of rich data resources has enabled businesses to segment and personalise their products and services, which has provided an opportunity for these companies to rapidly expand into new spaces of innovation. All these adjustments have had a profound impact on the structure and functioning of the workplace. As a result, this has created a need for organisations to rethink how they hire, engage, develop, reward, and lead their workforce
Technology is changing the way we live and work, stirring businesses into adapting effortlessly. Every business, regardless of industry, now has the need and potential to evolve digitally and consequently, globally.
The presence of rich data resources has enabled businesses to segment and personalise their products and services, which has provided an opportunity for these companies to rapidly expand into new spaces of innovation. All these adjustments have had a profound impact on the structure and functioning of the workplace. As a result, this has created a need for organisations to rethink how they hire, engage, develop, reward, and lead their workforce.
From “for whom” to “with whom”
High performing organisations have begun to operate as empowered networks, coordinated through culture, information systems and talent mobility. This requires companies to redesign the organisation itself with new operational models to be implemented at different levels. The fast-paced business activities demand that firms are not encumbered by legacy practices, traditional systems, and behaviors that consume resources such as time and money but do not deliver the desired results in return. This has led to the popular question; “for whom do you work?” to be replaced by “with whom do you work?”
HR Management was primarily designed as a compliance function in an organisation, with a focus on managing talent, processes, and transactions. However, constantly changing business and organisational structures require a flexible, data-driven, and highly skilled human resource system that can attract, retain, and develop talents. HR is transforming into an innovative consultancy with a broader scope and responsibility to design, formulate strategies, and enhance the entire employee and employer experience.
Transforming a business environment requires a new HR system that is more tactical and strategic as opposed to administrative. A strategic HR team has the potential to build a team of employees most suited to the company’s requirements. Moreover, digitising functions will enable senior management to focus on functions such as increasing the market share of their business, growing their customer base, driving product innovation, increasing sales, and helping the company be more responsive to the market, among other operations.
Shifting to a company-wide interrelated function
An organisation’s HR has evolved from a silo away from core business plans and activities to a department that cofunctions with management, to further understand business needs, and most importantly, to enable and empower their key resource: employees. With the rise of disruptive technologies such as block chain, AI, machine learning VR/AR, and people analytics, the suitability of HR practices has greatly expanded. Every HR department owns a variety of data, including payroll, social media, employee engagement surveys, leadership assessments and developments, performance reviews, recruiting, and exit interviews, which if conducted correctly, can guarantee key insights for future business decisions.
The two shifts taking place that play a significant role in shaping this industry’s future are the options on how companies support traditional HR practices, and talent retention in an environment where employees are capable and eager to transfer to new workplaces. The GCC region has a stable regulatory framework, excellent infrastructure, and a diverse range of talents and capabilities among its residents and expats. Furthermore, the region’s present interest in harnessing technology and innovation is projected to assist GCC enterprises’ human resources departments. It is estimated by the World Economic Forum that 41% of all work activities in Kuwait are susceptible to automation, 46% in Bahrain and Saudi Arabia, 47% in the UAE, and 52%in Qatar. As compared to 2015, 21% of core skills required across all occupations was different in 2020 in the GCC.
Professionals that can combine extensive industry expertise with cutting-edge analytical tools to quickly modify corporate strategies will be in high demand. Crowdfunding sites, remote and virtual work, and other online platforms are gaining popularity. This necessitates HR departments in GCC organisations managing a distributed and virtual workforce, integrating freelancers, and mitigating the constraints of online work. Furthermore, it necessitates businesses to foster a culture of continuous learning and knowledge of the changing infrastructure among their staff.
Organisations can utilise people analytics and predictive talent modelling to identify pain points and prioritise future analytics investments. Data analytics can also help businesses correctly identify employees who are on the verge of leaving and persuade them to stay with more informed efforts. This not only increases customer satisfaction but also lowers costs.
