The telecommunications industry is frequently among the first sectors to enter the newly
emerging economies, often bringing financial services as well as connectivity to poor but
ambitious populations who are eager for education, telecommunications, electricity, and
mobility. Companies operating in frontier markets like much of sub-Saharan Africa, along
with some countries in Central Asia, Latin America, and Southeast Asia face hurdles more
challenging than anything they have seen in the BRICs, especially in recruiting, retaining,
and developing employees.
The frontier markets are at the heart of Etisalat’s long-term strategy and although
telecommunication and technology are their main-business their biggest challenge lies in
their talent management strategy.
The nature of our industry and the dynamics of the market these days dictate that
companies need people who are not just very capable but very adaptable to changing
financial times and various geographic environments. Also, robust retention packages and
incentives are required to retain talent. Etisalat has been able to attract, retain, and manage
executive talent not just based on the compensation package, but also on their ability to
create a long-term relationship and opportunities for professional development. They
create a snapshot of each individual in their talent pipeline in terms of the three Es:
education, experience, and exposure. And then they create the opportunities to make sure
that they are well rounded.
Etisalat maintains employee loyalty by offering not only competitive compensations and