Skills Gap in Dubai Leads to New Tips for Recruiters in Workforce Management

Anyone who's ever tried to hire a person for any job knows how tough it can be. More of us have tried to do this more often than may be thought; ever thought about hiring a plumber? An exterminator? A lawyer? These are hiring decisions; short term, granted, but hiring decisions nonetheless. But new word from Recruitment Village says that, while it may be difficult to find just the right people with just the right skills to keep an operation going, there are some methods of workforce management that can really help get the right hires happening.

While the report from Recruitment Village stressed that there were “no quick fixes for this issue,” there are some means to make sure those people who are best suited to do the necessary jobs to keep a company running are not only found, but also kept. Recruitment Village offered the tips up in response to a report from PwC, whose report noted that, while many businesses were looking to expand around the world, finding talent was one key point holding said businesses back. When 1,300 CEOs in 68 different countries—the scope of the PwC report, reportedly—are suggesting at least some problem on this front, it's worth paying attention.

But the Recruitment Village response is the kind of thing that companies probably should be doing to begin with. For instance, organizations should start with self-examination, considering the individual strengths and weaknesses in the business to see what specifically needs to be addressed. Then, businesses should use the strengths that each possesses in a bid to draw out the better talent. The strengths are important, but so too are the use of current tools and technologies, much like the Recruitment Village portal. A two-sided approach also becomes a better idea; with many jobs not even posted at all, and many jobs found by the power of networking rather than the conventional method of sending out resumes to available positions. If businesses join in the process of building connections, then said businesses may well find access to new levels of talent that was not previously known.

It takes a collective effort to bridge the skills gap—one recruitment specialist noted “No one entity can solve the problem. For long-term, positive change, it takes a village.”--and the more that both sides can do, the better off in the long term everyone is. There are other methods to consider as well; improving a focus on training, for example, can go a long way toward yielding employees with the proper skills to keep a business operational. After all, if the properly skilled individual can't be found, then why not create said individual out of whatever is handy? Sure, there's always a certain amount of raw talent that no amount of training can produce—it's tough to make an electrician out of a veterinarian, after all, but still possible to a degree—but for the most part, those with comparable skill sets can be taught to modify those skills in specific ways to meet the needs of the business.

The more the business can cement the philosophy that “we're all in this together,” so to speak, the more likely that said business will find the people it needs and also keep said people around. Finding those skilled people can be difficult, but with mutual effort in both directions, the end result is often quite positive.

Edited by Stefania Viscusi