Etisalat and Its Human Resource Legal Functions


Etisalat Corporation is the leading telecommunications company within the UAE and in some parts of Africa. With its nature of business based on providing mobile and television technological solutions both in the form of products and services, demands for its capacity and professionalism in its business are increasing. Given such circumstances, the Etisalat Corporation needs a highly competitive human resource department to attract new and talented workforce and manage its existing talent effectively. From the assessment of the company, its HR department dwells on a modern platform where professional development, talent management, technological prowess, career development, employee compensation, and effective HR strategizing are core values for the department. The department controls the large pool of talent within the UAE through its two institutions, but it has failed to continue offering various job opportunities and vacancies. Additionally, the HR department lacks the power to hold the top officials from different departments accountable for malpractices. This report recommends that Etisalat should empower its HR team.

History of the Company

Etisalat Corporation is the leading technology company within the CCG countries, whose development history dates back in the year 1976. The birth of the Etisalat Company started with the development of the Emirates Telecommunications Corporations, which started in the year 1976. In the year 1982, “the Emirates Telecommunications Corporations launched its first technology business and the Middle East’s mobile network” (“Etisalat” par. 2). The period between 1976 and 1982 was the time when the Middle East countries were striving to cope with the various technological changes that were emerging in the UAE market. In the year 1983, the ownership and management structure of the Etisalat Corporations changed significantly, as the United Arab Emirates acquired 60% share of the corporation and the rest 40% went to the public through public auctioning. In the year 1989, “the Etisalat Corporation founded the Etisalat University College with a purpose to create a talent center for engineers to motivate its future technology development across the UAE” (“Etisalat” par. 3).

In the year 1991, “the central government of the UAE developed and issued the first Federal Law, which automatically gave the UAE corporations the right to develop, design, and provide wireless and wired forms of telecommunication services in Dubai and other parts and countries of the UAE” (“Etisalat” par. 4). In the year 1994, the “Middle East nations launched its first GSM service in the UAE, and Etisalat launched the Emirates Data Clearing House that aimed at providing comprehensive solutions to the operating GSM operators” (“Etisalat” par. 5).

While approaching the year 2002, Etisalat mobile subscribers reached 2 million and the company began its GPRS platform for its mobile network. In the year 2003, the number of subscribers increased by one million and in the year 2004, Etisalat received a license to expand its businesses in Saudi Arabia and introduced an Etihad Etisalat. In the year 2008 and 2009, “Etisalat Corporations successfully acquired a share in Swan Telecommunications, which they later renamed as Etisalat DB” (“Etisalat” par. 4). In the same year, Etisalat Corporations completed a nationwide fiber platform to support the future of technology development. In 2010, Etisalat introduced new services across its fiber network platform.

Nature of the Business

Etisalat is a technology and telecommunication company that deals with various technological services and products within the UAE countries. Etisalat Corporation deals specifically with offering the modern technology products and services to the corporate clients and the individual users across the UAE and other Arab countries. With its headquarters based in Abu Dhabi, Etisalat “an international blue-chip organization, Etisalat provides innovative solutions and services to 169 million subscribers in 19 countries across the Middle East, Asia and Africa” (“Etisalat” par. 2). The company provides telecommunication solutions through the mobile phone platform, the television platform, and the Internet platforms, where a variety of business products and services exist. In the mobile phone technology, Etisalat deals with providing IT solutions in the form of mobile networking and technical supports.

Etisalat is a combined product and service type of business with various mobile phone technological solutions. Within the mobile technology, the company deals with mobile prepaid cell phone service, manufacturing and selling of SIM cards, Smartphone solutions, and GSM mobile networking services. Within the television systems, the Etisalat Company provides solutions for the digital television networking, and television data, and television technical services to the clients around the Middle East and parts of Africa. For mobile and fixed data solutions and services, the Etisalat Corporation deals with providing consumers with the data networking services ranging from the portable mobile broadband services, mobile television networks, mobile telephone data solutions, to the fixed Internet solutions such as the fiber optic data networks. In terms of information system management, Etisalat deals with data handling and data clearing services. Etisalat Corporation also offers technical and professional training services to the young and innovative generation to secure the future of technology growth.

