Bayt.com Career Development · November 2015. RESEARCH METHODOLOGY Section 1. Sample Definition Age and Gender: Adult males and females ... 10 9 9 13 9 16 10 14 9 10 11 13 11 11

Bayt.com Career Developmentin the Middle East and North Africa

November 2015

RESEARCH METHODOLOGYSection 1

Sample DefinitionAge and Gender:

Adult males and femalesAged 18+ yearsCurrently employed

Nationalities:

GCC Arabs, North Africans, Levant, Western Expats and Asian Expats

Country of Residence

GCC: UAE, KSA, Kuwait, Oman, Qatar, Bahrain

Levant: Lebanon, Syria*, Jordan

North Africa: Egypt, Morocco, Algeria, Tunisia**

*Very small sample size

**Small sample size

Data Collection

All data was collected online. Fieldwork was done in October 2015. The total number of respondents was 3,359.

IMPORTANCE OF CAREER DEVELOPMENT

Section 2

Summary

• Overall, 85% of respondents claim that career development is very important to them. Career development seems more important to Levant residents and especially to those living in Lebanon.

• Technical/ job related skills emerges as the most important training area for career development, while presentation and negotiation skills are the least important. Having a training in management development is more important to GGC residents (17%) as compared to Levant (10%) and North Africa residents (9%), while foreign languages are more important to those living in North Africa (16% vs. 9% in GCC and 10% in Levant).

• Approximately 4 in 10 respondents (38%) had a technical/ job related skills training in the last 3 years, while only 12% had a training for foreign languages. Those working in GCC and especially UAE residents seem to have had somewhat more trainings in the past 3 years.

• While considered relatively more important, a smaller proportion of MENA employees received a training in management development, leadership, time management and foreign languages.

• Almost 1 in 2 current employees state that a training by external professional trainers (47%), followed by seminars at professional institutes (43%), certified study programs (40%) and company trainings by internal teams (40%) are the most preferred training methods.

The importance of career development

All figures are %’s

Q. To what extent is career development important to you? Please use a scale of 0 to 10 where 0 means “Not at all important” and 10 means “Very important”.

Base: Current employees (3,359), KSA (713), UAE (700), Kuwait (112), Qatar (162), Bahrain (101), Oman (165), Lebanon (139), Syria (22*), Jordan (163), Egypt (594), Morocco (125), Algeria (293), Tunisia (70*)

• Overall, 85% of respondents claim that career development is very important to them. • Career development seems more important to Levant residents and especially to those living in Lebanon.

(*)Small base

Total Saudi Arabia UAE Kuwait Qatar Bahrain Oman Lebanon Syria Jordan Egypt Morocco Algeria Tunisia

Technical/ job-related skills 18 18 19 19 27 12 18 14 27 17 17 13 22 20

Management development 14 16 17 11 16 20 20 13 9 8 8 8 10 9

Leadership/ coaching skills 12 12 13 15 12 17 15 12 18 12 12 10 10 11

Time management skills 11 10 9 9 6 7 13 11 14 18 11 21 15 13

Foreign languages 11 11 7 11 8 8 7 4 9 15 17 18 13 14Team management skills 10 9 9 13 9 16 10 14 9 10 11 13 11 11

Computer software 8 7 5 11 7 6 5 11 5 9 12 6 8 7

Sales/ marketing skills 7 7 11 7 9 9 5 7 5 2 6 8 6 3

Presentation skills 4 5 5 3 4 3 5 9 - 4 3 2 4 1

Negotiation skills 3 4 4 2 2 3 1 4 5 5 2 3 2 10

Important training areas for career development

• Technical/ job related skills emerges as the most important training area for career development, while presentation and negotiation skills are the least important.

• Having a training in management development is more important to GGC residents (17%) as compared to Levant (10%) and North Africa residents (9%), while foreign languages are more important to those living in North Africa (16% vs. 9% in GCC and 10% in Levant).


