Site Moved to www.majidall.com

Site Moved to www.majidall.com

Please note that the site has now moved to my regular site at www.majidall.com – where I post my column At My Workplace in The Oman Daily Observer.

Best Regards,

Majid Al Suleimany

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Just Plain Mismanagement!

 

 

The Oman Daily Observer of Sunday October 17th 2010,

 

Link to My Website – www.betweenusonly.com

 

 

Between Us Only!

 

Just Plain Mismanagement!

I was watching with great worry, trepidations, consternation and fear the rescue of the 33 Miners stuck 400 metres underground in captivity on the collapsed mine for 69 days in Copiapo Chile – because in such cases something unexpected could go drastically wrong and kill off all the hopes of rescuing them alive. Thank God everything went alright including the 6 rescuers sent underground to bring them up!

It is a case of great Engineering ingenuity and innovation – and human touch, feelings and suffering that had the whole world united and watching as one and in unison! As President Sebastian Pinera of Chile had said – We faced this year of adversity with an earthquake in February and now this standing united as One Nation and rescued the miners with unity, hope and faith – and unfaltering faith from the Miners! “We made a promise to never surrender, and we kept it,” Pinera said as he had waited to greet the miners, whose endurance and unity captivated the world as Chile meticulously prepared their rescue. A great emotional thing – and it was like a rebirth – he added.

The last miner out had been decided – Shift foreman Luis Urzua, whose leadership was credited for helping the men endure 17 days with no outside contact after the collapse. The men made 48 hours’ worth of rations last before rescuers reached them with a narrow borehole to send down more food. Urzua’s neighbors told the Press he probably insisted on being the last one up. “He’s a very good guy — he keeps everybody’s spirits up and is so responsible — he’s going to see this through to the end,” said neighbour Angelica Vicencio, who has led a nightly vigil outside the Urzua home in Copiapo.

Now that it is over, it is now time for investigations of what went wrong for corrective and remedial action – and safety work underground! One of the Miners who came out said in a Press Conference and had lamented the fact that ‘this should not have happened – and this particular mine should not have been reopened as it was closed as it was found not to be safe – especially as the roof had collapsed in prior in some places!

Indeed, they had raised the issue with their Supervisors and Management of the mine – and were told bluntly by their Supervisor that they could leave if they had wanted – because out there, there were many people looking for their jobs! So do what you are told – or just get out! Something very common we hear nowadays!  We also notice nowadays that – unalike the past – wrong Management decisions and approaches are not just confined in impact, consequences and repercussions to the location or the particular country alone – but goes even beyond to  other   neighbouring counties – but even to the rest of the world – like in this particular case!

We have the recent example of the Hungary toxic sludge from the Aluminium Company – and its CEO arrested for mismanagement and negligence. We have the case of the BP CEO forced to resign – even though experts had warned long time back of the dangers of this particular drilling rig under the Gulf Sea in USA – but were ignored and bypassed – until disaster struck – as warned! We have the captain of the Titanic who ignored the warnings of the icebergs – and as now being revealed of the possibility of saving the ship from the disaster – if the right Management and Training decisions had been followed! So many other cases and examples!

Yet still, we have now so many aeroplane, trains and buses tragic accidents with increasing fatalities – due to human errors and mismanagement. Some of the accidents are so silly and avoidable – like crossing a red light – or ignoring orders and instructions given – especially from the ground to flying captains and the like!

The sad and tragic thing is that you cause death, fatalities, casualties, harm and dangers of people that look up at you to be responsible and to look after them!  In all my columns and books (www.majidbooks.com), I have said the same thing. In all my life I have always fought against going on the easy track and following the tide – The Khalliy Waaliy Syndrome (Let it go!)? thing! But just to do the correct ethical professional and principled thing – even if I lose my job prospects and future – and become broke! I prefer it this way – and after banging my head against brick walls to no avail for that matter.

The thing I hate most is personalities and favouritism in CEO and Executive decisions – be it against one individual, a group, the rest of the staff – or even to the customers and clients! Especially protecting someone you just like and who does not deserve such cover and protection – and doing the opposite for one who does! But will we ever learn? I doubt it!

