The telecommunications industry is frequently among the first sectors to enter the newly emerging economies, often bringing financial services as well as connectivity to poor but ambitious populations who are eager for education, telecommunications, electricity, and mobility. Companies operating in frontier markets like much of sub-Saharan Africa, along with some countries in Central Asia, Latin America, and Southeast Asia face hurdles more challenging than anything they have seen in the BRICs, especially in recruiting, retaining, and developing employees.
The frontier markets are at the heart of Etisalat’s long-term strategy and although telecommunication and technology are their main-business their biggest challenge lies in their talent management strategy.
The nature of our industry and the dynamics of the market these days dictate that companies need people who are not just very capable but very adaptable to changing financial times and various geographic environments. Also, robust retention packages and incentives are required to retain talent. Etisalat has been able to attract, retain, and manage executive talent not just based on the compensation package, but also on their ability to create a long-term relationship and opportunities for professional development. They create a snapshot of each individual in their talent pipeline in terms of the three Es: education, experience, and exposure. And then they create the opportunities to make sure that they are well rounded.
Etisalat maintains employee loyalty by offering not only competitive compensations and benefits but also by providing them with safe and interactive work environment. Employees in challenging markets with volatile political and economic situation are allowed to enhance their personal and professional skills through different educational courses. The development programs developed by Etisalat