Q. From the following list of training areas, please rank them in terms of their importance to your career development. Please start with the most important area.


(*)Small base


Technical/ job-related skills 38 38 39 41 44 37 33 40 41 36 35 36 41 51

Team management skills 30 28 33 37 28 33 23 22 23 34 32 33 22 26

Computer software 27 27 25 27 27 19 22 22 27 29 31 35 30 31Time management skills 25 22 29 29 21 27 22 21 18 27 25 24 23 23

Leadership/ coaching skills 25 23 31 32 22 27 21 18 36 25 26 22 18 14

Management development 22 24 24 19 20 19 18 12 18 22 23 15 24 14

Sales/ marketing skills 20 18 26 17 20 23 16 23 9 16 22 25 14 20

Presentation skills 18 15 23 24 22 19 19 18 18 17 16 9 12 17Negotiation skills 17 16 21 17 14 13 14 12 5 12 18 16 15 21Foreign languages 12 12 12 11 7 12 10 9 9 10 14 14 11 14

Other 16 19 18 13 14 19 21 14 5 17 14 7 11 11Average no 2.49 2.43 2.80 2.67 2.40 2.46 2.20 2.10 2.09 2.44 2.57 2.36 2.20 2.44

Training areas received in the past 3 years

• Approximately 4 in 10 respondents (38%) had a technical/ job related skills training in the last 3 years, while only 12% had a training for foreign languages.

• Those working in GCC and especially UAE residents seem to have had somewhat more trainings in the past 3 years.


Q. And which of the following training areas have you received in your current company in the past three years or less?


(*)Small base

Training areas received in the last 3 years vs. importance

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Training areas received in the last 3 years

Q. And which of the following training areas have you received in your current company in the past three years or less?/ From the following list of training areas, please rank them in terms of their importance to your career development. Please start with the most important area.

Base: Current employees (3,359)

Technical/ job-related skills

• While considered relatively more important, a smaller proportion of MENA employees received a training in management development, leadership, time management and foreign languages.

Management development

Leadership/ coaching skillsTime management skills

Foreign languagesTeam management skills

Computer softwareSales/ marketing skills

Presentation skills

Negotiation skills


Training by external professional trainers 47 47 52 46 49 51 53 53 59 48 41 38 41 43

Seminar at professional training institutes 43 45 40 33 46 43 44 50 68 47 43 33 47 34

Certified study programs 40 43 40 32 49 40 45 44 27 35 42 29 34 19

Company training by internal teams 40 39 46 38 48 41 38 32 41 36 41 31 33 26

Industry conferences 30 33 29 11 26 27 36 24 41 33 33 25 35 33

One-on-one mentoring by a peer/manager 30 30 30 26 22 25 32 27 41 31 34 23 31 20

One-on-one coaching by a professional coach 30 26 29 33 28 28 31 32 32 39 32 29 29 33

Seminars at leading universities 30 31 27 27 28 30 34 35 23 34 29 24 32 23

Company rotations across departments 29 31 31 21 27 30 35 24 32 35 29 24 28 27

Online courses 29 30 31 31 33 29 27 20 23 28 31 28 24 16Company rotations within departments 29 30 29 26 28 32 37 24 41 30 28 30 20 26

Independent reading 25 27 25 21 23 22 28 27 36 23 26 26 24 20

Preferred training methods

• Almost 1 in 2 current employees state that a training by external professional trainers (47%), followed by seminars at professional institutes (43%), certified study programs (40%) and company trainings by internal teams (40%) are the most preferred training methods.


Q. What are your preferred methods of training?


(*)Small base

SATISFACTION WITH CAREER DEVELOPMENT IN PRESENT COMPANY

Section 3

Summary (1/3)

• Overall almost 1 in 2 respondents (47%) have not formally set any development plans with their manager. A higher proportion of respondents living in Egypt (65%) have set goals as compared to other countries.

