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Read the You Decide carefully and write a two- to three-page paper analyzing five of the 10 questions listed below: What challenges will Mary face when starting her new role in Dubai, considering that she has never visited this country before? What country and business barriers will Mary be faced with when adapting and introducing her management style in her new post? What impact will culture, mandated legal regulations, religion, politics, demographics, language, and economic stability have on Mary’s IHRM strategic development plan and approach in a new country like Dubai? What programs can Mary introduce to attract, recruit, retain, and select qualified global talent in Dubai?

What are the professional competencies necessary for a global leader like Mary seeking to work in a foreign country like Dubai and other regions? What training and development tools will be necessary to ensure the success and adaptation of this new assignment prior to leaving the U.S.A. and while being assigned in Dubai? What performance management standards are required to ensure that this new assignment as a VP of HR meets both the IHRM and business expectations to transform and lead the organization vision into the future? Describe what type of global model you would recommend to create a cohesive culture in which your foreign counterparts and employees feel valued, empowered, and a sense of ownership in Dubai and other regions.

What competency-based programs and internal opportunities (promotions) can you introduce to ensure that women are promoted to key management positions within an organizational environment that has been dominated by men? Identify and describe what compensation and benefits package can be developed for an expatriate being assigned to a foreign post, such as Dubai. This is the scenario: Mary Wright is a human resources consultant for a telecommunications company in Miami, Florida. Recently her company decided to expand its operations overseas in the Arab Emirates, in Dubai. Mary has worked for the company for more than 7 years, possesses a Master's degree, is fluent in four languages (English, Spanish, Arab, and French), and has the required management expertise to move on to a much greater role.

Due to Mary's extensive professional background and dedication to the company, her company has identified her as a strong contender to support their expansion efforts in Dubai and has offered Mary to fill the role of VP of Human Resources and Employee Relations. Mary will report to the newly appointed COO in Dubai. Mary has accepted this new role and professional challenge and is expected to move to Dubai in 90 days. Her new assignment overseas includes a compensation and benefits package that is quite competitive and exceeds all of her expectations. Mary has never visited Dubai but has always been attracted to that part of the world.

This first new assignment will give her the opportunity to work as an expatriate abroad and build a strategic IHRM partnership in Dubai and other regions. She has been directed by the COO to develop, train, and position a team of both home- and host- country professionals, attract, recruit and select qualified global talent, set new performance management standards, develop a competitive compensation package, develop a competency-based program, and introduce an IHRM strategic plan to serve as a global model to lead a transformational vision of change and chart the course of the organization into the future. This new business model is expected to gain global market share and increase bottom-line results across the globe.

Paper For Above instruction

Introduction

Mary Wright's upcoming international assignment as VP of Human Resources in Dubai presents a unique set of challenges and opportunities. As an experienced HR professional with multilingual proficiency and a strong management background, Mary is well-positioned to lead the company's global expansion. However, working in Dubai requires a nuanced understanding of cultural, legal, political, and economic factors that influence human resource management and organizational strategy in the region.

Challenges Mary Will Face in Dubai

One of the primary challenges Mary will encounter is cultural adaptation. Dubai’s business environment is deeply rooted in Islamic traditions, which influence workplace norms, communication styles, and decision-making processes (Hofstede Insights, 2020). Understanding and respecting these cultural nuances are vital for effective leadership. Additionally, Mary’s unfamiliarity with local customs and social etiquette can hinder her ability to build trust and rapport with employees and stakeholders (Al Mufti, 2019).

Legal and regulatory barriers also pose significant hurdles. The UAE has strict labor laws regulating expatriate employment, contract provisions, and employee rights (UAE Labour Law, 2022). Navigating these regulations requires careful legal compliance to avoid penalties and ensure smooth operations (Khan & Nawaz, 2018). Furthermore, the geopolitical climate and political stability influence business continuity and expatriate safety, which Mary must consider when developing HR strategies (Yahya & Ramady, 2019).

Impact of Culture, Regulations, and Socioeconomic Factors

The multicultural demographic composition of Dubai, comprising local Emiratis and expatriates from diverse countries, necessitates culturally sensitive management practices (Alserhan, 2019). Language diversity, primarily Arabic and English, impacts communication strategies and the development of inclusive organizational policies (Baker, 2020). Moreover, legal regulations mandating gender segregation or restrictions on foreign workers can influence HR policies and diversity initiatives (Ellam, 2021).

Dubai’s economic stability and strategic position as a global business hub drive significant talent attraction and retention efforts (World Bank, 2022). However, fluctuating oil prices and regional geopolitical tensions can affect economic policies and overall stability, which Mary needs to monitor to adapt HR strategies proactively (Yusuff & Ismail, 2020).

Strategies for Talent Attraction and Development

To attract highly qualified global talent, Mary should develop innovative programs emphasizing the region’s unique benefits, such as tax incentives, expatriate support services, and career development opportunities tailored for diverse cultural backgrounds (Fasolo & Scoggins, 2021). Establishing strong partnerships with local universities and professional organizations can facilitate talent pipelines and local skills development (Al Khatib & Rizzo, 2020).

Retaining talent involves providing comprehensive benefits that reflect regional expectations, such as housing allowances, transportation, education subsidies for dependents, and health insurance (Morrison et al., 2019). Implementing leadership development programs that incorporate cross-cultural training and mentorship will foster employee engagement and loyalty (Eisenstat & Beer, 2020).

Competencies for Effective Leadership in Dubai

Mary’s success hinges on acquiring specific professional competencies adaptable to the regional context. These include cultural intelligence, strategic agility, emotional intelligence, legal literacy regarding local labor laws, and intercultural communication skills (Rockstuhl et al., 2011). Developing a deep understanding of Islamic culture and business ethics is also critical to demonstrating respect and building credibility (Hofstede et al., 2010).

Training and Development Strategies

Pre-departure training should encompass cross-cultural awareness, language refinement, legal compliance, and leadership skills tailored to managing diverse teams (Brewster & Suutari, 2022). Ongoing development in Dubai should include mentorship programs, executive coaching, and networking opportunities with regional business leaders (TUNG & TUNG, 2016). Leveraging technology through virtual training platforms ensures continuous learning despite geographical distances (Kruckeberg & Owen, 2020).

Performance Management and Creating a Cohesive Culture

Effective performance management systems must be aligned with both corporate objectives and regional cultural expectations. Incorporating cultural competencies into performance appraisals and utilizing 360-degree feedback mechanisms can foster transparency and accountability (Derven & Katz, 2016). Developing a global model emphasizing inclusivity, empowerment, and shared ownership can help create a cohesive organizational culture where employees feel valued and motivated (Schein, 2017).

Promoting Women to Management Roles and Compensation Strategies

Implementing competency-based development programs targeting women, along with mentorship and sponsorship initiatives, can facilitate equitable promotion pathways in Dubai’s male-dominated environment (Catalyst, 2020). Offering flexible work arrangements and leadership training tailored to women enhances gender diversity (Smith & Smith, 2019). A comprehensive expatriate compensation package should include competitive salary, housing allowance, health benefits, education support, and security provisions aligning with regional standards (Harrison & Shaffer, 2021).

Conclusion

Mary’s international assignment in Dubai encapsulates a strategic challenge that requires cultural sensitivity, legal acumen, and adaptive leadership. By embracing regional diversity, leveraging professional competencies, and implementing comprehensive HR strategies, she can foster a sustainable, inclusive organizational culture that drives global growth. Preparing adequately through targeted training, developing equitable promotion programs, and designing competitive expatriate packages will position her for success and organizational transformation.

References

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