Engagement vs. HR Execution: A Strategic Risk for Business Leaders

During my research on the GCC labour market, I encountered an experience that underscored a critical gap many organizations face — the difference between HR administration and true employee engagement.

I was referred to an “HR expert” who claimed to support candidates in securing roles. Initially, the process appeared professional: I was asked to submit my CV and await feedback. However, what unfolded next highlighted a systemic issue that should concern every business leader.

Three weeks later, I received a vague interview invitation with no clarity on the role title, company name, or job description. Upon arrival at the organization’s headquarters, the HR representative had misplaced my CV, had no knowledge of my professional background, and lacked a basic understanding of industry-specific concepts such as engagement surveys, retention analytics, and workforce development frameworks.

When the discussion shifted to “engagement,” her definition was limited to wellness and medical care — overlooking the broader scope of engagement as a strategic driver of retention, productivity, and organizational growth. She then admitted she could not proceed with hiring me due to my level of expertise, framing it as a potential misfit rather than recognizing the opportunity for knowledge transfer or organizational capability building.

What became evident was not just a failed interview — it was a missed engagement moment. Engagement begins the moment a candidate interacts with your organization. Every touchpoint — from the first phone call to the final onboarding step — communicates your company’s culture, professionalism, and values. In this case, disengagement occurred long before compensation or career prospects were even discussed.

For a large enterprise with extensive sales operations, such gaps in HR professionalism directly impact:

  • Employer Brand: Candidates leave with a negative perception, reducing your ability to attract high-caliber talent.
  • Employee Morale: If engagement is mishandled at the recruitment stage, it is almost certain to persist post-hire, leading to higher turnover.
  • Business Performance: Disengaged employees drive down productivity, customer experience, and ultimately revenue.

Without analyzing any data, one can reasonably infer that organizations operating with such HR inefficiencies face elevated attrition, higher recruitment costs, and hindered growth trajectories.

This is why senior leaders must reframe HR from a purely administrative function to a strategic engagement enabler. Engagement is not a buzzword — it is a measurable business asset that influences performance, profitability, and long-term sustainability.

👉 If you are questioning why turnover rates remain high or why growth appears stalled despite investment, the root cause may not be sales, strategy, or even market conditions — it could be an engagement issue within your HR function. Addressing this gap is not optional; it is a business imperative. Let’s talk. I can help you treat the root cause.