• The great majority (95%) of those not having set any development plan would like to have a one.

• 43% of current employees claim that they are overqualified for their role, while another 55% state that their role is a good match to their abilities. Only 3% believe that they are underqualified for their role. More people in Levant (49%) and in North Africa (48%) believe that they are overqualified for their role as compared to GCC residents (39%).

• Approximately 4 in 10 current employees have not had a promotion, while 3 in 10 had one in the last 1 year. A somewhat higher proportion of Morocco and Algeria residents (52% and 50% respectively) never have had a promotion.

• 54% of respondents are prepared to move to another country, while 53% are prepared to move into another sector to develop their career. 52% want to work in a higher-level position.

• Only 1 in 5 current employees are very satisfied with their career development in their present company, with those living in Kuwait being somewhat more satisfied (31%).

Summary (2/3)

• 31% of respondents are very satisfied with their supervisor’s efforts to identify their strengths and weaknesses, while another 31% are very dissatisfied. Oman residents are the least satisfied respondents in this regard.

• One third of respondents state that they are very satisfied with the quality of orientation and training received, while about the same proportion claim the opposite. Oman, Bahrain and Saudi residents seem somewhat less satisfied as compared to other MENA residents.

• One third of current employees in the MENA are very satisfied with the mentoring received from senior peers. GCC residents and especially those living in Bahrain (22%) and in Oman (26%) seem less satisfied.

• 30% are very satisfied with the management’s support for one’s efforts to improve his weaknesses, with UAE (34%) and Lebanon (35%) employees being somewhat more satisfied in this regard.

• Just a little over 1 in 3 respondents state that they are very satisfied with the current performance appraisal process. Those living in North Africa and especially Morocco residents (46%) seem more satisfied.

• 1 in 4 current employees are very satisfied with the process for identifying candidates to fill open positions. A somewhat higher proportion of GCC residents and especially UAE (32%) and Kuwait (29%) residents seem more satisfied.

Summary (3/3)

• 32% of respondents are very satisfied with the learning and growth opportunities, while about the same proportion (28%) claim the opposite. Oman residents (22%) are the least satisfied.

• Almost 4 in 10 respondents are very dissatisfied with the promotions based on merit. Bahrain (47%) and Oman (51%) employees seem the least satisfied.

• Overall, 43% of respondents state that their current company is less attractive than other companies in terms of career development. This belief is higher for Oman residents, with 55% of the claim their company is less attractive.

• The great majority (82%) would leave their current company for better training opportunities; the proportion who shared this sentiment is high across all countries.

Career development plans/ goals set with manager


Q. Have you formally set any career development plans/ goals with your manager?

• Overall, almost 1 in 2 respondents (47%) have not formally set any development plans with their manager.• A higher proportion of respondents living in Egypt (65%) have set goals as compared to other countries.


(*)Small base

Preference for formal career development plan


Q. Would you like to have a formal career development plan?

Base: Those not currently having a formal career development plan (1,570), KSA (330), UAE (367), Kuwait (50*), Qatar (70*), Bahrain (54*), Oman (88*), Lebanon (75*), Syria (6*), Jordan (74*), Egypt (205), Morocco (68*), Algeria (153), Tunisia (30*)

• The great majority (95%) would like to have a formal career development plan.

Responsibilities in proportion to abilities


Q. Do you believe your responsibilities are in proportion to your abilities?

• 43% of current employees claim that they are overqualified for their role, while another 55% state that their role is a good match to their abilities. Only 3% believe that they are underqualified for their role.

• More people in Levant (49%) and in North Africa (48%) believe that they are overqualified for their role as compared to GCC residents (39%).


