• 1000

Talent a top operational priority

How CEOs support and attract talent is changing because of the challenging economy and CEOs’ growth goals. The employee value proposition to attract and retain the necessary talent is (96 percent) agree that the ability to tied as the top operational priority to achieving 3-year growth objectives (20 percent, up from 8 percent in 2021). In addition, almost all CEOs (96 percent) agree that the ability to  retain talent with the pressures of inflation/rising cost of living are top of mind, as are the long-term impacts to organizations from the pandemic and geopolitical tensions.

A business’s ESG approach is increasingly seen as a differentiator when it comes to attracting and retaining talent. Of the CEOs that mentioned they were seeing significant demand for greater ESG transparency and reporting, 35 percent noted the highest demand was coming from Regulators, followed by 29 percent coming from employees and new hires. A few CEOs also note that one of the primary downsides to not meeting ESG expectations is recruitment challenges (4 percent), right behind the ability to raise financing.

Barbara Henzen, Partner and head of Tax, at KPMG in Qatar, says a hybrid working model is needed for flexibility and creating a team comprising of the right people with the best skills for a better future at KPMG in Qatar. “With all its challenges, the disruption of the last two years helped us stay connected to our people and created a deeper sense of trust and openness to explore different working models.

In the future, a hybrid work-from-home and go- to office model will keep evolving. This model combines the desire of the employees for more flexibility and a better work-life balance with the need of the companies to attract the right talent and build strong teams with the right culture.”

Top operational priorities to achieve growth objectives over the next 3 years

Source: KPMG 2022 CEO Outlook

Recession driving talent freezes

With a recession looming, there’s a significant short-term emphasis on hiring freezes and headcount reductions. 32 percent of CEOs have already implemented a hiring freeze, and 36 percent are considering downsizing their workforce over the next 6 months. But when

CEOs take a longer-term view, 64 percent expect their organization’s headcount to increase over the next 3 years, and CEOs are still investing

in their existing workforce, with half currently focused on boosting productivity.

Preparing for an anticipated recession

have implemented or plan to implement a hiring freeze in the next 6 months

have considered or will consider downsizing their employee base in the next 6 months

Source: KPMG 2022 CEO Outlook


With all its challenges, the disruption of the last two years helped us to stay connected to our people and created a deeper sense of trust and openness to explore different working models. In the future, a hybrid work-from-home and go-to office model will keep evolving. This model combines the desire of the employees for more flexibility and a better work-life balance with the need of the companies to attract the right talent and build strong teams with the right culture.


Barbara Henzen
Partner, Head of Tax
KPMG in Qatar


Fostering a spirit of experimentation

Hybrid/remote working has had a positive impact on hiring, collaboration and productivity over the past 2 years. However, many multinational organizations are launching return-to-office plans to usher in a “return to normal”, and 80 percent of CEOs envision in-office as the go-to office environment in 3 years’ time (with 20 percent saying hybrid). 

Employee expectations when it comes to remote work are evolving, so it’s important for CEOs to develop a better working structure that suits their people in what is still an emerging area.

Even if the supply-demand side of labor shifts in favor of businesses (giving managers more scope to insist on being in-office), CEOs need to make sure their people have purposeful interactions.

How do CEOs define what an optimal structure looks like? Now is the time to experiment and see what works best. Active listening, empathetic communications and a commitment to finding the right balance over the long term will be key.

Ideal working environment over the next 3 years

20% Hybrid

80% In-office

Source: KPMG 2022 CEO Outlook

Exploring opportunities for growth

  • Experiment with ways of working: As organizations launch return-to-office plans, it’s important for CEOs to develop working structures that suit their people. It’s time to experiment and see what works best. Active listening, empathetic communications and a commitment to finding the right balance over the long term will be key.
  • Tell your ESG story: A business’s ESG approach is increasingly seen as a differentiator when it comes to attracting and retaining talent. And with many CEOs saying they’re struggling to tell a compelling ESG story, it’s important for CEOs to articulate for stakeholders the steps they’re taking to address ESG in their organizations.
  • Build, don't follow: Organizations and their employees are changing and leaders need to reinvent the enterprise workforce. The old talent management playbooks are out of date, and the challenge is that there aren’t new ones to replace them — yet. The way forward involves strategies that include reinventing the workforce, focusing on the social side of ESG, leveraging analytics and designing a nurturing experience.