List of Competitors

Etisalat is not the only telecommunications company that provides mobile networks and television solutions to the UAE population and the African consumers. Many other international and local competitors offer similar products and services. Within the Middle East telecommunications market, Etisalat faces stiff competition from companies such as the Mobile Telephone Network (MTN), which is currently the leading African company that provides mobile network solutions. The MTN Company is still the greatest competitor of Etisalat as the company has ventured in providing mobile networks and mobile telephone solutions within the African and Middle Eastern countries. Another powerful competitor of the Etisalat Telecommunications Corporation is the Vodafone Mobile Phone Company, which is an international company with its roots believed to be from the United Kingdom. The Vodafone Mobile Corporation delivers the Internet and mobile phone services such as the mobile networking services and the technical telephone services. The company has several businesses within the UAE and Africa.

Vodafone has focused significantly on the UAE markets and the giant Arab markets located in parts of Africa. Based on the Middle East and African market assessments, another significant competitor of the Etisalat Corporation is the Mobinil Corporation. Founded in 1988, the Mobinil Corporation is an Egyptian mobile phone operator, which has a considerable influence on the African and Middle East telecommunications markets. The Mobinil Corporation stands out as the first telecommunications company to receive the International Organization for Standardization (IOS) certificate within the Middle East and African markets. The last major competitor of the Etisalat Corporation in the telecommunications industry is the Du Telecommunications Company, which has established several telecommunications businesses within the UAE and in some parts of the African countries. Du Corporations has established strong bonds with the Middle East companies and consumers by ensuring that the consumers are enjoying reliable services at considerably lower prices compared to the Etisalat Corporations.

HR Department (General Overview)

Functions and Activities

The human resource management team of the Etisalat Corporation is a highly competitive team that has several functions and duties at the Etisalat Corporations. The well-established human resource team of managers at the Etisalat Corporation deals with various duties and responsibilities that range from management, administration, and human resources. In a broader perspective, the human resource department of the Etisalat Corporations deals with duties that include talent management, organization structure, employee services, career development, employee compensation, HR policies, HR strategy, and various corporate management decisions. In the Etisalat Corporations, the Human Resource management team has the management responsibilities divided into various categories such as employment responsibilities, which involve the hiring, retention, appraising, and retrenchments of the unwanted workforce. In terms of the involved employment responsibilities, the HR team of Etisalat Corporation deals with finding talented workforce, regulating the practices of the workforce, and making hiring and firing decisions.

In terms of talent management and retention, the HR team of Etisalat Corporation ensures that the management team attracts new skills and finds talented workforce in the labor market, designs retention strategies, and creates policies that stabilize the retention plans of the organization (Rathnayaka 8). In terms of managing organization structure, the HR team of the Etisalat Corporation has the responsibilities of ensuring that the HR structure is correct, is following the corporate culture, and is acting within the command chain and in accordance with the set policies and strategies. The HR team also has the responsibility of taking care of the employees’ services such as the compensation strategies set for the employees, the reward systems established for the employees and the employee relations and complaints within the company (Terimoh 20). The HR team settles the payment problems of the employees, designs payment policies, employee disputes, and creates sustainable solutions that the well-being of the employees within the company.

In terms of employee professional growth and development, the HR team of the Etisalat Corporation ensures that the employees are following certain HR policies and HR strategies set by the organization in liaison with the Department (Rathnayaka 6). The HR team of the Etisalat Corporation has always ensured that it engages in HR policies and HR strategies that stabilizes the power of the Department and strengthens the welfare of the employees through decisions that offer sustainable leadership and professional growth (Terimoh 21). In terms of engaging in other initiatives and corporate management decisions, the HR team of the Etisalat Corporations involves itself in external employee-related affairs such as in the activities and programs that promote a sustainable development of the employees. The HR team of the Etisalat Corporation engages in external employees affairs and represents the employees in the national labor organizations, which present private issues and government affairs in the labor industry.