Take Care!

 

By Majid Said Nasser Al Suleimany

 

 

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My Brief Profile!

Majid Al Suleimany

My Brief Profile

September 29, 2010 

Majid Al Suleimany is a Senior Human Resources Professional and Management Consultant, Advisor and Expert.

 An Omani National (GCC), British educated, and trained to Post Graduate levels and with over 25 (Twenty Five) years experiences and exposures in Senior positions in all aspects of Human Resources Management, HR Development, Training and Management in the largest Oman Oil Company Petroleum Development Oman – PDO – (Exploration and Production) – with 700,000 bpd and over 5000 Staff.  He was directly responsible for over 900 Staff, both at National and at International levels, and with direct budget control of US Dollars 12 million p.a.

In addition, he has over 10 (Ten) years experiences and exposures in Human Resources and in Management Consultancy and being directly responsible for various New Start Ups Projects (both for Local and International Companies in Oman) in The Oil and Gas, Services, Manufacturing, Consultancy, Power Generation, Utility, Property Development and other sectors.

He has also been directly involved and responsible for various Studies, Projects and Research works – including some that had won International Awards (SIPC – Shell International Petroleum Company).

Majid lives in Muscat in The Sultanate of Oman, is married with four children (3 girls, 1 boy) and 3 grandchildren (all girls). His wife works as an Executive Secretary in Petroleum Development Oman. Family website at www.majidsuleimany.com

Majid is now semi-retired and works from home as a Management and HR Consultant – please visit www.mas-trac.com He is also a Columnist in The Oman Daily Observer (Between Us Only! – English Daily) and is an Author of Five Books – Two being in Management – please visit www.majidbooks.com www.alsuleimany.comwww.newmajid.com and www.betweenusonly.com

My E-Mails

majid@newmajid.com

majidalsuleimany@gmail.com

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Handling Difficult Bosses!

A bit longer, but it is interesting– and a very relevant and useful article.

Handling Difficult Bosses! 

I do not know about you but in my career life, I had to deal with many bosses and peoples from different Nationalities, Cultures, Ethnicities, Social Background and Cultures. I do not like to boast about myself but in majority of cases I have been able to succeed and come on top. Of course, I cannot deny the fact that I have had some few cases of not being able to get along with some bosses too. I have had cases where some even had the courage and nerve of telling me that if they had the power and authority, they would terminate me with immediate effect from the company services. Either he did not have the power because I am a National and he saw me already working for the Company for several years before he either joined or if he was local person too, or his coming to Oman to join the Company. 

In both cases, they told me they had no problems with my delivery in work and in contribution, but other aspects. Of course, they knew that I was not the type of person who stood up for nonsense like being shouted at and in front of people like subordinates, other Staff or outside peoples. Or being attacked for no valid or genuine reason because you are the boss and you think you can do so with immunity or disregard and care. 

Or you tell complete lies and fibs to the Top Management and expect me to go along with you to support you in hiding the truth and telling such lies. Like we saved 25,000 OMR in this new approach when there was no savings at all, or we even incurred loss. Or being able to get some, processes done quicker, when the truth is completely different from you are telling the Senior Management. I hate peoples who try to push the dirt under the carpet, and expect me to go along to support them. 

Of course, there is a difference between being a Team Member and being part of a Team than telling lies and fibs, and acting dramas and roles which are not fit for your position and being the required professional and being ethical, transparent and accountable. I hate also peoples who take the hard work I have put in myself, and they change a few bits here and there – and then change it and make it as if it were them who did the works. 

One sure way of finding out is they do not call you for the meeting, and pretend to you ‘they liked your works’ – when inadvertently you come to find one day the situation is completely different – sometimes by being copied Emails or correspondences from the Top Brass. Then it hits you DIRECTLY on the face as to what has happened behind your back! 

