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While effective recruitment is a universal challenge, there are aspects of the local market that make it even more difficult in this part of the world, Corrigan suggested. “Predominantly because we live in an incredibly transient part of the world and employ based on long-term strategy as opposed to short-term contracts. Long-term in the UAE can mean two years. Due to this, personal circumstances can play an important role in the decision making process.”
However, for Merieau, the cultural diversity of the region more than makes up for its transient nature. “There is a wide variety of competencies and cultures. Most importantly, job seekers come here with the right attitude and an enormous appetite for success. The only difficulty is finding designers with a true knowledge of classic craftsmanship,” he maintained.
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“The general market we work in has attracted high-quality people over the years to the region, providing a pool of reasonably-skilled designers and project managers,” Smith agreed. “However this is undermined by the transient tendencies of the workforce, so creating a high performance workforce is reasonable; keeping it together is the challenge.”
Staff retention may be slightly easier when your competitors are no longer lining up at the door to poach your best talent – but that doesn’t mean that employers can afford to be complacent. After all, staff retention has little to do with economic conditions and much to do with how a firm is managed and run.
“I feel that many design firms suffer from serious management issues,” said Wojnowski. “Designers are usually disastrous managers. Staff feel insecure and pressured in a negative way. The atmosphere in the studio is often toxic. Staff feel they have no clear direction.
“I remember myself working for one such Dubai company. The management was disorganised and deeply arrogant at the same time. Eventually, they faced the challenge of staff and client retention,” he recalled.
According to Merieau, effective employers should offer their staff absolute respect, honesty and fairness, as well as providing them with a sense of belonging, and giving them the opportunity to take charge, while being supported by the management.
Bluehaus also prides itself on its staff retention record. “We are very proud of our team retention,” said Corrigan. “We believe this is a reflection of our corporate culture, based on strong core values. We look after our team, and they look after the Bluehaus brand and our customers. Transparency, trust, integrity and a good working environment are all fundamentally important to the wellbeing of your team; that’s why they stay.”
But this represents an investment – of time, money and energy. “We have employed the services of a success and leadership coach for 2010, Mick Todd. Mick continues to work with each team member, across the hierarchy,” Corrigan detailed.
“We are big believers in investing in training at all levels, particularly during difficult times.”
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