Rebranding human resources
Several significant innovations are having an impact on today’s HR functions. Companies choose solutions that allow for ongoing performance monitoring, obviating the need for formal quarterly or half-yearly staff reviews. The process will become increasingly automated and streamlined as firms adopt a single data model to enable real-time KPIs to measure and analyse performance. Firms demand real-time management, and HR must respond by leveraging analytics and data in creative ways to improve staff management.
The majority of today’s workforce are incredibly tech-savvy and want a consistent and distinctive experience on a daily basis. The workforce will increasingly include millennials who expect cutting-edge technology to support them in their employment, necessitating the organisation’s ongoing invention of new ways to engage the workforce.
As the power of technology grows, technology needs to become a trusted partner at work, augmenting an individual’s role in smart ways so that the employees can focus on those aspects of the job that require human touch and skills. Artificial intelligence enables large-scale efficiencies and serves as a foundation for many of the new technologies that businesses are adopting.
In many firms, HR functions have been rebranded, with phrases such as “employee experience”, “people management”, and “human capital” to signal a shift in the brand. Organisations are still grappling with how digitisation will fundamentally alter human work and in what ways humans and the emerging machine co-workers will work together. This is likely to create new value for customers and the firm. It is high time to reimagine work across the enterprise and HR with digitisation and automation.
Dr Ahmad Khamis is the co-founder & CEO at BLOOVO, a technology company founded in 2014 specializing in the provision of AI-powered recruitment solutions. Ahmad is a seasoned private equity and venture capital professional boasting over 17 years of multi-national experience. His career has seen him in senior roles at several blue-chip companies in the MENA region and premier consultancies. He holds a bachelor’s degree in Economics from University College London (UCL), Diploma in Accounting and Finance from the London School of Economics (LSE), Masters in Finance from the University of Leicester and a Doctorate in Financial Economics from Manchester.
INJAZ Al-Arab and JA Africa have partnered with global consulting firm Oliver Wyman to explore labour market skills gap in the MENA Region and Sub-Saharan Africa in an effort to tackle the unemployment challenge.
The “Youth Employment Perception” survey was conducted in response to the realization that these incremental unemployment figures cannot solely be attributed to lack of opportunities in the formal labor market.
The study took place across thirteen countries, including Egypt, Saudi Arabia, Kuwait, Lebanon, Morocco, Qatar and the UAE in the MENA region, along with six countries in Sub-Saharan Africa i(Eswatini, Gabon, Nigeria, South Africa, Uganda and Zimbabwe).
The study looked at markets across four key areas to provide a dual-perspective from both youth and employers which included sectoral opportunities and challenges, qualifying the skills gap, bridging the gap, and the impact of COVID-19 on the labour market. Interestingly around 60% of youth are unable to secure employment due to lack of relevant work experience, while 70% believe they need updated education and upskilling to find employment, showing just how much a problem the skills gap currently is.
The study surveyed more than 350 employers across the Middle East and Sub-Saharan Africa, and over 2,000 youths across both regions. The employer respondents were selected from various industries to get a broad view, including education, public sector and nonprofit organizations, financial services, manufacturing, engineering, and professional services. The insights from the study will be used to influence the private sector and public policy in addressing these challenges.
AkefAqrabawi, President &CEO of INJAZ Al-Arab, said: “In keeping with our commitment to inspire and prepare a generation of Arab youth to become the leaders of tomorrow, we were pleased to collaborate with Oliver Wyman on a project that has the potential to support the MENA region and Sub-Saharan Africain tackling the unemployment challenge. The survey sheds awareness on the disparity between the skills that youth are currently being equipped with, and the requirements requested by today’s employers. We will continue our work at INJAZ-Al Arab by leveraging the insights garnered from this study to provide the necessary programs and mentorship opportunities to students to close this gap.”
