Emirates Bank’s Harvard Case Solution & Analysis

Emirates Bank’s Case Solution

Answer no 1:

The main difficulties are changing the HR organization provided Emirates Bank’s growth, and various mergers and acquisition are as follow:

Employment in the U A E

The foreigners held over 90% of jobs in the private sector in the year of 2008 due to emigrant employees in the bulk of the personnel in the USE. Many were from India, Egypt, Pakistan, and Syria. By United Arab Emirate's labor laws, they were provided renewable three-year residence visas. Their primary motivating factor for moving to the region was the money they could send back to their families.

Refugee workers with their specialist skills made up for the shortfall in USE nationals. Poorly equipped for the labor market, unemployment amongst USE nationals stood at around 13% in 2008. Graduates from schools and universities often sought public-sector positions where they were paid a government salary for a less than arduous job, while the private sector was always hungry for ambitious, well-educated locals. In whatever area they worked, Nationals received attractive pay, benefits, and subsidies.

Since little had been done by the government to develop a professional level, companies found themselves having to take responsibility for the training and developing of their local staff, looking outside the region for workers with relevant experience. However, to ensure that firms continued to recruit nationals, government quotas were imposed 4% in the banking sector, 5% in insurance. The effect was to put further pressure on recruitment and make talented nationals highly sought after. They could now become even more selective in their choice of employer and demand ever-higher salaries. For employers, this unequal the balance of power had grave consequences for a variety of talent management issues, in particular for recruitment and retention, and increased the importance of developing an attractive employee value proposition.

Recruitment:

In the face of highly competitive context, EMIRATE BANK INTERNATIONAL proved relatively successful at attracting young nationals, mainly due to its longstanding reputation as a respectable employer that developed its people. Ahmed Marzipan, later head of Mass Retail, joined EMIRATE BANK INTERNATIONAL in 1988, despite the fact that "Regarding salary and package it was not that excessive most people of my age joined the army. But because my family was educated, they said to me to join where you can learn and benefit regarding capability and future career." Mani Khazar, a senior manager in Corporate Banking, joined EMIRATE BANK INTERNATIONAL in 1989 because he preferred that the growth openings were better than in a government ministry or department since I could see that the economy would be successful. Like many others, he further respected the fact that being 77% owned by the Dubai government EMIRATE BANK INTERNATIONAL offered stability and security.

The policy of offering brilliant nationals entry onto training programmes to entice them from other banks especially international banks that offered trainees a good grounding in the industry to join EMIRATE BANK Internationalization perfected by earlier heads of Hat Faisal Ail, later GM of the Islamic Bank's retail business, was the first talent-spotted in 1991, when as he reminded, "The EMIRATE BANK International head of personnel spoke to me about training nationals. When I resigned from HSBC, their HR manager asked me why and when I showed him the EMIRATE BANK INTERNATIONAL training plan, he was amazed. I joined EMIRATE BANK INTERNATIONAL on a lower salary, but I went over the whole program. When I disclosed friends my progress story, they were amazed that a U A E national in a bank was being given all that training.

Many of them were also appealed by the opportunity at EMIRATE BANK INTERNATIONAL for motivated young nationals to progress, as opposed to the situation in foreign banks where expats held the senior positions. In a USE company, the reverse held: citizens occupied the senior positions since only they were part of the local networks that were so essential in the world of financial services.

Emirates Bank’s Harvard Case Solution & Analysis

 

Expats, too, were attracted by Emirate Bank International’s reputation in the region and its solid, stable image. Hanuka Vitalize, an Indian expat and later Manager of Corporate Banking at FBI's second-largest corporate banking center in Souk, joined in 1997 because the feedback from friends was that Emirates Bank was right regarding taking are of people.However, when the pace of enlistment quickened following the business segmentation, the search for talent where to discover it and, even more important, how to keep it became a major preoccupation during Emirate BANK INTERNATIONAL  and the biggest cause of friction between HR and FBI's line managers.............

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