Managing 'Localization' of human resources in the State of Qatar: Navigating through the cross roads of change and challenge

This paper provides an overview of the concept of 'localization' of human resources inQatar and the management challenges that exist. Relative to the rest of the Gulf CooperationCouncil Countries (GCCCs), economic development began late in Qatar due to political and economicfactors. Now, with one of the fastest growing economies in the world, and the highest per capitaincome, Qatar has vigorously embraced rapid economic expansion. However, in a small countryawash with natural resources, and with a population engulfed by expatriates, the issue of'localization' is an important economic and social issue. This paper reviews the national humanresource situation in this atypical context, and seeks to determine the factors that impact on'localization' in this small, yet important Gulf Nation. There are some common barriers to'localization' throughout the GCCCs. These can be summarized as: (i) an inefficient quota system, (ii)a culture that is focused more on prestige than performance, (iii) strict cultural practices concerningwomen in the workforce, (iv) education systems that are not market driven, and (v) an inequitablesocial contract and distribution of oil and natural gas wealth in the GCCCs. While much attention hasbeen directed to the concept of 'localization' in developing countries, 'Qatarization' has received noattention in the scholarly literature, despite the resounding political and economic role that Qatarhas in the GCCCs.