Or you get these peoples talking in loud acting high profile person, when delivery and input is almost negligible – but they are good actors who have fooled peoples including Top Brasses for too long – and still continue to do so. Then it hits you in the face as to how these peoples have survived for too long in their positions, but even to be promoted and to be considered as high-fliers and high potential Staff. 

I do not know about you – but I have also met these peoples who try to act as your friend and confidante and behind your back stab you in the back. Then there are those who act as spies or spokesmen for the bosses, just to curry favour and cause problems to others – even their own friends and those who stupidly or innocently had trusted them. Or by presenting what you said to him in confidence completely different portrayal and picture, and land you and unknown to you in great troubles and problems. Sometimes you find out too late to do anything, and may even jeopardize and cause you not only to progress but even lose your job. The question one may well ask – why all these plays, dramas and episodes – like in the Television series when all we want is to work together so we can feed our stomach and our families too? 

.What for? Is it really warranted and is there a need to go to all these extremes just to gain popularity and being on top, to cause so much harm and disasters to others. And are you not afraid of the maxim – what goes around, comes around? Or of your God too, whatever religion you are – there is simply no religion that allows you to do bad things to others? And when are we going to learn that it is just not worth it. 

And do not forget in some places still there the mini-dictators, semi-dictators autocratic (and cruel) Managers and CEOs especially in some Companies (sad to say too) who treat their Staff very badly and crudely too. That is how bad things are nowadays – and everybody has jumped on the bandwagon to terrorise and bully the workers into fright and submission and surrender. What these CEOs forget is that these ‘frightened and scared’ peoples can destroy and suffocate the business from inside, by throwing subtle hints, directions and point outs to the sympathetic listening customers ‘with our plight and situation’ per se! 

Treat your Staff better and more kinder, sympathetically, understandingly, and compassionately. They hurt and bleed too. They also bleed – and get pained. You are owed to do all these under professionalism, ethics, accountabilities, transparencies – and your moral, psychological and moral duty to do too. Be guided accordingly – and Take Care! 

By: – 

Majid Said Nasser Al Suleimany.

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Paak Ghaya!

Paak Ghaya!

For those who do not know what it means, I know you are dying to let me tell you what it means, but have patience with me Dear Reader; because it is going to be clear in the next few sentences! I can assure you that it is Hindi, just in case you are wondering what it all means! And why not? After all, I have a great following in this group too!

 You know those of us so-called Human Resources Professionals always say this thing – it is not the reasons given to you by a Staff who is leaving the establishment (mad house! Or one flew over the cuckoo’s nest!) That is valid and being more important but actually what was it that had prompted that person to start to look for another job in the first instance that is more important! Does not make any sense, or is the gist lost in its meanings? Let me explain. 

In normal what they refer in Human Resources as an Exit Interview (let us ask you why you are leaving interview), the Staff may give a number of reasons why. For example the salary is higher being received in the new place. Perhaps and or fringe benefits and perks, or a higher more senior job even if sometimes there maybe no visible financial advantages per se (in some cases even losing out financially – but then you may be right in thinking that no ‘one is mad enough’ to do such a thing! You may be right too, but do not forget that there is a mad house out there too, and peoples are capable of doing the least and when expected syndromes too!). But then it is easy for us to judge as ‘outsiders’ and unless these things have happened to you or are happening to you now! Trust my word on it, I know I have been there too, in many times and too close for comfort either! 

What I am trying to say here is this – as an establishment you need to find out what was it that had prompted that staff to apply outside in the first instance! It could be a small thing to the boss in charge and or to the establishment, but could be a major issue and or catastrophe to the Staff. For example when a Boss shouts and screams to a subordinate in front of his own peers and his own subordinates, what does this Boss expect? What do we have big rooms for Managers and Supervisors for? It is to use for privacy and discuss sensitive issues in the privacies of those rooms. Like a sceptic friend of mine would have remarked – The big rooms surely not for decoration, but for usage. He would go on to say – God gave you brains to use, and this too not for decorations!  

