In this interview we explore the evolution of the HR profession in Saudi Arabia, shaped by Vision 2030, cultural shifts, and a growing emphasis on youth and women's participation in the workforce.
We discuss how HR leaders are balancing tradition with innovation, adapting global practices to local needs, and driving national goals like Saudisation and economic diversification. Through personal insights and strategic reflections, this conversation highlights the unique identity, challenges, and future of HR in the Kingdom.
Evolution and identity
Q: From your perspective, how has the HR profession in Saudi Arabia evolved over the past decade?
Similar to many countries, the HR role was looked at in the HR administration context. With the economic and cultural changes in Saudi Arabia, HR has shifted into a more strategic player in the organisation strategy.
Q: What cultural or societal shifts have most influenced the way HR is practiced today?
The biggest shifts are Saudi Vision 2030 and the focus on Saudisation in tandem with bringing expatriates expertise to the mix.
Q: In what ways do you feel the Saudi HR journey carries its own distinct narrative, compared to global trends?
The Saudi HR journey carries a very deep tradition of the Saudi values and deep-rooted culture which are based on many aspects such as prosperity, hospitality, ambition and empowerment.
Catalysts for change
Q: How has Vision 2030 shaped the priorities and responsibilities of HR leaders across the Kingdom?
The vision was introduced to touch every aspect of the country and diversified the economy to reach untapped markets and opportunities. This has created a sense of ownership and enthusiasm among not only HR leaders but all the workers in the Saudi labour market. They all want to be part of this success story.
Q: What roles have demographic shift, such as youth engagement and increased female participation, played in redefining HR strategy?
The economic growth and emergence of new industries has resulted in “talent mining”. This meant that talent from all demographics is needed and the young population of Saudi Arabia, which constitutes more than 65% of the whole population, can’t be ignored or excluded. Similarly, females are viewed as high-potential talent who have consistently demonstrated their significant value within organisations. They are enabled by the new Women's Empowerment government regulations which mandated the implementation of more diversity and inclusion strategies, especially those related to women.
Q: Which internal organisational dynamics are currently driving the most significant transformation in HR?
Since many initiatives of Vision 2030 resulted in creating jobs that require either new skills or extensive hiring of talent, there is more need of resilience, agility and focus on employee experience to be able to survive the big transformation that is happening in the country.
Navigating complexity
Q: What are some of the key challenges HR professionals face when balancing tradition with innovation?
As in many countries, the public sector moves slower than the private sector. After this transformation, HR professionals were required to uplift the skills and abilities of its people to meet expectations. Traditional ways of doing business are not going to work anymore. This is why; many public sector organisations had a mindset shift towards automation and integration with other organisations to provide the best service to the citizens. This has resulted in more belief in the effects of the vision on the community.
Q: How do you approach moments of resistance to change, whether from leadership, teams, or legacy systems?
According to all research performed on change, people tend to resist change by nature. The turning point would be when they become aware about what it is. This requires a lot of communication with all stakeholders. Then when people understand and believe in the value that the change will bring to them, most of the hard work is done. I can’t forget that the buy-in from the key stakeholders in the organisation is one of the biggest success reasons for change.
Q: Are there global HR models or practices that require adaptation to better serve the Saudi context?
Most of the HR models which are designed by reputable HR organisations are generic and they can fit the generic context. What is unique about Saudi Arabia is its labour market demographics. More than 65% of the population are under the age of 35. This requires work, workers, and workplace context design like no other place to ensure this important segment of the workforce is accommodated.
Opportunities for impact
Q: Where do you see the greatest potential for HR to contribute to national development and organisational growth?
With the scarcity of talent, HR must balance organisational growth needs and choosing the right talent for the organisation. This is a great challenge that needs patience and experience. This also has to be smartly communicated and managed with stakeholders to mitigate the risk of organisational dysfunction.
Q: How is HR helping to advance goals around Saudisation, talent development, and economic diversification?
In Saudi Arabia, organisations are not working alone on this. The government is playing a major role in enabling these goals by enforcing rules and regulations. HR must play it smart by being proactive in setting their targets towards this direction before they are forced to. In recent years, the government has issued a set of policies to ensure that organisations are achieving more Saudisation targets and documenting their talent development efforts. The diversification into new economies has never been more serious in the Kingdom’s history than it is now and HR needs to be part of the solution and to understand the implications it brings to organisations.
Q: Are there any emerging practices or innovations within Saudi HR that you find particularly promising or inspiring?
The Saudi HR has a great mix of young and experienced workforce. This brings mature practices with an innovative spirit supported by the tech-savvy generation.
Leadership and legacy
Q: What qualities or mindset shifts do you believe are essential for the next generation of Saudi HR leaders?
A growth mindset, curiosity and a dedication mentality are needed to ensure that the next generation of HR leaders succeed.
Q: What keeps you personally motivated and grounded in your role?
Curiosity and passion towards people make me wake up everyday and want to explore new ways of adding value to the organisation by enabling its people.
Q: If you were to share one message or piece of advice with future HR professionals in Saudi Arabia, what would it be?
To embark on a successful career in Human Resources, it is essential to first confirm your alignment with the profession. This can be achieved by undertaking comprehensive career alignment assessments and consulting with experienced career practitioners. Once you have established that your skills and interests are well-suited to the HR field, you should set clear, strategic career objectives to guide your growth. Pursuing relevant qualifications and maintaining a commitment to continuous improvement will further enable you to excel and add value within the people profession.
Future of the profession
Q: How are people teams and functions evolving in Saudi? What factors are influencing this change?
Employee experience related functions have indeed been the most evolving functions. The reason is the war for talent driven by the expansion of strategic initiatives which resulted in new companies with emerging industries which have not been explored before in Saudi Arabia.
Q: How will the profession evolve in five to ten years time?
The profession will evolve as businesses embrace new technologies such as AI, Metaverse and RPAs.
Q: Where can HR provide the most value and impact to businesses in Saudi?
In line with Dave Ulrich's perspective, HR should have a seat at the leadership table and add value to the business. They need to work hand in hand with business leaders to be a business enabler and show all the evidence that they do so.
Q: What are some of the future skills that HR teams will need to be impactful and deliver on business objectives?
In addition to focusing on the future technologies, there is a need to focus on the most important hard to replace skills. These are the emotional intelligence, change management, creativity and innovation, and problem solving skills. These skills are not easily replaceable by future technologies according to McKinsey research.
