Nationalization programs: part 2

I previously wrote about the fundamentals of successful Nationalization programs, which include 1) having a clearly defined focus, 2) getting top management support for the program, 3) creating a systematic process that includes all of the various HR functions / requirements, and finally, 4) clearly communicating the process to everyone. If these tasks are accomplished you will have put together a well-designed Nationalization program that is a win-win situation for everyone!

As a reader you should know why I'm comfortable talking about 'Nationalization' programs so I'll share a little of my background with you. For the last 10 years I've been directly involved with the development of young nationals, both in Saudi Arabia, while working for SABIC, and more recently in the UAE filling many different organizational roles in Abu Dhabi Gas Industries Ltd. (GASCO). I have developed specific Nationalization programs including administrative assistant development programs in both Saudi Arabia and the UAE and a basic fire fighter training program for young locals. I've also created personal competency-based development programs for national employees from technical school to university gradate levels. And for the past 3 years I've been responsible for the organizational change efforts within GASCO called the GASCO 21 Journey, which has focused on preparing the company for the 21st Century. Of course, part of 'The Journey' includes ensuring GASCO has the right people, with the right skills, at the right time, to safely, effectively and efficiently meet current & future business objectives.

Now that I've given you a bit of information about my involvement with nationalization programs let's get back to the task of looking at what makes them successful. One of the first steps is developing specific guidelines and rules to govern the nationalization process. What form might the guideline take in your organization? It may be nothing more than having the General Manager issue a Nationalization Policy Letter, it might be writing a new chapter for your Personal Policy Manual or it could even be creating a completely new document.

In GASCO, we took the approach of creating a new Manual and published an Integrated Competency-Based Training & Development Manual that goes far beyond the scope of a normal 'training manual' by addressing broader nationalization issues. The manual:


• Institutionalizes the process of acquiring the skills required to perform their jobs


• Establishes valid and reliable control methods to ensure personnel are competent


• Improves employee work performance by enhancing their knowledge and skills


• Recognizes the employees' strategic value by encouraging their self-development


• Identifies the link between training, development, competence and progression


• Creates an environment where the development of UAE Nationals is a top business priority with the ultimate aim of transforming them into effective employees

It's also important to point out that the training, development and competence assurance of GASCO employees is a function of line management so the manual provides them with clear and concise information on how to carry out their responsibilities. These duties require line personnel to:


• Ensure training & development plans exist for their UAE National personnel


• Conduct the training and development activities


• Integrate the training & development activities with normal operations


• Monitor, evaluate & document the progress of their subordinates


• Provide feedback on the assessment process.

In closing, I'd like to point out that a well-developed Nationalization Program benefits both the individual and the nation but making a program successful requires a lot of thought, commitment and work!