There are some places that are so inspiring, they fill me with passion and energy. I just love working with colleagues and friends in London and New York. Their creativity and insights are exceptional. What strikes me most about these places is their ability to absorb talent from abroad, to the extent that you can’t even tell who is the native and who is the immigrant.
Whilst there’s much to admire about how the region’s marcomms industry has developed, there’s still much work to do when it comes to marrying local insights and talent with foreign know-how. For years there’s been a divide between the Gulf’s public and private sectors: the public was staffed by nationals, and the private by expats. Whilst there were exceptions, this was the norm.
There have been changes, both good and bad. The economic changes in countries such as Bahrain, Oman and Saudi, combined with the increasing number of local marketing and communications graduates, have helped to increase the number of nationals working in the private sector. An insistence on hiring nationals in both government and semi government organizations have led to there being fewer expats in comms and marketing roles in both Abu Dhabi and Doha. For many multinationals, there’s still an over reliance on expat communicators, many of whom don’t know or try to learn about either the local language or culture.
I’ve always believed that there should be more locals in marcomms in the Gulf (one such person who is an inspiration to me and who I will always be proud of is my wife, who is both a local and who heads up marcomms for a multinational across the Middle East region). However, we need to place people based on merit, and we need to have structured succession planning in place. Both are missing today, across the public and private sectors.
Let me highlight my point. I live in a city which wants to be a global hub, attracting investment and tourism from abroad. That city’s government has been prioritizing national hiring to such an extent that it’s rare to find a foreigner in a mid or senior level comms post today in either a government or semi government role. What has happened is young nationals who don’t have the necessary experience or knowledge have been brought in (or roles have been left open), and as a result the work done and respect given to the function has dropped. There’s less diversity and inclusion in these government organizations, leading to a lack of understanding of foreign audiences and stakeholders.
I’ve also come across countless multinational executives who don’t understand the importance of hiring local knowledge. To them, global strategy only needs to be translated. There’s no understanding of local insights, and an inability to communicate with local audiences because of the lack of any marketing or communications people who are from or connected to the local population. I’ve known regional comms people in the private sector who’ve never even gone to Saudi, despite it being the biggest market in the Gulf. It’s all too easy to manage issues remotely, and let the agency deal with an issue.
We’ve got to change these two approaches in the region. There needs to be a balance, an understanding that foreign expertise is often needed whilst initiatives are created to support knowledge transfer to capable locals. Rather than replacing foreign expertise overnight (which has happened in some places), let’s get these professionals to pass on their expertise through job shadow programs, teaching and mentoring. In one of my previous roles I was asked to do this, and I considered it part of my role in developing the local profession. Others should do the same.
Our region can be as diverse and as exciting as London and New York, and I don’t see why the marcomms industry should be any different. Let’s start making use of both local insights and foreign experience, and combining them to create better work. We need balance in approaching this issue. As always, I’d appreciate your thoughts on this issue.
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