Continuing to discuss the power of the partnership, Pierre Romagny, Partner at Oliver Wyman, said: “We were pleased to partner once again with INJAZ Al-Arab and JA Africa on such a pivotal project to deepen our common understanding of the skills gaps and youth-employer disconnects on the labor market. These insights are critical to point the private and public sectors alike in the right direction to start addressing these challenges. We are proud to have collaborated withINJAZ Al-Arab and JA Africa on this study: 13 program facilitators and 18 friends of the work-readiness programs (employers) across MENA and SSA have provided valuable insights on challenges and opportunities in their market. We look forward to leveraging this report to create awareness with employers and drive opportunities for youth across markets.”
JA Africa’s CEO, Simi Nwogugu, said,”Parts of Sub-Saharan Africa has some of the highest rates of youth unemployment in the world and the COVID-19 pandemic has exacerbated the situation, making it increasingly important that we develop solutions quickly as the region also has the largest and fastest growing youth population in the world. We are grateful for this partnership with Oliver Wyman which will inform the work we do at JA Africa over the next few years to equip youth with requisite skills for productive employment and entrepreneurship.”
Two Thousand Dinars: A Lamentable Legacy By Nejoud Al-Yagout is a story that is fairly common to all countries of the GCC.
The picture above is for illustration and is of the Parliament of Kuwait.
First, we heard that residents above the age of 60 would not be allowed to renew their residencies if they did not hold a college degree. Then, after outrage on social media (by locals, to be sure, since any outrage by a resident would lead to arrest or deportation), there was talk that the rule may not be implemented; instead, we heard that those who came up with the decree would, at least, reconsider the age bracket, perhaps hiking it up to residents over 70 years of age (which in and of itself is lamentable).
Then, it was back again to 60 a few months ago, but with a proposal to fine residents annually (that is when talk of KD 2,000 arose). This latter proposal brewed for a while until it was announced only recently – in the midst of a pandemic, in the throes of increased unemployment and suicides and drug-taking and crimes, and in the whirlwind of murders and corruption – that the Public Authority of Manpower would “allow” residents above the age of 60 who do not hold university degrees to renew their residency provided they pay an annual fee of KD 2,000; as though by making it look like a favor, a permission granted, so to speak, the harsh brutality of the cost of remaining in Kuwait would seem less pronounced, brushed under the rug.
Though already considered official by all of us who read about it in the news, it appears that the “decision” needs a couple more weeks, perhaps, to be considered bureaucratically official, unless a person with strings will use his position of power to take a stand against it. The likelihood of such a selfless act transpiring is well, let’s just say, unlikely. Highly unlikely.
Although many residents above 60 who have graduated from college may have breathed a collective, perhaps even audible, sigh of relief, many others will be in tears, for they have parents and siblings aged 60 and above who live with or near them and who do not hold college degrees, and they themselves, holders of college degrees, will not be able to afford such a fee to keep the family together. And what about us locals? We cannot ignore the two-thousand-dinar elephant in the room.
Many of us who work in the public or private sector, with or without university degrees, or even with Master’s degrees and PhDs, would not ourselves be able (or willing) to pay such a lofty fee. Two. Thousand. Dinars. Imagine. And if we think this will not affect us, we are wrong. “They” are us! They, who we consider expatriates and foreigners and residents are us. We are them. We are one in this society. All of us. Each one of us, a thread of the same fabric, interwoven. What hurts us hurts them and vice versa. Let this register for all of us. Again and again and again.
There are residents in their sixties who were born here and have lived here their entire lives; residents who do not want to go “home” because their “home” is here, in Kuwait, where they belong, with us. Kuwait is the land in which they want to be buried, in which their parents were buried. After all their years of service to our country, we are now showing them the door under the pretext of making rules we know people cannot implement, all so that residents can leave of their own accord.
But they will not leave of their own accord. Ever. They will leave because neither they nor their university-degree-holding families were able to pay such an outrageous sum; they will leave because they are tired of living in a country that does not want them here. So many have left already; others are waiting for the right moment to leave. Others are waiting anxiously to see whether things will get better (or get worse).