Success and failure stories

Since the HR department began its active participation in the management of the Etisalat Corporations in the year 1982, the company has recorded several stories of success and failure associated with the HR department (“Etisalat” par. 5). In terms of departmental successes, its first achievement in the employee affairs began in the year 1989 when the company began realizing the need to develop extensive human resource management techniques that support substantial development. In the year 1989, “the company developed the Etisalat University College with an aim of creating a talent pool for the innovative engineers and skilled professionals who would later drive it prospective technological growth” (“Etisalat” par. 5). To support professional development even further, the HR team of the Etisalat Corporation helped the company to establish the Etisalat Academy that later provided professional and vocational training to the IT experts. These two intuitions created a room for the Etisalat Corporation to develop its congenital talent for the growing demand for the IT experts.

Another success for the Etisalat Corporation happened between the year 2002 and the year 2006 when its HR team inspired massive recruitment and retention strategies to support the internationalization process of the company. According to “Etisalat”, when the demand to maintain its growing strategies enhanced, the HR team of the Etisalat Corporation developed a corporate culture through an understanding that having the best talent acts as the cornerstone of the company’s recruitment philosophy (par. 3). With its platform based on the ideology that employee personal achievement and professionalism matters in business, the HR team spearheaded a corporate culture based on the values of diligence and creativity (“Etisalat” par. 5). Since the beginning of the year 2006, the company rolled out a strategic plan to design new ways of hiring employees, finding talented workforce, and retaining the available talented workforce. To date, the HR team of the Etisalat Corporation has established stable links with employment organizations and labor organizations such as the Etisalat Compensation Committee Board.

Concerning failures in its HR department, the Etisalat Corporation has had its share of troubles related to the HR department (“Etisalat” par. 2). Despite its comfortable move towards internationalization, the HR team of the Etisalat Corporation has recently faced public condemnations due to its inability to offer the new and talented workforce better professional growth and opportunities in its mainstream employment system. In a report documented by Kolachi and Akan concerning the human resource department’s role in organizational growth, Etisalat is failing to provide sustainable growth opportunities to the available and upcoming innovative workforce (160). From the year 2010, the company has failed to balance its internationalization strategies with the growing numbers of talented people in the technology industry. “Etisalat” notes that although the failure stories associated with its HR team are few, the company has also found itself answerable to certain legal scandals associated with its employment strategies, unethical compensation techniques, biased HR strategies and employee control weaknesses (par. 2).

Role of HR Department in Development and Change Management

The foremost aspect that helps the HR team of the Etisalat Corporation to manage pressure in the strategies of offering solutions to sustainable growth and development is its ability to take an active part in the development and change management strategies of the company. According to Adedeji, the HR team has the responsibilities of “planning, directing, controlling, organizing, and coordinating of the procurement, development, compensation, integration, maintenance, and separation of the human resources to the end that individual, organizational, and societal objectives are accomplished” (22). In its individual capacity, the HR team of the organization has inspired the achievement of the corporate objectives through ensuring that the team participates in the development and change management strategies (Ulrich and Smallwood 138). In the Etisalat organization, the HR team has been engaging directly in ensuring that their employees and leaders are active in all forms of corporate changes and that the members are part of the positive changes taking place.

It is important to understand the true meaning of organizational change to understand how the HR team of the Etisalat Corporation has been active in enhancing the development and change management strategies. Hashim posits that change management “is the process of changing the activities of the organization as well as the implementation of the procedures and technologies to achieve the desired objective of the organization depending on the emerging transformations” (686). The HR team has been participating in the strategies created for the organizational development and change management in several ways (Ulrich and Smallwood 137). The HR team of the Etisalat Corporation has strategies that support employee professional development, policy formulation and regulation, employee recruitment and rotation to accommodate the growing demand for the expected changes. The HR team also strategizes new ways of accommodating the changes within the employment circles, within the employment frameworks, and within the external labor markets within the organization.

