Human Capital Transformation in Commercial Bank Qatar (CBQ)

Abstract

Like many other Gulf countries, Qatar, a peninsula situated in the hub of Middle East, implemented a country-wide nationalization policy to secure employment opportunities for its under-represented locals in a country that was now overflowing with immigrants. This case takes a closer look at how one of the largest private banks in Qatar underwent changes in its employment policies to comply with the government's national strategy of nationalization. This case delves into the human resources management practices adopted by Commercial Bank Qatar (CBQ) through the eyes of Mohammed Al Hammadi, the head of national talent development. Hammadi's journey of reaching CBQ's goal of 60 per cent Qatarization is highlighted along with the struggles and hurdles he faced at various levels of society, education, and economy. With time, Hammadi managed to refocus CBQ's Qatarization goals to include recruiting and retaining local employees, incorporating career development for locals, and setting a job progression plan. Through this case, an overlooked region, the Middle East, and an ignored aspect of HRM policy, nationalization is examined in close detail.