We cannot stay silent. We cannot. And the last thing residents need is sympathy; if we are to feel sorry for anyone, we should feel sorry for ourselves for who we have become. Instead of patronizing them with our sympathy, residents should be applauded for their resilience, their bravery, and their contribution. They should be rewarded; they should be given more benefits as time elapses, not less.
We have a lot to learn from them. Even while many are treated as second-class members of the community, they stay, they work, and they support their families. This rhetoric of residents profiting from us is immature and arrogant; we must remember they are doing us a favor, a huge one, by being here as well. We are in this together; and in a healthy community, that is how things work; we give and we take; we take and we give.
Some residents may still find a way to stay here, in their home. But with this new “fine,” there is no way they can save money or help their families. And how can we sleep at night knowing we are creating obstacles for residents to send money back home? How can we sleep at night knowing that there is no money to pay for a parent’s kidney transplant or a relative’s tumor removal or a child’s education because the money is being paid to an oil-rich country instead? What principles are we building our foundation on?
These are certainly not our principles. And as long as we hold on to these pseudo-principles, we will continue to create laws which protect us and ostracize others, laws which are far, far away from the values of our heritage, founded on hospitality and inclusivity. Aren’t we tired of this us vs them attitude? Do we really want a Kuwait for Kuwaitis? Is this our legacy? Can’t we remember who we are?
It’s done. All we can do now is lament and ensure we resurrect a new Kuwait based on the ideals of our welcoming forefathers who never flinched at demographics. All we can do now is remember that what goes around comes around. This is a law. It is not a doomsday prophecy, but a warning, an invitation to recalibrate, a chance, an opportunity, to restore the karmic balance.
This is our chance to wake up and ask ourselves: Is this our legacy? And we should ask ourselves this question every night. That way, we can rectify the situation before karma knocks on our door. Loudly and fiercely. Two thousand dinars. Let’s remember that number. For it may come back to haunt those of us who stayed silent, those of us who spoke out for justice only when it came to our rights and, often, at the expense of others.
The Big Heart Foundation (TBHF), a UAE-based global humanitarian charity dedicated to helping refugees and people in need worldwide, has made an impassioned call to citizens around the world to generously support its 2021 Zakat and general donations drive during Ramadan.
These fundraising activities under the“Let’s Lessen the Gap” campaign are part of a comprehensive long-term programme that TBHF has launched. In partnership with four leading UN agencies, namely, UNHCR, UNDP, WHO and UNICEF, the foundation is addressing humanitarian development challenges exacerbated by the COVID-19 pandemic amongst vulnerable populations in the MENA region.
Furthering TBHF’s ongoing response efforts to mitigate the impact of COVID-19 worldwide, the programme will set the blueprint for TBHF’s COVID-response strategies in the long term. Evidence and research-based findings from the programme will enable TBHF and partnering UN agencies to identify the most pressing needs of the region, and subsequently aid the designing of sustainable and long-term interventions. The programme will also encompass advocacy campaigns aimed at bridging the gaps in vital sectors of Protection, Livelihoods, Healthcare and Education, which have been heavily impacted by the ongoing coronavirus pandemic.
Announcing the launch of “Let’s Lessen the Gap”, TBHF revealed the programme would address both the critical health and non-healthcare needs of marginalized populations to allow for a return to normalcy in the MENA region. As COVID-19 continues to shape the lives of individuals and societies around the world, TBHF is appealing to people worldwide to act on their humanitarian instincts and support in lessening, and eventually closing the gap between vulnerable communities and their access to the tools and resources they need to become enablers for building a prosperous MENA region of tomorrow.
To know more about how you can get involved and make your contribution, visit www.lessenthegap.org. Contributions can also be made via SMS by sending the word ‘sadaqa’ to the Etisalat numbers: 7857 to donate AED 10; 7859 to donate AED 50, 7788 to donate AED 100, or 7708 to donate AED 500. For Du: 9965 to donate AED 10; 9967 to donate AED 50, 9968 to donate AED 100.