From the year 2002, the HR team has been among the most relied departments of the Etisalat Corporation due to the growing number of skilled workers, the availability of competitive companies that give better remuneration packages and fairer employment conditions. The Etisalat HR team has since 2005 engaged in serious programs that ensure the direct involvement of the employees in ensuring that the company is working in accordance with the national and local policies that promote corporate social responsibility of the organization. Since the demand for ensuring that organization reasonable corporate strategies rose in the Middle East, the HR team of the organization has been motivating workers and external partners directly involvement with the HR practices of the Etisalat Corporation to ensure that they enhance CRS. The HR team has also been working closely with the government officials to ensure that the company is honoring the HR regulations established by the government.

HR Legal Orientations to Employees

Etisalat, just like other employers across the world, has means of absorbing its new workforce through the legal procedures and the legal frameworks such as the legal orientations. Without a proper legal orientation for the new recruits in the company to allow their smooth transition into the procedures and processes of the company, a workplace environment may overwhelm a new workforce. The process of offering employees with workplace orientations is imperative in the effective management of the human resources because it helps in ensuring that employees are not getting confused due to the misinterpretations that may occur on the employee handbook. From a legal perspective, all new employees ought to receive legal inductions and orientations to avoid problems associated with the income tax, the hiring and terminating processes, and the national laws that govern corporate governance (Ulrich and Smallwood 137). Comprehensive orientation plans support employees to gather legal and procedural knowledge about their companies.

Based on the national corporate reports, the HR department of the Etisalat plays a significant role in ensuring that the employees and the leaders of the department are working according to the State and Corporate regulations available within their premises. Most of the laws used for legal orientation to the workers are normally within its CSR portfolio that carries the legal framework for the employees. Some specific regulations apply to the Etisalat Corporation and its workers. Based on the CRS report of the Etisalat Corporation, the following rules apply.

  1. Employment must be free and fair.
  2. The law is final and it must be applied.
  3. Employer must respect freedom of association and right for collective bargaining.
  4. Working conditions must always be safe and healthy.
  5. Child labor is impermissible and illegal.
  6. Workers must not work on excessive hours.
  7. Living wages must be paid to all workers.
  8. The company and its employees must not practice discrimination.
  9. Regular employment must be provided.
  10. The company must not allow any inhumane or harsh treatment.

The Handbook for Legal Orientations

Corporate organizations believe that an important part in ensuring that employees are following the rules and adhering to the legal stipulations established is through providing supportive legal frameworks such as the handbooks for legal orientations. According to Kolachi and Akan, HR orientations can be successful and imperative if the companies involved consider providing orientation tools such as the “employee cards, the employee handbook, and even orienting employees with crucial tasks and important information” (161). The Etisalat Corporations has been using a legal orientation framework based on the occasional training in which the employees use legal handbooks to train themselves independently about the current corporate regulations and national policies. During the first stage of the recruitment, workers undergo various assessments before the company rolls out a plan to teach them about the specific corporate laws, the existing HR policies and the relevant State laws and regulations that govern the operations of the Etisalat Corporations.

In the Etisalat Corporation, from the beginning of the recruitment process, new employees get much information about the activities of the organization through the employee handbooks. In its learning institutions that support employee growth and development, the Etisalat Corporation has handbooks that orient the employees on legal matters, employment conditions, labor regulations, and other relevant legal information that the employees must know. From an internal perspective, the handbooks offered to the employees for orientation are endowed with information pertaining to the laws that govern responsible practices in the workplace, employee relations in the workplace, employee dedication, and devotion to the corporate culture and employee recruitment regulations. From the national and state perspective, the orientation handbooks contain information on how the employee associates with the State, with the demands from the public, and how the organization links the employee with the national laws through the independent employees unions and the national labor organizations.

Orientations through the Training Process

To make employees understand the legal stipulations and regulations that govern the operations of the firm within the UAE economies and the rest of the African nations where the Etisalat Corporation has its businesses, the HR team takes employees through a training process (“Etisalat” par. 1). The HR department of the Etisalat Corporation has a strategic training process that occurs during the induction period to offer the employees the legal orientations required for their survival in the company. Since the year 2003, the Etisalat Corporation has been actively participating in the HR affairs through providing training initiatives and programs that support the legal orientation plans of the company. “Etisalat” posits that the “training program aims to prepare the Etisalat executives to deal effectively with the adaptive challenges by providing them with space to reflect and discover; and a place of empowerment and growth” (par. 6). The HR induction and orientation programs of the Etisalat Corporation normally follow specific processes.

