Talent management: A pillar for Oman Vision 2040

MUSCAT, March 10

In today’s rapidly evolving job market, organizations must adopt advanced strategies to attract, develop, and retain top talent. As global competition for skilled professionals intensifies, talent management has become a critical factor in driving economic growth and national development.

A recent study titled “Talent Management Between Its Ethical Charter and a Comprehensive National Guide Aligned with the ‘Ejada’ System: Competitive Advantages for Oman Under Vision 2040”, explores the significance of talent management in the Sultanate. Conducted by Majda Talib Ali al Hinai from Sultan Qaboos University, the research examines Oman’s approach to talent management, compares it with regional and international practices, and proposes a national framework to enhance workforce competitiveness in alignment with Oman Vision 2040.

As businesses navigate an increasingly dynamic environment, human capital has become the most valuable asset. Unlike technology or financial capital, skilled professionals provide organizations with a sustainable competitive advantage that cannot be easily replicated.

The study highlights that talent management is more than just recruitment—it encompasses a comprehensive process involving attraction, development, retention, and motivation. To be effective, talent management strategies must also consider cultural, economic, and social factors that shape workforce dynamics.

However, Oman—like many other nations—faces challenges in implementing sustainable talent policies that balance corporate goals with employee aspirations. The study provides a comparative analysis of Oman’s talent management framework with the United Arab Emirates (UAE) and Saudi Arabia, two countries that have successfully integrated talent strategies into their national visions.

In the UAE, digital transformation initiatives such as the “Ministry of Possibilities” and the “Jahiz Future Skills” program have been implemented to develop a future-ready workforce. Meanwhile, Saudi Arabia, under Vision 2030, has prioritized human capital development, launching initiatives such as the Human Capability Development Program and specialized talent retention strategies in Aramco and SABIC.

Beyond the Gulf region, the study also reviews talent management models in several other countries. South Korea has adopted a hybrid talent strategy to bridge skills gaps and improve workforce adaptability. In China, the government plays a pivotal role in talent network development through long-term national policies. Russia, on the other hand, faces challenges in brain drain and workforce retention, highlighting the need for institutional reforms.

Despite Oman’s ongoing efforts to enhance workforce development, several key challenges remain. One of the main concerns is the mismatch between talent strategies and market needs, leading to skill gaps. Additionally, there is a lack of a unified national framework for workforce planning and evaluation.

The study also points out that Oman must work on creating a more attractive work environment, particularly in high-growth sectors. Moreover, balancing Omanisation policies with labor market competitiveness continues to be a challenge, as businesses seek to hire top talent while adhering to national workforce regulations.

The research suggests that existing policies require reassessment to enhance talent retention strategies and prepare Omani professionals for digital and technological transformation.

To address these challenges, the study emphasizes the need for a comprehensive national talent management framework built on two foundational pillars: an Ethical Charter for Talent Management and a National Talent Management Guide.

The Ethical Charter is designed to ensure fairness and transparency in recruitment and career progression. It aims to mitigate bias and inequality in talent selection and development, promoting a more equitable job market.

Meanwhile, the National Talent Management Guide is aligned with the “Ejada” system, outlining clear strategies for talent attraction and development. This guide provides structured career pathways linked to Oman’s economic and workforce needs and suggests practical recommendations to enhance workforce efficiency.

Some of these recommendations include enhancing performance evaluation systems to ensure merit-based career progression, integrating AI and digital analytics into HR processes for data-driven decision-making, and expanding professional development opportunities through digital learning platforms. Additionally, creating a more inclusive workplace with flexible work policies and competitive incentives can help attract and retain top talent.

A case study within the research highlights Petroleum Development Oman (PDO) as a leading example of effective talent management in the Sultanate. PDO has implemented advanced career development programmes, talent empowerment initiatives, and AI-driven HR solutions to ensure long-term workforce sustainability. The company’s commitment to talent management has led to high employee satisfaction, supported by specialized training programs. Moreover, PDO has optimized workforce efficiency through structured career planning and developed a future-focused HR strategy that integrates digital transformation into recruitment and professional development.

The study concludes that effective talent management is essential for Oman to achieve its Vision 2040 objectives. To enhance workforce competitiveness, the researcher proposes several key recommendations.

First, Oman should implement an Ethical Talent Management Charter to standardize fair and transparent HR policies. Additionally, developing a National Talent Management Guide, aligned with the Ejada system and tailored to Oman’s labour market dynamics, will provide a structured approach to workforce development.

Another important step is to leverage AI and digital transformation to improve workforce planning and talent evaluation. Encouraging companies to adopt talent retention policies, including flexible work arrangements and career incentives, will also be crucial in attracting and keeping skilled professionals. Finally, fostering a culture of continuous learning will ensure that professionals are equipped with future-ready skills to meet evolving industry demands.

This study underscores the critical role of talent management in shaping Oman’s economic future. Investing in national talent is not a choice—it is a strategic necessity for sustainable development. By implementing a clear ethical charter and a comprehensive national talent guide, Oman can build a resilient, future-ready workforce that supports its transition into a knowledge-driven economy.