Posted on July 11, 2015

Ooredoo is striving to become an employer of choice and provide a broad range of opportunities across its footprint, with the expansion of a range of “talent management” initiatives in 2015.

The company has close to 16,000 employees in the Middle East, North Africa and South-East Asia, with 45 different nationalities across the Group and strong national teams in every operation. To support these employees, Ooredoo offers a host of employment advantages, including international mobility assignments, graduate positions, women in the workplace initiatives, and specialised programmes for national employees in each of its markets.

Since 2012, Ooredoo has been building talent management strategies and programmes across the Group, with a focus on best practice in mobility, leadership development, and creating a common “One Ooredoo” language to identify and develop talent. The company partners with a number of best-in-class organisations to enrich their talent management practises on the latest research and offer innovative and effective training and development programmes.

Mohanna Nasser Al-Nuaimi (pictured), Chief Human Resources Officer, Ooredoo Group, highlighted the company’s vision to become the region’s leader in talent management: “Ooredoo is an advanced employer because we focus on employee feedback and embrace best practices to develop innovative offerings for our people. Our culture is one of the reasons why we succeed as a business, and we believe in extending our vision of enriching people’s lives to all our employees. By creating more innovative talent practices, we are investing in getting the most from our employees and in return giving them top-notch development opportunities. It’s a winning combination that delivers more for our customers and provides enriching roles for all.”

Effective, innovative talent management is an essential component of Ooredoo’s long-term plan for success, recognising the changes taking place in the communications industry and adapting its talent base to ensure the company is prepared for the future. In particular, Ooredoo is working hard to recruit new people and enhance existing talent with expertise in digital, business-to-business services and customer experience management. Leadership development continues to be a priority. Specially-selected executives from all national operations as well as the Headquarter have engaged in Ooredoo’s high-performance leader development programme, which is supported by organisations like IMD in Switzerland and the Centre for Creative Leadership. The programmes enable executives in Ooredoo to enhance their leadership skills and business capabilities.

To support these development programmes, a common set of Ooredoo Leadership competencies has been introduced across the Group, supporting development and enabling managers and employees to share a unified approach to generating value. The creation of common competencies also contributes to Ooredoo’s robust approach to long-term succession planning, ensuring that there is a clear path for future leaders at both Group and national operation level.

One of the key initiatives – Ooredoo’s Mobility programme – has created more than 100 international assignments across the Group, and helped to fill skill gaps, share knowledge, and enhance expertise throughout the company. “By introducing unified and aligned talent practises and programs across our different national operations, we are becoming ‘One Ooredoo’. We are creating more transparency across the group and building stronger capabilities and synergies. As one of the largest employers in several of our markets, we place creating opportunities for educational, social and economic growth at the top of our priorities in the workplace,” he added.

As well as transfer and leadership opportunities, Ooredoo is strongly committed to gender diversity initiatives, working with the World Bank Group on the SheWorks partnership to implement measures which enhance women's employment opportunities.  This helps to ensure that the company's support for female empowerment is as present internally within the organisation as it is in the markets in which it operates.