The legal orientation programs of the Etisalat Corporation occur in three major processes during the initial hiring of the new recruits into the company. During the first one week of the employees’ hiring, new employees undergo induction processes through which the human resource representatives give the newly hired workforce the employee legal handbooks (“Etisalat” par. 1). The legal handbooks act as a process of introducing the employees into the corporate culture, the corporate structure, and the laws and regulations that govern the operations of the company. The HR team of the Etisalat Corporation then designs workshops, vocational meetings, and specific employee meetings to explain how the company works and how the national laws link with their business regulations pertaining to the hiring and firing of the employees (“Etisalat” par. 4). The third process involves commencing the training of the employees through the action plans, through the career counseling programs, through the mentorship programs, and through the assessment programs within the firm.

Coaching on Legal Orientations

When legal knowledge comes from corporations and becomes absorbed by the people, it becomes apparent that these people retain and disseminate the ideas in the acquired knowledge to other people (“Etisalat” par. 7). Etisalat Corporation maintains an uninterrupted recruitment and retention of its HR workforce, a plan through which legal information flows from one segment of the employees to the other. The company has an established HR team of experts, which offers training and inductions about the legal procedures of the company. The Etisalat Corporation has means through which employees get orientations through specific coaching programs. Employee coaching on legal issues according to the HR department of the Etisalat Corporation provides a room for the company to let its main HR experts mingle with the newly hired employees. During the coaching process, employees go through rigorous legal education and get to know how the company rules affect their services, link with the national laws, and how they associate with other labor regulations.

Relevant Cases Happened at Company

Legal scandals in organizations are common occurrences in many modern organizations given the complex nature of the human resource paradigm and the myriad of challenges that span from payment problems to individual employee demands (“Etisalat” par. 2). Etisalat has experienced some legal challenges about the workers demands from the payment increments, workplace fairness, workplace safety issues, legal standards of corporate governance and other problems. Despite the fact that the Etisalat Corporation has not been prone to employee scandals in most of its business branches across the Middle East and Africa, some cases in Saudi Arabia have resulted to legal implications in its HR system (“Etisalat” par. 3). Etisalat as a giant Emirates Telecommunication Corporation acquired a Saudi Arabian telecommunication business branch, which they named the Etisalat Telecommunication Corporations. According to “Etisalat”, its telecommunications systems began experiencing legal scandals back in the year 2009, when severe employment scandals hit several organizations in the Saudi Arabian markets (par. 5).

During this period, the Etisalat Telecommunications Corporations received employee scandals concerning the unfair compensation and payment discriminations between the elite employees and the subordinates (“Etisalat” par. 8). The problem began with lapses in the accounting errors where the giant employees influenced the accounting practices of the firm to consolidate funds for their corrupt payments. Due to the influence of some leaders in the accounting practices of the Etisalat Corporation, the accounting standards remained breached, and the company recorded losses in the stock markets (“Etisalat” par. 3). The main problem that later appeared in the HR department of the Etisalat Corporation is the payment discrimination and unfair compensation practices that marred the Etisalat Corporation from 2014 until late in February 2015. According to Zebiner, external business analysts discovered that in the Etisalat Corporation, the Chief Executive Officers have excess payments as they earn 204 times in salaries more than what the ordinary employees earn in their basic salaries and other compensational benefits (34).

Following such employee differences in the payment systems imposed on them by the organization and the accounting malpractices influenced by some senior executives, Etisalat Corporation was liable to answer charges on professional misconducts (Zebiner 35). Due to the violations committed on the accounting practices of the Etisalat Corporation, the public has been presenting views and opinions to have the nine top officials who directed the accountants to be prosecuted for such serious violations. This case directly touches the HR department of this giant employer as the department is currently facing allegations of discriminatory compensation techniques and poor management of the top human resources. The Etisalat Corporation is currently receiving pressure from the labor organizations, the government officials, and the public members to hold the involved officials accountable for the malpractices committed. The billions of money lost were due to the unstable HR frameworks meant to control the powers of the top officials in the business.