It isn’t the 100th blow that knocks a good man down. It’s the 99 that went before: This is why people leave organizations – Azim Premji. – WHY EMPLOYEES LEAVE ORGANISATIONS? – (much of this article is based from that article) unquote. 

The article goes on – Every company normally faces one common problem of high employee turnout ratio. People are leaving the company for better pay, better profile or simply for just one reason’ pak gaya ! 

Why do experienced, professional and talented employees leave despite a top salary? 

The answer lies in one of the largest studies undertaken by the Gallup Organization. The study surveyed over a million employees and 80,000 managers and was published in a book called First Break All the Rules.  

It came up with this surprising finding: If you’re losing good people, look to their immediate supervisor. More than any other single reason, he is the reason people stay and thrive in an organization.  And he’s the reason why they quit, taking their knowledge, experience and contacts with them. Often, straight to the competition. 

People leave Managers not Companies,” write the authors Marcus Buckingham and Curt Coffman. “So much money has been thrown at  the challenge of keeping good people – in the form of better pay, better  perks and better training – when, in the end, turnover is mostly  Manager  issue.” 

If you have a turnover problem, look first to your Managers.   Are they driving people away? 

Beyond a point, an employee’s primary need has less to do with money, and more to do with how he’s treated and how valued he feels. Much of this depends directly on the immediate manager. And yet, bad bosses seem to happen to good people everywhere.. 

A Fortune magazine survey some years ago found that nearly 75 per cent of employees have suffered at the hands of difficult superiors. You can leave one job to find – you guessed   it, another wolf in a pin-stripe suit in the next one. 

Of all the workplace stressors, a bad boss is possibly the worst, directly impacting the emotional health and productivity of employees. HR Experts say that of all the abuses, employees find public humiliation the most intolerable. The first time, an employee may not leave, but a Thought has been planted… 

The second time that thought gets strengthened.  The third time, he starts looking for another job.  When people cannot retort openly in anger, they do so by passive aggression. By digging their heels in and slowing down. By doing only what they are told to do and NO MORE. This is done by omitting to give the boss crucial and very essential information. 

That could impact and seriously jeopardize an organization. Have you seen this in real life? A new staff joins and is highly keen and motivated. He seriously and genuinely cares and feels for the organization. At the risk of his own job (remember probation and can be terminated in a week’s notice at the least?) he speaks his mind in order to try to rectify, remedy and correct a situation. His peers look up at him in disdain, cynicism and even bordering contempt – in their hearts they say we have seen and heard these all over before (so what else is new?). In the end another (new) frustrated, de motivated, dehumanized Staff hits the dust! Another casualty figure to contend! 

That is Paak Ghaya, or in Hindi – over ripe fruit, cannot be eaten anymore! 

It is said“If you work for a jerk, you basically want to get him into trouble.  (The sooner the better!) You don’t have your heart and soul in the job”. The day he leaves, there is a BIG CELEBRATION party the villain has gone, no more trouble, no more pain, no more suffering. Until the new Manager has come in ‘with a new broom sweeping better’ – unless and until that is he starts to behave like his old peer again (Remember Animal Farm?).

Different Managers can stress out employees in different ways – by being too controlling, too suspicious, too pushy, too critical, too manipulative (divide and conquer syndrome, even if it is the establishment that eventually suffers!) – but they forget that workers are not fixed assets, they are free agents. When this goes on too long, an employee will quit – often over seemingly trivial issue. 

It isn’t the 100th blow that knocks a good man down. It’s the 99 that went before. And while it’s true that people leave jobs for all kinds of reasons- for better opportunities or for circumstantial reasons, many who leave would have stayed – had it not been for one man constantly telling them, as Arun’s boss did: “You are dispensable. I can find dozens like you.” 

While it seems like there are plenty of other fish especially in today’s waters, consider for a moment the cost of losing a talented employee. There’s the cost of finding a replacement. 

The cost of training the replacement. The cost of not having someone to do the job in the meantime. The loss of clients and contacts the person had with the industry. The loss of morale in co-workers. The loss of trade secrets this person may now share with others.  

