By Sharoq Ibrahim al-Malki

Most of us are familiar with the role that Human Resources (HR) plays in our own organisation or business, but when these activities are scaled up to that of a country, we start to see how HR impacts a whole nation’s development. Development in Qatar is guided by the four pillars of the National Vision 2030, under the wise leadership of His Highness Sheikh Tamim bin Hamad al-Thani, the Emir of the State of Qatar. It is perhaps obvious that HR supports the human pillar of the Vision because at its core, HR is about people, or human capital. Less obviously, HR also supports the economic and social pillars of the Vision, because of its impact on Qatar’s institutions. In this context, “institutions” are the formal social organisations of government, public services and private businesses. HR policies, departments, programmes and initiatives across Qatar are collectively promoting the skills and talent of our people and at the same time building sustainable Qatari institutions upon which national development is so dependent.

Broadly, efforts in HR strategy, planning and policy fall into two interrelated categories: first they are strengthening our educational institutions and second they are building the national workforce for private and public institutions. In Qatar University and Education City, Qatar has numerous educational institutions delivering a first-class academic education with equal opportunities to students. Educational HR initiatives involve reaching out at university-level and younger students to “catch them young”, and begin preparing them to become tomorrow’s leaders, entrepreneurs, innovators, artists and professionals.

To educate its children and young adults, Qatar has developed a 3-point plan based on providing high-quality education for all; education that is appropriate to each individual’s aspirations and abilities; and education and training in line with current and future needs of the labour market. Whilst this plan provides the guiding pillars for enriching educational institutions in Qatar, a few secondary but potent goals are also being put into place to help all Qataris fulfil their aspirations. These include providing lifelong educational opportunities; recognising both formal and non-formal education for holistic development; and the need for specialised skills-based, vocational training facilities, especially for young Qataris.

Whilst many countries invest in education according to economic needs, (especially providing suitably skilled graduates required by the economy and labour market), Qatar is special as it also invests in education with the social needs of the nation in mind. Inspiring the local population is a key part to Qatar’s HR strategy and practice, and many educational programmes stress fostering traditional values. Steps adopted in this direction include an emphasis on Qatar’s ethics and cultural heritage, together with a strong sense of belongingness, citizenship, and building national pride.

Our second area of focus for HR is building the national workforce. Employment in Qatar is at an all-time high and we are seeing a new breed of HR programmes created to maintain this momentum by attracting new Qatari talent into the workforce, reshaping the current Qatari workforce by strengthening their skills and knowledge, and ensuring Qataris remain in the nation’s corporate workforce for a long period of time.

Most business leaders will say that their most important assets are their employees, and with HR programmes strengthening the calibre of the national workforce, this in turn strengthens the institutions employing them. The emphasis of HR programmes today is on increased Qatari participation in the workplace because the key is building sustainable institutions, rather than only strengthening our institutions by importing talent from abroad.

There are a number of noteworthy strategies that HR teams in Qatari institutions have adopted with respect to developing and retaining Qatari talent. Sponsorship programmes boost the morale and confidence of bright young Qataris by offering them scholarships in prestigious institutions and are especially relevant to those hoping to build a career in business or science. Graduate programmes recruit new graduates to entry-level jobs providing first-hand experience of business operations and culture. Special management training programmes and other personality development training programmes are being provided for talented Qataris to expose them to the demands of senior managerial positions and fast-track their careers.

More generally, Qatar’s new breed of HR programmes are encouraging greater numbers of young women to pursue vocations of their choice. High-quality training opportunities for all levels of employees and the ability to gain credible certifications also feature heavily across Qatar’s HR programmes.

To conclude, HR is helping develop both the next generation of Qatari talent still in education and those who are currently in the workplace. This is for the good of the individuals concerned, the strength and sustainability of the institutions who employ them, and ultimately for the development of the nation.

• The author is chief human capital officer, Commercial Bank. The views expressed are her own.