Problems faced by the HR

Since its development back in the year 2002, the HR department of the Etisalat Corporation has had some challenges in its efforts towards globalization and extensive networking of its services (Amaeshi 89). Etisalat has been facing challenges associated with the proper attraction of the skilled human resources as the telecommunication industry expands and new companies offer better payment options and working conditions. The UAE as a nation is still young in its labor industry even as employers continue to seek for internal employees to fill different positions within the organization (Amaeshi 84). Due to the rising demands to meet the new changes in the technology industry, including changes associated with the cloud computing technologies, the Etisalat Corporation is still facing a shortage of experienced workforce in its HR department. (Zebiner 37) The lack of skilled HR experts due to the increased internal competition for a skilled workforce has put the company into a transition quandary, as the managers tend to experience challenges in retaining the talented workforce.

The problem of the lack of skilled workers in the HR department seems to affect the manner in which the company attracts and selects new talents, and the manner in which the company carries out its successions in the department (Zebiner 33). The company is currently facing the quandary of managing the old workforce that still seems competitive, and hiring new talent that is promising to offer better skills, although often under pressure and influenced by the external job opportunities from other employers. Maintaining the quality of transformative and ethical leadership in its top management is another challenge that the HR department of the Etisalat Corporation is facing. Most of the top officials are breaching the management standards of the organization and altering with the conditions placed by the HR department (Zebiner 35). The last and most prevalent problem facing the HR department of the Etisalat Corporation is gender discrimination that has pervaded the organization for several years.

HR department’s Coordination with other Departments

The HR department of the Etisalat organization has had a tendency of forming strategies that enable it to coordinate with the rest of the departments of the organization. The HR department is always on active participation on issues concerning the welfare of the employees in the areas of payments, workplace relations, the direct involvement of the employees in other departmental activities, and on the issues of the legal conditions that all employees must uphold and practice. Based on a research conducted by Kolachi and Akan, the HR department of the Etisalat Corporation has strategic means of ensuring that the rest of the departments are cooperating to ensure that the entire organization is respecting the regulations that govern the issuance of the various benefits entitled for the workforce (161). The HR department of the Etisalat Corporation ensures that the rest of the departments meet the demands of the employees ranging from professional development to fair compensation practices.

The HR department of the Etisalat Corporation has the mandate of ensuring that the company is meeting the principles set out by the International Organization for Standardization. According to Rathnayaka, “the employee policies and practices of the Etisalat Group follow the standards of the International Labor Organization, while its marketing function follows the principles laid down by the international best practice and codes of conduct from recognized bodies” (2). This aspect means that the HR department of the Etisalat Corporation has the responsibility of ensuring that the rest of the organizations are following the principles and regulations set out by the international labor organization and other labor organizations that support the welfare of the employees. Aside from ensuring that the rest of the departments of the organization are following the right protocols in managing the employees, the HR department also collaborates with other departments to ensure that employees are working in accordance with the set rules and standards.


Forming Extensive HR Management Networks

Based on the assessment of the HR department of the Etisalat Corporation, it is evident that the organization has failed to establish HR links between its various business channels. Delineations between the various HR systems from one country to another make the HR department seem defragmented and disorganized (Amaeshi 87). Forming extensive HR management networks between the various business channels will help the organization to consolidate its HR objectives and establish platforms that stabilize it HR framework.

Designing New Ways of Attracting and Retaining New Talents

The HR department of the Etisalat Corporation seems to rely mostly on the internally trained workforce through its academy and university. However, Terimoh discovered that the same workforce that the Etisalat Corporation trained and developed ends up leaving the organization for better opportunities in the UAE and Africa labor markets (15). According to Terimoh, the HR department of Etisalat must develop and implement policies for managing the recruitment and retention of the workforce within its system, as a strategic way of preserving its talent (19).

Further Professional Training for the HR Experts

As the Etisalat Corporation continually seeks to extend its businesses to reach out several untapped opportunities within Asia, Africa, and the UAE, the small HR team seems overwhelmed by the growing challenges in the global HR systems. According to Sugarman, offering the HR experts with further professional training to make them understand the need to counter the growing HR challenges and changes will significantly help in reducing the pressure for marinating international management standards in the HR team (63).