Plus, of course, the loss of the company’s reputation. Every person who leaves a   corporation then becomes its ambassador, for better or for worse. 

We all know of large IT companies that people would love to join and large television companies few want to go near. In both cases, former employees have left to tell their tales. “Any company trying to compete must figure out a way to engage the mind of every employee, 

Jack Welch of GE once said.   Much of a company’s value lies “between the ears of its employees”.  If it’s bleeding talent, it’s bleeding value. 

Unfortunately, many senior executives busy traveling the world, signing new deals and developing a vision for the company, have little idea of what may be going on at home. That deep within an organization that otherwise does all the right things, one man could be driving its best people away. 

Next time you as the Manager or Supervisor feel like screaming and shouting at that Staff of yours – THINK AGAIN. As I said before – God gave you brains to use, and this too not for decorations! 

By: 

Majid Said Nasser Al Suleimany

This article had also appeared in Muscat Daily under my ex At The Workplace Column…

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Assertiveness!

February 2010

At The Work Place!

Assertiveness!

There is no ‘I’ in Hunter!

One of the comedy series that I like to watch is ‘Mumbai Calling’ It is very funny and pokes fun at an Indian Calling Centre trying to serve its mainly non-Indian based customers (and those on visit to India) and the clash in culture, customs, habits, values and traditions. The ironical part is that they had brought over a British Lady in addition ‘to manage and look after things’ – though the Indian guy there is quite capable by himself to do so – though he too is British born!

Trust the British Lady Manager to find it ‘all wrong the polite and docile way’ they deal with their customers – that are mainly mean, patronizing, condescending and demeaning – and even aggressive and insulting.. The Call Centre is all locally staffed – and they stand all these whilst trying to remain cool, collected, nice and pleasing as Call Centres are supposed to. I know this from personal experiences from my own daughter who used to come home crying everyday – but then the Centre is not in India and its customers are all mainly local – and they feel it all okay for personal affronts and taking out their frustrations and insults on a front line poor girl than directed at the establishment.

Anyway, the British Lady Manager is very disappointed that her Staff are not ‘assertive and affirmative’ enough in dealing with their customers – a perspective perhaps different if the Centre was at home and manned by their own peoples – this in itself is very insightful! So she calls a Staff Meeting to talk about Assertiveness – despite protestations from her deputies that think it was unneeded and was against the home culture.

She starts her lecture by saying that ‘she is a hunter, and she hunts her preys for food – and that in between the word of Assertiveness is the letter I (Me!). Forgetting that she is addressing Staff that are mainly vegetarian – and there is no hunting or meat in their diets. She tries to encourage in Play Act for one Staff to terminate another who comes from the same home town – and he breaks down that he cannot do it – and if he goes – he will go too. He tries on the boy (next story) to stand up to his Mother to say he does not like her food (a thing which is not on even at home – as a Mother is a Mother anywhere in the world)!

The meeting soon falls apart – where some are seen to be running out to vomit because they had just been made to behave and act differently – and also to have a change in their food diet! Then the talk moves to arranged marriages and her attempt mainly to push one of the young boys to stand up to his parents because he was being forced into an arranged marriage. That is where the boy standing up to his parents is all confused and lost – and is heard muttering that there is an I in Hunter (instead of Assertive) – and his Father corrects him that he is mistaken because there is no I in Hunter!  

I remember this too myself in the early 1980s in my last Oil Company where we had a similar Manager who had wanted us also Omanis to be more ‘assertive, affirmative – and less docile’ – his own words. So we went for the Lecture. What do we lose. Just to get two days off Office work – and where there are a lot of breaks – and coffee, tea and snacks served too – with a ‘free’ lunch on top! 

The Lecturer started first by asking each one of us to stand up in the class and introduce ourselves – and also to add this part ‘Why do I think my boss sent me for this course?’. So when it came to my part and after having introduced myself I added – Frankly I do not know why my boss sent me for this course. If I have anything on my mind, I talk to him frankly about it – and follow up by an Email write up. I stand my ground – and I let no one push me around – and especially if I know I am right, correct, professional and ethical – not only him as my boss but even his boss too. Then he asked me – then why are you in this course? I said – ask my boss, not me. He told me I could go – but the girls in the class wanted me to stay – so you can make us laugh – they said to me in unison.