(*)Small base


Less than 1 year ago 27 26 26 28 26 23 24 29 36 32 29 25 27 23

More than 1 year but less than 2 years ago 16 17 17 18 18 21 14 12 23 16 19 7 10 19

More than 2 but less than 3 years ago 10 10 11 11 13 10 16 9 9 5 10 8 5 7

More than 3 ago 11 11 11 9 15 13 12 14 18 10 12 8 9 13

I have not had a promotion 36 36 35 35 28 34 34 36 14 37 30 52 50 39

Last promotion received

• Approximately 4 in 10 current employees have not had a promotion while 3 in 10 had one in the last 1 year.

• A somewhat higher proportion of Morocco and Algeria residents (52% and 50% respectively) never have had a promotion.


Q. When did you last have a promotion?


(*)Small base


I am prepared to move to another country to develop my career

54 48 40 48 62 53 58 63 77 56 64 66 66 77

I am prepared to move into another sector to develop my career

53 58 57 58 59 55 52 52 45 50 45 56 47 53

I want to work in a higher-level position 52 54 57 54 59 58 57 53 41 51 45 41 46 40

I want to become an expert in my field 48 49 49 46 61 42 45 44 73 56 46 33 46 39

I see my current organization as a training ground for a career move to another organization

39 39 39 28 38 41 30 35 27 41 42 46 39 29

I see my current position as a training ground for my next career move within my current organization

25 28 27 21 35 18 25 17 27 27 24 17 22 17

I feel I have already achieved all I want to achieve in my career

9 12 9 4 14 11 10 8 14 11 7 4 8 6

I have other plans for my career 6 8 7 6 7 6 5 8 5 3 7 2 3 1

Current job and career status

• 54% of respondents are prepared to move to another country, while 53% are prepared to move into another sector to develop their career. 52% want to work in a higher-level position.


Q. Thinking about your current job and career, which of these, if any, apply to you?


(*)Small base

Overall satisfaction with career development in present company


Q. At an overall level, how satisfied are you with your career development in your present company? Please use a scale of 0 to 10 where 0 means “Very dissatisfied” and 10 means “Very satisfied”.

• Only 1 in 5 current employees are very satisfied with their career development in their present company, with those living in Kuwait being somewhat more satisfied (31%).


(*)Small base

Satisfaction with supervisor efforts to identify strengths/weaknesses


Q. For each of the following attributes, please rate your level of satisfaction using a scale of 0 to 10 where 0 means “Very dissatisfied” and 10 means “Very satisfied”.

• 31% of respondents are very satisfied with their supervisor’s efforts to identify their strengths and weaknesses, while another 31% are very dissatisfied.

• Oman residents are the least satisfied respondents in this regard.


(*)Small base

Satisfaction with quality of orientation and training received



• One third of respondents state that they are very satisfied with the quality of orientation and training received, while about the same proportion claim the opposite.

• Oman, Bahrain and Saudi residents seem somewhat less satisfied as compared to other MENA residents.


(*)Small base

Satisfaction with mentoring currently received from senior peers



• One third of current employees in the MENA are very satisfied with the mentoring received from senior peers.

• GCC residents and especially those living in Bahrain (22%) and in Oman (26%) seem less satisfied.


(*)Small base

Satisfaction with management support to improve weaknesses



• 30% are very satisfied with the management’s support for one’s efforts to improve his weaknesses, with UAE (34%) and Lebanon (35%) employees being somewhat more satisfied in this regard.


(*)Small base

Satisfaction with current performance appraisal process



• Just a little over 1 in 3 respondents state that they are very satisfied with the current performance appraisal process.

• Those living in North Africa and especially Morocco residents (46%) seem more satisfied.


(*)Small base

Satisfaction with process for identifying new candidates



• 1 in 4 current employees are very satisfied with the process for identifying candidates to fill open positions.• A somewhat higher proportion of GCC residents and especially UAE (32%) and Kuwait (29%) residents seem

more satisfied.


(*)Small base

Satisfaction with professional learning and growth opportunities



• 32% of respondents are very satisfied with the learning and growth opportunities, while about the same proportion (28%) claim the opposite.

• Oman residents (22%) are the least satisfied.


