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With Middle Eastern skylines expanding at record pace,recruiting the best and brightest design professionals is crucial. Jeff Roberts talks to Ummar Yousaf, architect and principal of UK-based the interview room, a recruitment and career consultancy, specialising in the building industry.
What is the status of recruitment in the Middle East? Are numbers climbing or falling?
Recruitment in the Middle East is still a huge challenge for the companies who are seeking to recruit design staff into their organisations. It is an exceptionally busy marketplace and the world's attention, in terms of construction and the built environment, is keenly focused on the region.
Whilst the firms are always seeking to bring talent into their teams, their difficulties are multi-fold, but tend to revolve around two key issues: the lack of quality candidates with appropriate skills and capabilities; and candidates who have unreasonable expectations.
Numbers are still climbing, but the dynamic has shifted from a high supply of lower quality candidates to a more select choice from a higher quality candidate pool. In the last 3 months, the numbers of architects seeking to relocate to the Middle East has exploded, particularly those from the Western economies.
What factors are luring architects here?
Individuals relocating to the Middle East are attracted by ‘exciting' projects, the chance to get involved in ‘iconic' design and, most importantly, a tax free income in what is becoming one of the world's best known holiday destinations.
Many of those that approach us claim to want to progress their career, work abroad and develop professionally. In the end, we always find that the defining factor is salary. There are some exceptions but, unfortunately, not many.
So what does a practice do when faced with that kind of a resourcing problem?
The simple fact is that there are not enough resources to do the work that is currently planned or underway in the region. The volume of work is staggering, and architects from around the world are taking advantage of it.
We manage expectations, measure motivations, and address incorrect perceptions. We introduce those who we feel will contribute to the firms objectives, and avoid those who we feel are looking to take advantage of the market.
Practices are being more rigorous in their recruiting strategies but any recruitment methodology is only as effective as the retention strategy it works with.
Finance driven incentives such as deferred bonus schemes that reward loyalty and family based benefits packages, are as important as the productivity-based SMART appraisal programmes and professional development initiatives.