There is nothing wrong in being assertive especially at the work place – and learning to say No at the same time. Indeed we could do more with all these – it is the imposition and style introduced that is all wrong! There is also this old adage – if there is a thing working for you – let it grow and prosper – and do not spoil things for yourself. Or the famous ones – Let sleeping dogs lie – or still – Never trouble ‘trouble’ till it troubles you!

Take Care!

By Majid Said Nasser Al Suleimany

This article had also appeared in The Muscat Daily under my ex column At The Work Place!

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Decision Making!

WHEN YOU HAVE TO MAKE DECISIONS!

A True Study Case in Management Course For Decision Makers!

In whatever position in the echelon levels in an establishment, you will be required at one time or the other to make very hard, painful, complex and difficult decisions – some that may test your very own competencies, abilities, talents, skills, professionalism and ethics. In one case or other, you may have just to go by your gut feelings – and keep your fingers crossed that you had made the right decision. Only the results and consequences will confirm either way on your decision capability.  

Some people have been known to even lose their jobs, standing and reputation as a result of the decisions that they have made – either directly or by default and inadvertently! The decision may also even cause a heavy loss, standing, reputation, image or danger to the company in its very own existence and survival – let alone in its growth and prosperity. That is when ‘heads will roll – and scapegoats found in apportioning the blame – especially in ‘blame culture’ environments!

The story given below gives us an insight into DECISION MAKING

A group of children were playing near two railway tracks, one still in use while the other was disused. Only one child played on the disused track, the rest on the operational track. The train came, and you were just beside the track interchange. You could make the train change its course to the disused track and saved most of the kids.

However, that would also mean the lone child playing by the disused track would be sacrificed. Or would you rather let the train go its way?

Most people might choose to divert the course of the train, and sacrifice only one child. You might think the same way, I guess. Exactly, I thought the same way initially because to save most of the children at the expense of only one child was rational decision most people would make, morally and emotionally.

But, have you ever thought that the child choosing to play on the disused track had in fact made the right decision to play at a safe place?

Nevertheless, he had to be sacrificed because of his ignorant friends who chose to play where the danger was. The child who chose not to play with the rest on the operational track was sidelined. And in the case he was sacrificed, no one would shed a tear for him.

The person who wrote the story said he would not try to change the course of the train because he believed that the kids playing on the operational track should have known very well that track was still in use, and that they should have run away if they heard the train’s sirens.

If the train was diverted, that lone child would definitely die because he never thought the train could come over to that track! Moreover, that track was not in use probably because it was not safe.

If the train was diverted to the track, we could put the lives of all passengers on board at stake! And in your attempt to save a few kids by sacrificing one child, you might end up sacrificing hundreds of people to save these few kids. 

While we are all aware that life is full of tough decisions that need to be made, we may not realize that hasty decisions may not always be the right one. This kind of dilemma happens around us everyday. In the office, community, in politics and especially in a democratic society, the minority is often sacrificed for the interest of the majority, no matter how foolish or ignorant the majority are, and how farsighted and knowledgeable the minority are 

Remember that

What’s right isn’t always popular… and what’s popular isn’t always right. Everybody makes mistakes; that’s why they put erasers on pencils.

Remember also

.. that sometimes we tend to favour someone not because he is capable or is actually right, but simply because we like that person. The person who suffers is the one who knows his job, but we simply do not like the guy or his guts.

Next time you decide, please remember all these!

Reproduced By Majid Said Nasser Al Suleimany

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Why There Is A Need To Omanise?

December 25, 2009 

WHY THERE IS A NEED TO OMANISE?