(*)Small base

Satisfaction with promotions based on merit



• Almost 4 in 10 respondents are very dissatisfied with the promotions based on merit.• Bahrain (47%) and Oman (51%) employees seem the least satisfied.


(*)Small base


Much more attractive than other companies 13 13 21 16 18 11 5 13 9 12 10 10 10 7

Slightly more attractive than other companies 16 21 14 22 14 12 10 19 18 18 13 16 16 19

Equally as attractive as other companies 18 17 19 18 22 18 20 13 18 16 20 22 16 19

Slightly less attractive than other companies 21 18 17 14 20 28 21 22 27 24 26 21 22 26

Much less attractive than other companies 22 24 19 20 18 19 34 22 14 18 23 16 23 19

Don’t know/can’t say 10 8 10 10 8 13 11 12 14 12 8 14 14 11

Attractiveness of current company in terms of career development

• Overall, 43% of respondents state that their current company is less attractive than other companies in terms of career development.

• This belief is higher for Oman residents, with 55% of the claim their company is less attractive.


Q. How attractive is your company in terms of career development in comparison to other companies in your country of residence


(*)Small base

Leaving current company for better training opportunities


Q. Would you consider leaving your current company for better training opportunities?

• The great majority (82%) would leave their current company for better training opportunities; the proportion who shared this sentiment is high across all countries.


(*)Small base

PERCEPTIONS ON CAREER DEVELOPMENT IN PRESENT COMPANY

Section 4

Summary (1/3)

• One third of current employees strongly believe that their organization is dedicated to their professional development, while 35% of them claim the opposite. Oman residents seem to agree with that to a lesser extent as compared to other MENA residents.

• Almost 1 in 2 respondents strongly believe that there are opportunities to cross train and learn new skills. Those living in Oman (36%) do not believe this as much as other MENA residents.

• 47% feel encouraged to take initiative in determining their own career development, with GCC residents and especially UAE residents (58%) feeing more encouraged.

• 4 in 10 respondents agree to a high extent that employees have resources other than their managers for career advice and it is somewhat higher for Jordan residents (45%).

• 44% strongly believe that the training and development opportunities are explicitly linked to the strategic direction of the company, while only 1 in 4 claim the opposite. Only 35% of Oman residents strongly believe that.

• 1 in 3 employees know what the career development philosophy of their company is and what their role is in the development process; this proportion is higher for UAE residents (41%).

Summary (2/3)

• 35% state that they know what key skills their company needs in the next 5 years. Employees in Oman (28%) and in Lebanon (26%) believe that to a lesser extent.

• 37% claim that their supervisor has taken an interest in their career development, while 1 in 3 respondents claim the opposite. This proportion is somewhat lower for Oman residents (24%).

• Only about 3 in 10 current employees strongly believe that there is equal opportunity for advancement at the company. Oman residents believe this to a lesser extent (19%).

• 4 in 10 employees do not believe that the job promotions are awarded fairly and without bias. This belief is higher for Oman residents (52%) as compared to other MENA residents.

• 1 in 2 respondents have a good idea about the career opportunities open to them at the company, while only 18% claim the opposite. Only 39% of Oman residents and 42% of Morocco residents claim the same.

• A good majority (65%) believe that their skillset is competitive and up-to-date, while only 5% believe the opposite.

• Almost 8 in 10 respondents are trying to identify learning opportunities inside and outside of their company; the proportion of those who do is high across all countries.

Summary (3/3)

• Lack of motivation (38%), followed by no clear objectives (31%) are the most mentioned internal barriers for career development. Lack of motivation is somewhat higher for Jordan (48%).

• When it comes to external barriers, poor management (46%), followed by unclear definition of career advancement criteria (40%) and lack of training provided (40%) emerge as the top barriers to career development. Poor management is particularly high in Oman (59%).