Strengthening the Legal Framework to Enhance Accountability

From the assessment carried out by the Etisalat Corporation, the company seems to lack enough laws and regulations to deal with the top executives who are either misleading the operations of the firm or manipulating the activities of the firm for personal gain. Amaeshi states that dealing with the top executives in Etisalat Company would require a comprehensive overhaul of the existing laws and the manner in which they uphold the top executives accountable for their actions (85). Where lapses exist, legal reforms may help to enhance accountability.

Empowerment of the HR and regular restructuring of the HR systems

To reduce the mishaps that are occurring in the HR management structure, the Etisalat Corporation should develop means of empowering the HR officials to deal with the giant officials accordingly. In addition to HR empowerment, the company should consider revising its rotational strategies to eliminate certain tendencies within the departments. According to Amaeshi, some negative tendencies such as corruptive practices and other misconducts may reduce through the implementation of strategic rotational leadership (88).


The practice of HR is diverse, and its involvement in the operations of the organizations acts as an important part of enhancing progress in firms. The assessment of the HR department of Etisalat Corporation shows that the HR department acts as an important arm of the organization given its diverse responsibilities in the human resources. The HR department of the Etisalat Corporation has the professional responsibility of ensuring that firms are recruiting, hiring, retaining, and managing their workforce in the most professional and ethical manner. In the Etisalat Corporation, the HR department ensures that the company practices appropriate talent management, has a proper organization structure, offer good employee services, encourages career development, has an employee compensation plan, and has HR policies and HR strategy. The HR team is also active in various corporate management decisions as it helps the company to make informative decisions that promote sustainable development. However, legal scandals are causing ripples in the HR department of the Etisalat Corporation.

The HR department of the Etisalat Corporation has a system that supports the involvement of the company in ensuring that the employment and HR leadership follows the internationally set standards. The involvement of the Etisalat Corporation in the international HR management standards makes the company exceptional in the manner in which it handles its HR department. Based on its HR profile, the employee policies and practices of the company are in tandem with the policies and standards of the international labor organization and the management always understands international best practices set out by the international HR organizations. What makes the organization exceptional in the area of HR management is the manner in which it involves its employees in professional development to secure its future IT goals. Therefore, the HR team of the Etisalat Corporation needs to carry out a comprehensive overhaul of the top company officials and design means of mitigating their direct influence on the accounting activities of the firm.

Works Cited

Adedeji, Oluwatomi. “Is There A Long Run Relationship Between Human Resources Management and Employees’ Productivity?” Journal of Humanities and Social Science 19.9 (2014): 22-30. Print.

Amaeshi, Francis. “Human Resource Management and Technology Transition for Firm Competitiveness in Nigeria’s telecommunication industry.” International Journal of Advancements in Research & Technology 2.12 (2013): 83-111. Print.

Etisalat: Company Profile: Management and History. 2015. Web.

Hashim, Muhammad. “Change Management.” International Journal of Academic Research in Business and Social Sciences 3.7 (2013): 685-694. Print.

Kolachi, Nadir, and Obasi Akan. “HRD Role in Organizational Development: A Case of Corporate Thinking at Etisalat, UAE.” International Business Research 7.8 (2014): 160-167. Print.

Rathnayaka, Dumindra 2013, Inspired to be sustained: Etisalat Lanka, Living Sustainability. Web.

Sugarman, Brian. “A learning-based approach to organizational change: Some results and guidelines.” Organizational Dynamics 30.2 (2001): 62-77. Print.

Terimoh, Emir. “Relationship between Human resources Management and Firm Performance.” Management Journal 5.3 (2013): 12-24. Print.

Ulrich, Dave, and Norm Smallwood. “HR’s new ROI: Return on intangibles.” Human Resource Management 44.2 (2005): 137–142. Print.

Zebiner, Telis. “Human Resources Management, an engine for Organizational Productivity.” Journal of Management 8.1 (2014): 33-45. Print.

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