Let us go on this hypothetical and imaginary ride and route for a change. There is life and a lot of oil, gold and other resources available in Mars. It is now 2020 – and Branson has made it all easy for all to travel in space. You are asked to form a Company that will take you there and establish your own operations there. Let us say the Mars Government has given you the Big Contract to tap in these resources – but one of the conditions and stipulations are that you have to give jobs and jobs opportunities to the Martians – many that are poor and unemployed – and give them also an opportunity also to be responsible for their own future, fate, destiny and prospects. You know that you will mint a lot of money there – do you go – or refuse and put your foot down to say that you will not employ any Martians – because this is your Company – and you call the shots?

The same logic and principle would apply if I as an Omani were to open a Company in India, Pakistan, Philippines, UK, Europe, USA etc – so why should it be different for you as an Expatriate to understand and appreciate that this also applies here?. If you are an Omani, I would consider that the stakes and responsibilities are even higher as part of your citizenry and social responsibilities – not the same or lesser! Anyway, as part of many Companies nowadays (including NGOs – Non-Governmental Organisations) worldwide adhere to the same focus, outlook and principle – and forms as part of the CSR – Corporate Social Responsibility – Mission and Vision Statements of many of such companies and corporations worldwide..

 In all my career life as a Human Resources Professional, there is nothing that has hurt and pained me more than the negative perception and stereotyping that goes all the time about Omani employees. One such perception among especially Expatriate Managers is that the Omanis are lazy and not capable. Admittedly there are bad eggs (fish) in each basket – but this too applies back home. I must stress here that not all of the expatriate managers are to blame. Some Omani managers also want to act ‘foreign’ to their own. Most of them expatriates are impartial and indifferent. But there is this tiny section that still today has a low opinion about local recruits. Though they are few in numbers, the damage they cause is tremendous!

This also applies to the Omani employee as well. As part of the workforce – there is a great need to reciprocate to be more tolerant, understanding, patient and prove their capabilities, competencies, talents – and also to understand the other point of view, outlook and priorities – that are usually different from their own. Many of them just switch off instead of addressing a problem or a strained relationship and interface with the expatriate manager mainly – and this only makes matters worse.

When one such expat manager leaves, he passes on the message to his successor and others those locals are difficult to handle and deal with. Those who actually work hard (and are dedicated, loyal and committed) suffer most because of this perception. Many Omanis given the respect, esteem, chance and opportunity have excelled themselves – and proved themselves.

In my job aspects, I have seen live examples of Omani Staff ‘written off’ (or not that good or high potential or future prospects) as not being capable and competent – and lack the right attitudes and approaches – and ethics and professionalism – and the same people are today General Managers, Senior Managers and Directors in other Companies – or even the same Company when the ‘Good Managers’ willing to listen and give a break in chance and opportunity have come in. So what had gone wrong before and now has gone different? Could also be with the new boss – who threw them at the deep end and they had to learn to swim fast! Some of the others who went Public would now be called first by their titles – faced by the same crowd that had looked down on them before. That is the twists and ironies of life!

We must also not ignore the new worldwide and global trend, arena and ‘developments’ in that the current generation is very impatient, intolerant, want results fast, and can be easily rebellious. When both these generations – expatriate and local – meet and collide vis-à-vis – the end resultant is just more combustible explosive outcome results.  The same can be said vis-à-vis younger and older generations – let them be between even locals for that matter.

The jobs of Human Resources Professionals have never been easier as the days go by – in addition he or she is expected to be ‘The Corporate Conscience Keeper’ and the vanguard of CSR – in addition to not just do his own job aspects within the company and staff handling – but also outside – including customers, clients, The Governmental parties and Society as a whole – and to ensure ‘The corporate fabric’ is not torn up – or the Company is allowed to suffocate from inside.

By profession, I have authored five books and two of them are in Management – Psychology of Arab Management Thinking and A Cry For Help. I invite you to read more of today’s topic in these books – more details you can find in my website www.alsuleimany.com

We all need more tolerance, patience, forbearance – and understanding between all sides and all parts and sides for this worthy cause in Omanisation.

By Majid Said Nasser Al Suleimany

(Article appeared in The Muscat Daily by The Author under his column then of At The Work Place – now discontinued).

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