• 36% find their country of residence more attractive than other countries in terms of career development, while another 36% state the opposite. GCC residents and especially those living in UAE (63%) generally find their country of residence more attractive in this regard.

Organization is dedicated to employee professional development


Q. To what extent do you agree or disagree with each of the following statements related to your career development? Please use a scale of 0 to 10 where 0 means “I do not agree at all” and 10 means “I completely agree”.

• One third of current employees strongly believe that their organization is dedicated to their professional development, while 35% of them claim the opposite.

• Oman residents seem to agree with that to a lesser extent as compared to other MENA residents.


(*)Small base

Organization has opportunities to cross-train and learn new skills



• Almost 1 in 2 respondents strongly believe that there are opportunities to cross train and learn new skills.• Those living in Oman (36%) do not believe this as much as other MENA residents.


(*)Small base

Encouragement to determine own career development



• 47% feel encouraged to take initiative in determining their own career development, with GCC residents and especially UAE residents (58%) feeing more encouraged.


(*)Small base

Employees have resources other than managers for career advice



• 4 in 10 respondents agree to a high extent that employees have resources other than their managers for career advice and it is somewhat higher for Jordan residents (45%).


(*)Small base

Training and development opportunities explicitly linked to the strategic direction of the company



• 44% strongly believe that the training and development opportunities are explicitly linked to the strategic direction of the company, while only 1 in 4 claim the opposite.

• Only 35% of Oman residents strongly believe that.


(*)Small base

Employees know what the career development philosophy of their company is and what their role is in the development process



• 1 in 3 employees know what the career development philosophy of their company is and what their role is in the development process; this proportion is higher for UAE residents (41%).


(*)Small base

Employees know what the key skills are that their company needs in the next five years



• 35% state that they know what key skills their company needs in the next 5 years.• Employees in Oman (28%) and in Lebanon (26%) believe that to a lesser extent.


(*)Small base

Supervisor takes interest in employee career development



• 37% claim that their supervisor has taken an interest in their career development, while 1 in 3 respondents claim the opposite.

• This proportion is somewhat lower for Oman residents (24%).


(*)Small base

There is equal opportunity for advancement at the company



• Only about 3 in 10 current employees strongly believe that there is equal opportunity for advancement at the company.

• Oman residents believe this to a lesser extent (19%).


(*)Small base

Job promotions are awarded fairly and without bias



• 4 in 10 employees do not believe that the job promotions are awarded fairly and without bias. • This belief is higher for Oman residents (52%) as compared to other MENA residents.


(*)Small base

Employees have a good idea about the career opportunities open to them at the company



• 1 in 2 respondents have a good idea about the career opportunities open to them at the company, while only 18% claim the opposite.

• Only 39% of Oman residents and 42% of Morocco residents claim the same.


(*)Small base

Employee general skillset is competitive and up-to-date



• A good majority (65%) believe that their skillset is competitive and up-to-date, while only 5% believe the opposite.


(*)Small base

Employees are always trying to identify learning opportunities inside and outside of the company



• Almost 8 in 10 respondents are trying to identify learning opportunities inside and outside of their company; the proportion of those who do is high across all countries.


(*)Small base


Procrastination/ Lack of motivation 38 40 34 32 27 34 42 32 55 48 44 35 41 46

No clear objectives 31 33 25 29 28 37 35 30 45 33 32 30 33 49Stress/ burnout/ Inability to focus 25 26 26 30 22 25 20 27 23 31 23 26 26 33

Personal/ social obligations 25 27 24 21 28 21 23 16 23 26 30 17 20 20

Comfort zone 20 23 25 28 23 21 23 23 27 17 18 6 13 9Lack of confidence/ underestimation of own potential

18 19 19 19 23 19 19 15 18 13 18 19 15 17

Inability to communicate/ Lack of social skills

13 14 16 21 12 9 13 8 14 9 11 10 11 3

No desire to work additional hours 10 12 13 13 8 12 7 8 9 10 6 8 7 3

Internal barriers to career development

• Lack of motivation (38%), followed by no clear objectives (31%) are the most mentioned internal barriers for career development. Lack of motivation is somewhat higher for Jordan (48%).


