Omanisation and Recruitment in Oman


PSE Global understands the pressure within Oman, to reduce reliance on expats and increase local Omani National content. To overcome the local skills gap, PSE has identified a specific requirement for repatriating and recruiting specialised personnel and supporting local hire.


Our Consultants are proven industry experts with extensive experience in Oman recruitment. Each consultant has capabilities in identifying and sourcing the very best candidates and promoting and recruiting Omani Nationals for select positions. We place huge importance on candidate relationship management throughout the recruitment process. PSE’s high investment of time with the support of Omani Nationals and extensive database of Omani Nationals, gives our clients a competitive edge over others in securing highly desirable Omani Nationals for their projects in Oman. 


Omanisation targets have been set between the Ministry of Manpower and employers. 


• The Omanisation percentage of the transport and shipping sector will be increased from 26 to 77 per cent and IT sector posts to 25 per cent. 

• Omanisation in the telecommunications sector should be increased from 25 per cent to 55 per cent. 

• Omanisation in the automobiles sector is to be raised from 25 per cent to a minimum of 70 per cent and a maximum of 90 per cent within 12 years, depending on circumstances in each establishment 

• Omanisation of the travel and tourism sector should be increased gradually to 83 per cent in aviation companies, 99 per cent in tourist restaurants, 80 per cent in travel and tourism offices, 75 per cent in hotels and 97 per cent in car rental offices.

• Omanisation in the contracting sector is to be raised from 15 per cent to 30 per cent in big companies (excellent, first and second categories). 

• Omanisation in the electricity and water sector, 92% and 76% respectively

• Omanisation in the oil and gas sector will increase in producing and operating companies to 90 per cent, major contractors (direct) to 90 per cent, major contractors (assistant) to 60 per cent, insider contractors to 60 per cent and in local communities companies the percentage should be increased to 50 per cent

• Omanisation of engineering drawing is to be increased by 70 per cent, land survey by 80 per cent, accountants by 60 per cent, engineers by 10 per cent and administrative posts by 90 per cent

• Administration and business directors are to be Omanised by 20 per cent at the end of the 7th year of the plan, 40 per cent at the 10th year, while specialist vocations should be Omanised by 40 per cent at the end of the 7th year and 70 per cent at the end of 10th year of the plan 

• Technicians are to be Omanised by 50 per cent at the end of 7th year and 90 per cent at the end of the 10th year

• Clerical positions should be Omanised by 100 per cent within 3 to 5 years.


Particular emphasis is being laid on providing ICT skills. In the middle to longer term, planners will have to consider that Omani IT professionals, programmers and computer technicians will be competing in a very strong IT outsourcing market, dominated currently by India, Russia and eastern Europe. Other Middle Eastern countries, such as Jordan and Egypt are also aiming for a major slice of this sector. At this point, wage differentials between Omanis and other nationalities become significant. Labour costs are likely to form a large proportion of a competitive tender. 


Omanis in the private sector

The numbers of Omani workers in the private sector are increasing. 67,182 Omanis were registered with the Public Authority for Social Insurance at the end of March 2003, an increase of 2% (or 1,303) over the 65,879 registered at the end of 2002. These figures do not necessarily represent the total number of Omanis working in the private sector. 

The number of expatriate workers in clerical and sales occupations diminished slightly. Otherwise, numbers of expatriates grew marginally in administration, management, human resources, engineering, agriculture, industrial and scientific work and perhaps most surprising of all, service roles.


It is evident that there are not enough professional or technically qualified nationals to fill roles required to support the economy. It is this ‘gap’ that the government is striving to close with new training programmes, although professionals urge the need for mentoring from expatriate experts to Omani juniors.


There is no one solution to provide full employment or nationalization of all jobs in an economy. Much depends on global economic trends as well as activity in the internal Oman market.


Both the World Bank and the International Labour Organization agree that bringing salaries and incentives in the public sector into line with those in the private sector would provide the most successful way of implementing omanisation of the workforce. The cost of raising all salaries to the same level as the public sector would be prohibitively expensive.


Oman’s health sector has undergone a significant expansion over the past four decades. Underpinned by a series of five-year development plans, there has been sizeable government investment in facilities and services. At the same time, Oman is keen to increase the private sector’s role in health care provision, particularly in the treatment of lifestyle-related diseases, which are on the rise as the population ages and grows richer. Oman has thus enlisted foreign medical expertise and investment to help meet its goals for the health sector and improve outcomes for its citizens


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