Watch: Christopher Grech Bonett on the future of hiring and employee retention
At the heart of today’s shifting employment landscape lies a renewed focus on human capital. In a compelling interview at AIBC Eurasia, Christopher Grech Bonett, Human Resources Consultant at R77, offered a strategic lens into how companies can better adapt to evolving workforce expectations, particularly in tech-driven and gaming industries.
From presence to performance
COVID-19 reshaped the workforce beyond recognition, forcing businesses to reevaluate legacy structures almost overnight. Bonett highlighted that many companies, significantly larger enterprises, had long held an attachment to a physical office presence. However, the pandemic validated hybrid and remote models as viable and often preferable.
He observed that while some companies are attempting to revert to traditional in-office routines, such models are no longer resonating with the modern workforce. Those efforts are frequently met with increased turnover. By contrast, firms that allow for flexible scheduling and hybrid environments are finding more success in employee retention and engagement.
Bonett noted the value of selective, purposeful in-person engagement. Senior executives may choose to coordinate visits to the office to foster collaboration, not to enforce presence. “Go for hybrid, go for flexible, and go for remote work,” he said. “Micromanagement nowadays is over.”
Networks over numbers
When asked about the most pressing challenge in recruitment, Bonett was unequivocal: finding the right talent at the right time. This is not merely a logistical concern but a strategic imperative. Timing, he said, is everything, and many internal talent acquisition teams are not equipped with the expansive networks required for timely placements.
This is where experienced headhunters become indispensable. External consultants with deep-rooted industry connections offer companies not only access to qualified talent but also the insight required to build lasting professional relationships. Bonett reinforced the need for organisations to rethink their hiring models, moving from transactional processes to strategic partnerships with trusted recruiters.
Equally vital is employer branding. He urged companies to take control of their online reputations by addressing negative feedback directly and authentically. “If there’s a bad review from an employee, tackle it right there and then,” he advised. A strong digital presence fosters organic inbound interest and reduces long-term recruitment costs.
Retention through empowerment and microlearning
Talent attraction may win the sprint, but talent retention wins the marathon. For Bonett, microlearning and employee empowerment are cornerstones of long-term workforce strategy. He championed the idea of equipping staff, across all levels, with consistent, bite-sized learning opportunities that help build skills and enhance ownership of their roles.
Such strategies are not merely theoretical. Bonett shared a personal encounter with a junior VIP officer who had remained with the same company for over three years, a rarity in the gaming sector. When asked why they stayed, the individual replied, “They’re listening to me.” That, Bonett said, is the real currency of loyalty.
Empowerment, he argued, drives engagement and discourages attrition. Organisations that embed employee voices into decision-making processes are more likely to cultivate a sense of belonging that translates into longevity.
The rise of influencer collaboration in workforce strategy
Another emerging trend Bonett identified was the integration of influencers into corporate growth strategies. Particularly prevalent in the UAE and Asian markets, companies are now engaging influencers as part of their workforce expansion and brand outreach plans. These collaborations position influencers not just as ambassadors but as entrepreneurial partners capable of driving significant value.
“They’re entrepreneurs themselves… and they’re reaching their heights multiple times,” Bonett noted. This approach reflects a broader industry movement towards fluid, decentralised talent models where value creation transcends traditional employment structures.
Key takeaways from AIBC Eurasia
Bonett’s experience at the summit confirmed a palpable shift in how forward-looking organisations are addressing workforce management. Companies are actively investing in tailored coaching frameworks, clear performance metrics, and strategic branding. Many are increasingly aware that traditional approaches are no longer sufficient in retaining high-impact professionals.
He also underscored the regional trend of leveraging influencer-led strategies, particularly in areas with strong entrepreneurial ecosystems. These models, he suggested, could offer valuable lessons for global markets seeking to refresh their human resource methodologies.
A people-first future
“Human resources are a challenge, and this is where it drives me to the talents,” Bonett concluded. His remarks serve as a timely reminder that the most valuable transformation in business today is not technological or operational; it is cultural. By placing trust, flexibility, and growth at the core of the employee experience, organisations can foster not only stronger teams but also more sustainable futures.
Don’t miss the next chapter of innovation and insight and join global leaders at AIBC Eurasia in Dubai. Register now at sigma.world/eurasia.