Zakat contributions can also be deposited directly into Zakat Fund account no: 0011-430430-020 at the Sharjah Islamic Bank (International Bank Account Number ‘IBAN’: AE040410000011430430020).
COVID-19 hastens diverse humanitarian challenges in MENA
The COVID-19 pandemic has magnified many decades-long developments and humanitarian challenges in the MENA region such as high youth unemployment, inequitable development pathways, resource scarcity, gender discrimination, restricted access to services, and the devastating effects of ongoing conflict in some countries.
According to reports by UNESCWA, unemployment surged in the region with rates reaching up to 26.6% for youth compared to 13.6% globally. An estimated 25 million Arab youth are not in formal education, employment or training.
Further, the COVID-19 pandemic has deepened the learning crisis, disrupting education at an unparalleled rate across the region. A 2020 UNICEF report states that approximately 40% of students, accounting for 37 million children and young people across the region, were not reached by digital and broadcast remote learning.
The pandemic has also posed severe challenges in fragile and conflict-affected nations in MENA, overwhelming weak and overcrowded existing healthcare systems. A UNICEF study titled ‘The Potential Impact of Health Care Disruption on Child Mortality in MENA Due to COVID-19’ draws up a scenario highlighting a particularly bleak reality for children aged 0 – 5. It predicts that a protracted reduction in the supply and demand of primary health care services for children could potentially increase their mortality by nearly 40 percent, compared with a baseline scenario without the COVID-19 virus.
Additionally, refugees and displaced populations in the MENA region and across the world have been disproportionately impacted by the pandemic. Exclusion, discrimination, and inadequate access to health services have heightened protection risks and tested international standards of refugee protection.
UN partners in four sector-specific areas
The “Let’s Lessen the Gap” campaign and post-COVID programme will see TBHF collaborating with multiple UN agencies working on the ground in MENA to implement long-term strategies and initiatives in the fields of Protection, Livelihoods, Healthcare, and Education to assist those who are least likely to have access to these essential services.
UNHCR, the UN Refugee Agency, is a global organization dedicated to saving lives, protecting rights and building a better future for refugees, forcibly displaced communities and stateless people. UNHCR will partner with TBHF to empower, protect, and improve the lives of refugees and internally displaced people affected by COVID-19 in the MENA region.
The United Nations Development Programme (UNDP), which works in 170 countries and territories to bridge gaps in inequalities and exclusion, will join hands with TBHF to support youth livelihoods, develop capacity and skills, and accelerate structural transformations to advance the sustainable development agenda in the targeted nations.
To build a better, healthier future in a post-COVID world, TBHF will partner with the World Health Organization (WHO) along with other global organizations coordinating vaccine efforts to roll out vaccination programmes that give highest priority to vulnerable populations.
The United Nations International Children’s Emergency Fund (UNICEF), which works in some of the world’s toughest places to build a better world for the most disadvantaged children, is TBHF’s partner in improving access to learning and education opportunities for children of marginalized communities across the region.
Fundraising for “Let’s Lessen the Gap” commences in April 2021
Appealing to the public, high net worth donors, and the private sector to honour the spirit of giving embodied in the obligation of Zakat, Mariam Al Hammadi, Director of The Big Heart Foundation, said: “At TBHF, we believe in our collective ability to support the most vulnerable communities in the region through these difficult times and beyond by steering efforts towards inclusive programmes that address the economic and social consequences of the crisis.”
Al Hammadi added that although 2020 was an extremely challenging year, it also demonstrated collective resilience as schools, offices, and essential services continued to operate without fail. “Unfortunately, this only represents the reality of the world some of us live in. In many communities and countries that The Big Heart Foundation supports, solutions are still being sought to aid the response and recovery process. It is this gap that we aim to address and bridge through your support this Ramadan, and in the coming months.”
Fundraising activities of the programme have commenced with TBHF’s Zakat 2021 campaign. To know more and make your contributions, visit lessenthegap.org.
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