Lack of Transparency in Senior Dubai Executive Departures

Last week saw the unexplained resignation of two senior executives, the chief executive of Jumeirah Group and the chief investment officer of EmiratesNBD. There are several pertinent facets to these announcements. First, both seemed to be abrupt as there was no permanent successor named in the reports. Second, both left after a relatively short tenure, with both executives having had taken

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No values? Here's a promotion!

My insight into how those with no values are promoted: If a supervisor instructs an employee to do something, then an employee with values will push back if the action conflicts with their values. The employee with no values will immediately execute the instruction without hesitation. From the supervisor’s point of view it can look like the former employee is

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Ray Everett

Compensation Foundations: Designing an Effective Incentive Plan

This entry is part 3 of 4 in the series Compensation Foundations

This week’s column is the second in a series that I co-author with Ray Everett, the chief executive of Aon Hewitt in the Middle East. In the first article we discussed job identification, job grading and linking it to pay. While people are paid salaries to do their job, incentives encourage them to do their job well. Nothing is more

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Ray Everett

Ray Everett of Aon Hewitt on Compensation Foundations

This entry is part 1 of 4 in the series Compensation Foundations

Compensation is a difficult management issue, not least due to the human element to it. Ray Everett. chief executive of Aon Hewitt in the Middle East, a position that he has held for the past year, and Asia-Pacific and Middle East and Africa regional head of McLagan (a division of Aon Hewitt focusing on financial services). Aon Hewitt is one

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What makes for a Happy Workplace?

It is thought that happy employees improve the performance of a company. This has been championed most publicly by Google, with its large assortment of toys, break rooms, food and beverages, services and transport for employees. But is this concept correct? Although it is relatively clear that unhappy employees would be harmful to a company, this does not necessarily imply

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Employee Operational Skills

Developing and emerging economies go through a known cycle: export of local products and commodities, FDI including agencies and technology transfer. But what about human operating skills? What use are large amounts of foreign investments, the factories and infrastructure that they build and the advanced technology that is imported if worker operating efficiency does not increase to match the advances

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