Q. What, if any, do you consider to be the barriers to your career development


(*)Small base


Poor management within my current company 46 51 43 47 43 50 59 44 41 38 49 34 41 41

Unclear definition of career advancement criteria in my company

40 44 38 34 36 41 46 42 41 45 41 26 38 40

Lack of training provided by my company 40 45 36 38 35 42 44 34 50 39 42 32 40 41

Lack of funding/ financial support 36 33 29 36 27 31 37 42 36 43 42 38 44 44

Lack of support from manager 35 38 38 42 30 32 42 29 36 34 35 27 26 17

Workplace politics 33 34 37 39 43 28 44 27 36 26 30 15 26 20Favouritism in the workplace 31 31 35 32 30 30 35 19 23 31 30 25 33 17

Poor labour laws 30 31 23 37 30 21 39 25 32 26 36 27 28 34

Too much competition 8 9 12 11 10 10 8 7 9 6 6 7 4 7

Gender stereotypes in the workplace 8 8 10 10 6 9 8 4 5 6 7 7 8 6

Career setbacks 7 7 9 9 9 7 6 5 5 8 6 4 8 3

External barriers to career development

• When it comes to external barriers, poor management (46%), followed by unclear definition of career advancement criteria (40%) and lack of training provided (40%) emerge as the top barriers to career development.

• Poor management is particularly high in Oman (59%).


Q. What, if any, do you consider to be the barriers to your career development


(*)Small base


Much more attractive than other countries 21 19 47 22 28 21 12 9 - 15 8 14 6 7

Slightly more attractive than other countries 15 22 16 18 17 18 14 12 5 13 8 18 9 9

Equally as attractive as other countries 14 16 15 27 17 13 18 11 - 14 10 18 14 11

Slightly less attractive than other countries 20 18 8 13 14 21 20 24 23 28 30 25 31 27

Much less attractive than other countries 16 11 4 14 12 9 22 31 55 15 32 10 24 29

Don’t know/can’t say 13 14 11 6 12 19 15 13 18 14 12 15 16 17

Attractiveness of country of residence in terms of career development

• 36% find their country of residence more attractive than other countries in terms of career development, while another 36% state the opposite.

• GCC residents and especially those living in UAE (63%) generally find their country of residence more attractive in this regard.


Q. How attractive is your country of residence in terms of career development in comparison to other MENA countries?


(*)Small base

DEMOGRAPHICSSection 5

Respondent Profile 1/3 – Personal

Base: Current employees (3,359)All figures are %’s

Age•Below 30 – 41•30-39 – 39•40+ – 20

Marital Status•Single – 40•Married – 58•Separated/ divorced –2

Number of kids (Married)•None – 18•One – 26•Two – 32•More than 2 – 24

Gender•Male – 84•Female – 16

Respondent Profile 2/3 – Professional

Less than a year 81 to 4 years 275 to 8 years 25

9 to 14 years 2115+ years 20

Length of employment

Less than a year 181 to 4 years 485 to 8 years 19

9 to 14 years 1015+ years 6

Length of employment within current company

Elementary school 1

Secondary school 13Vocational college education (e.g. to qualify as an electrician, nurse, etc.) 12

University first degree (e.g. BA, BSc) 45

University higher degree (Master’s, MBA, PhD) 14

Professional higher education) 16

Education

Working full time (30 or more hours per week) 95Working part time (Less than 30 hours per week) 5

Employment


Respondent Profile 3/3 – Professional

Current designation


Industry

Thank You

Documents

Bayt.com Career Development · November 2015. RESEARCH METHODOLOGY Section 1. Sample Definition Age and Gender: Adult males and females ... 10 9 9 13 9 16 10 14 9 10 11 13 11 11