For more than ten years, Saudi Arabia continuously struggled in the reduction of her independence on foreign labor. This reduction was hoping to increase the number of Saudi citizens that worked in the private sector since ninety percent of the jobs here were filled by foreigners. King Abdullah, therefore, launched a database program that helped reduce unemployment and poverty. Unemployed citizens in Saudi Arabia, were each month given a total of SR2, 000 for up to a year while they searched for jobs (Ramady 478). However, the rate of unemployment became higher, and another program that enabled job seekers and employers to meet was launched. In the program, the unemployed sent their applications which had their academic experiences that allowed the organizations to select easily those that were most suitable for the available jobs.
The Hafiz program, thereby, played a significant role in supporting its youth as well as pushing them into the labor market. Besides helping job seekers, the monthly financial aid provided was given as a motivation for them. It made them more enthusiastic to look for jobs. Although it would help sustain their lives, it enabled them to realize the need to secure a job that would be well paying and that made them independent rather than rely on the government handouts. The program instilled individuals with a professional outlook that empowered the youths towards their integration into the workforce. Also, it ensured that the job seekers were steered towards careers that were appropriate for them since employment was based on the applications that they made. Hence, the Ministry of Labor pushed the government and private companies to provide vacancies to hire Saudis. As a result, more than five thousand citizens have gained employment with salaries that are not less than SR 3 000 a month. Most of the Hafiz beneficiaries have claimed that the initiative brought positive changes in their lives.
During their periods of entitlement, the youths joined the training and rehabilitation programs launched by the Jeddah Chambers of Commerce and Industry (JCCI). It was in those programs that they improved their skills and enhanced their competencies to increase their chances of getting the right jobs. They were also prepared to work in the job market. The JCCI has a role in organizing the activities of the private sector (Employment, 2016) and has achieved in leading its corporate work that contributes to the implementation of development programs. It has also built and equipped training centers for the private sectors to prepare the Saudi youths. Thus, the chambers played a complementary role to that of the government that has led to the expansion of education in preparation for a qualified workforce armed with science to participate in the economic development of the country. Thus, the chambers contribute to the creation of an investment program necessary for the advancement of the social and economic development.
Qantara, a new national preparation, and employment program was launched at a workshop held by the JCCI. In training the youth, the program uses modern scientific methods by sending them abroad after they have been prepared (Hafiz, 2012). It takes 14 months and offers a guarantee of employment for its trainers. It is divided into five phases with the first phase extending preparation skills by sending the trainers abroad for two months. The second phase that builds on the basic skills that are necessary for individual growth lasts for eight months in Malaysia under the INTI University. English is taught as an enhancement in their communication skills while computer skills enable them to be computer literate, for example, preparation for office jobs. Also, they are taught mathematics to allow them to carry out transactions as well as challenge their intellectual thinking. Others are the personality, skills, problem-solving skills, creative thinking as well as work ethics.
These additional skills build on their social skills. Creative thinking ensures that they can handle all the situations that are presented to them. Consequently, problem-solving skills help them get out of risky situations that would cause the loss of a job or losses in the company. Work ethics lay down the rules and regulations that are followed by employees such as what time one should arrive at work or when and how to relate to the employees. Personality skills build on one’s personal traits like how well they can work under pressure, their level of self-motivation, and how confident they are. The third phase is composed of voluntary work at some civil and charity organizations in Malaysia for a month. Through voluntary work, they develop qualities of patience, humility, and mercy that is vital in surviving a competitive job market as well as retaining employment for a long time.
The next phase enables the trainees to test their skills in the university at a secluded student camp. It lasts for a month though which they display what they have been taught from the first phase. In the final stage that is the specialization, learners are posted to a job in Malaysia for two months. Afterward, they travel back to Saudi Arabia, where they are posted to jobs that match the skills learned during the training. Thereby, while the training is ongoing, the chamber’s survey of available jobs while they take in applications for the program. The program, therefore, provides high-quality training that guarantees one a job. It is a low-cost program that enables the eager private sector to achieve Saudization. Down payment is guaranteed for the students that cannot afford the program through the National Charity Fund.
Besides training for the job market and financial aid, the Hafiz unemployment assistance program also provides counseling services. Based on their age and having passed their eligibility period in proving their seriousness as job seekers, most of the Saudis are eligible for the different Hafiz programs. The number of registered job seekers increased after the introduction of the Hafiz program with over 80% of them being women. Interviews with employment agencies have, however, suggested that these numbers are misleading. According to these agencies, it has been discovered that most of the Hafiz program beneficiaries have no intention of working despite having passed their seriousness eligibility checks. Their primary reason for joining the program is preliminary for the monthly allowance. Such foul play and the government’s inadequacies are the main reasons why nationalization has failed in Saudi Arabia. Despite its long-term commitment towards Saudization, the government has failed in tackling the issue entirely. The adopted schemes did not align all the government policies towards a common goal. Thus, nationalization is still faced with the obstacle of compelling the employment of Saudi nationals in the private company, and yet no motivation is provided for them to participate actively. Also, the differences in wages between the government sector jobs and those in the private sector increase the favoring of government jobs. The decisions made on government investment impact largely on the country’s employability. Recently, the Saudi Arabia government has ignited growth in spending on infrastructure projects that are facilitated by easy access to cheap wage labor that is foreign. Thus, due to the low skill requirement and low wage levels, these facilitated sectors have not contributed to the decrease in Saudi unemployment. The Hafiz program cannot have much impact without changes in the labor market eco-systems.
Work cited
Ramady, Mohamed. "Gulf unemployment and government policies: Prospects for the Saudi labour quota or Nitaqat system." International Journal of Economics and Business Research 5.4 (2013): 476-498.
Hafiz: Inspiration for job seekers [Arab News]. (2012, May 16). Retrieved from
http://www.arabnews.com/saudi-arabia/hafiz-inspiration-job-seekers
New National Employment Planned [ARAB NEWS]. (2016, February 17). Retrieved from
http://www.arabnews.com/node/280545
