So, the manager is to blame

The Life: The region's business leaders need to focus on keeping top employees, as a large percentage of them are looking to jump ship.

To reverse the popular trend of professionals desiring a career change, organisations need to have employee-focused managers. Jeff Topping / The National

According to the latest poll from Bayt.com, 82.4 per cent of Middle Eastern professionals want a career change.

Obviously, this is a substantial risk factor that needs addressing and it should be creating concern for businesses.

But it does not appear to be, as most of the commentary on this issue comes from executive search agencies; the voices of in-house human resources professionals are noticeably missing. It is also conspicuously absent in private conversations I've had with senior leaders in the region. In my view, this lack of attention from business leaders is more worrisome than the startling fact that most of their employees want to jump ship.

Let's attempt to understand what could be causing this employment unrest and what can be done to remedy it.

A critical driver of the structural weakness in the workforce throughout the Middle East is the lack of attention that boards spend on building a winning work environment. There are competitions in the region to be named a "Great Place to Work" and organisations talk of being an "employer of choice". But it seems that the attention ends with the rhetoric.

Simply stated, the foundation is fractured by the lack of attention to the cause and concern of employee engagement.

Now, let's answer the pertinent question: what can an organisation do to reverse the tide?

Contrary to popular belief, at least the one most prevalent in coffee shops, the answer is not money. People in the GCC are already highly paid. In all likelihood, most could not earn the same compensation in their home country as they do here. Money is the driving factor for only 25 per cent of people.

The "stickiness" between an employee and an organisation is the direct line manager. The old axiom continues to ring true: employees join an organisation or brand, but they leave their manager.

To improve loyalty and performance, take these steps:

Value employees: If you do not believe in your employees, they will not believe in you.

Make employees a priority: Employees are either your competitive advantage or disadvantage. Since they serve your clients, make your products, or support your organisation you should make them your focus.

Create a bond with your employees: In the markets where Bayt conducted the bulk of its research, the private sector is dominated by expatriates. These are inherently transient individuals. If someone is willingly to leave their home country for work, what do you think their level of willingness is to leave their place of employment for a new opportunity?

Help your employees succeed: Success does not mean becoming board level. According to the research, employees' aspirations do not seem to be related to becoming chief executive or even senior management. Success simply means having the opportunity to improve, accomplish something and it being recognised.

And finally, make your employees want to come to work. Everyone has different reasons for working, so be sure to provide variety. These could include having a friend at work, doing exciting work, feeling like they belong to something (pride) or even having a place to escape from their private life.

To pull these points together and reverse the tide of professionals desiring a career change, organisations need to have great managers who are employee focused. Does yours?

Dr Tommy Weir is an authority on fast-growth and emerging market leadership, and author of The CEO Shift