the braince would replace an expatriatc cmployee. To facilitato cooperation with expatra, replaced staff could choose redeployment within the group or an attractive redundancy package. Emiratization became a key indicator in the company's performance management cycle. The numbers of newly employed and promoted Emirati employees, per year, were used to evaluate the progress In 2003, after the first Emiratization process review, EMVPETROL discovered it was vulnerable to the poaching" of high-caliber nationals. It responded with a strong retention strategy (providing preferential terms and conditions for nationals, including competitive salaries as determined by benchmarking with other organizations) and implemented specific succession planning. The human resources policy manual states that recruitment preference is given to citizens of the UAE, and where a vacancy provides a promotion opportunity and/or development opportunity, national candidates are reviewed and receive priority. Today, EMI/PETROL is known as one of the Emiratization leaders in the UAE. Even if it did not succeed in its initial objective, it did manage to achieve 50% Emiratization of jobs at the professional and management levels Questions 1. What characteristics of diversity and affirmative action programs do you recognize in this case? Spts 2. What is the difference between affirmative action and cqual employment opportunity? Spts 3. How is the Emiratization program different from other HRM programs? Spts 4. What qualitative and quantitative indicators could companies like EMI/PETROL use to evaluate their nationalization progress? Spts 5. In the context of this casc, would you address reverse discrimination? Why or why not? Spts the braince would replace an expatriatc cmployee. To facilitato cooperation with expatra, replaced staff could choose redeployment within the group or an attractive redundancy package. Emiratization became a key indicator in the company's performance management cycle. The numbers of newly employed and promoted Emirati employees, per year, were used to evaluate the progress In 2003, after the first Emiratization process review, EMVPETROL discovered it was vulnerable to the poaching" of high-caliber nationals. It responded with a strong retention strategy (providing preferential terms and conditions for nationals, including competitive salaries as determined by benchmarking with other organizations) and implemented specific succession planning. The human resources policy manual states that recruitment preference is given to citizens of the UAE, and where a vacancy provides a promotion opportunity and/or development opportunity, national candidates are reviewed and receive priority. Today, EMI/PETROL is known as one of the Emiratization leaders in the UAE. Even if it did not succeed in its initial objective, it did manage to achieve 50% Emiratization of jobs at the professional and management levels Questions 1. What characteristics of diversity and affirmative action programs do you recognize in this case? Spts 2. What is the difference between affirmative action and cqual employment opportunity? Spts 3. How is the Emiratization program different from other HRM programs? Spts 4. What qualitative and quantitative indicators could companies like EMI/PETROL use to evaluate their nationalization progress? Spts 5. In the context of this casc, would you address reverse discrimination? Why or why not? Spts