Talent & Human Resources Leadership: Interview with Abdullah Haboudal, Chief of Staff – Mrsool, Saudi Arabia
| Article | Leadership
We asked Abdullah Haboudal, Chief of Staff at Mrsool Saudi Arabia, to share an insight into his Human Resources career, his perspective on crucial workplace trends, the role of HR, and the challenges many organisations are facing around attracting and retaining a skilled workforce.
Abdullah has more than 10 years of experience leading successful HR teams, implementing key organisational strategies, and collaborating with senior leaders. His experience goes beyond practical skills, leveraging the important blend of human skills and technology in a world of digital transformation.
Mohamed, Hays Middle East: How has your career evolved over the years? What has led you to where you are today, as Chief of Staff with Mrsool?
AH: My career has been a transformative journey, ignited by a desire to excel and a deep-rooted passion for HR. I pushed myself to tackle every challenge, going beyond in all aspects, embracing not just my responsibilities but those of others as well. I saw every task as a chance to grow, and I’ve always believed that true success comes from hard work, not just working smart. That dedication earned me the trust of CEOs across four different organisations, shaping my expertise and paving the way for my role as Chief of Staff.
These experiences have led me to my current position, where I drive company OKRs (objectives and key results), lead transformative projects, and act as the CEO’s strategic partner in steering organisational change. Throughout my career, I’ve been the executive’s trusted ally, focusing on optimising processes, revitalising operations, and elevating the employee experience—all while contributing directly to business success.
Mohamed, Hays Middle East: What is your opinion on the current state of organisational Human Resource functions operating in the Kingdom of Saudi Arabia? How do you see this advancing over the next 5-10 years?
AH: Organisational HR functions in Saudi Arabia stand at a critical moment, shaped by Vision 2030’s push for economic diversification and a reimagined workforce. Today, we’re seeing a shift—HR is moving beyond its old administrative shell into a more strategic, people-focused role. Organisations are increasingly leveraging tools such as performance management systems, with features such as OKR tracking and engagement surveys, to better understand and support their teams. However, some HR teams lack the skills to keep pace with this evolution, and multinational companies often struggle to align their practices with the Kingdom’s unique cultural landscape.
Mohamed, Hays Middle East: So, what this this mean for employee satisfaction?
Looking ahead, HR teams must take centre stage in addressing the needs of new generations entering the workforce, particularly as Saudization and youth empowerment gain momentum. The next wave of employees, Gen Z and beyond, will demand more than just a salary - they’ll expect workplaces that prioritise flexibility, purpose, and growth.
HR teams will need to lead initiatives in establishing environments that align with these values, using tools like AI-driven recruitment to find the right talent, and real-time analytics to gauge what truly engages them. Bilingual systems, supporting both Arabic and English, will be essential to ensure inclusivity, as will initiatives like career progression tools and flexible work arrangements that reflect the realities of modern life. By focusing on these areas, HR functions can redefine the future of work in Saudi Arabia, shaping organisations into spaces where innovation, equity, and the aspirations of a new generation join to drive lasting transformation.
Mohamed, Hays Middle East: What advice can you give HR professionals working in Saudi Arabia wanting to enhance their skills and expertise?
AH: These professionals are at the forefront of a transformative era, and can elevate their impact by focusing on three interconnected pillars:
Lifelong learning: The rapid pace of change demands that HR professionals stay ahead by earning certifications like CIPD or SHRM and engaging with global HR networks through conferences and communities. This isn’t just about credentials—it’s about gaining insights into emerging trends, such as how AI is reshaping talent management, and using that knowledge to drive strategic impact.
Technology integration: HR professionals should master tools such as performance management systems with real-time dashboards and OKR tracking to make data-driven decisions. More critically, they must leverage AI—whether for predictive recruitment, personalised employee engagement analytics, or automating routine tasks—to free up time for strategic work. HR’s role here is to encourage policies that integrate AI responsibly, ensuring that upskilling programs are in place so employees can transition into higher-value roles. For example, introducing AI literacy training can help workers adapt to new tools, positioning them ahead of the curve in a tech-driven market.
A human-centric approach that enhances quality of life: As AI automates tasks, HR must double down on human skills like emotional intelligence, conflict resolution, and cultural competence to address the diverse needs of Saudi Arabia’s workforce. Initiatives including mentorship programs, career progression tools, and engagement surveys can foster a sense of purpose and belonging. HR should also advocate for policies that support work-life balance—such as flexible schedules or wellness programs—ensuring technology enhances, rather than detracts from, employee well-being. By creating a workplace where people feel supported amidst technological change, HR can turn disruption into opportunity.
Mohamed, Hays Middle East: When it comes to recruitment, what are some of the key challenges you have been facing?
AH: Recruitment in a competitive market like Saudi Arabia’s e-commerce sector is fraught with challenges, especially when we consider that talent acquisition teams can be either company builders or company destroyers. A misstep in hiring doesn’t just leave a position vacant—it can set an organisation back years. The core challenge lies in moving beyond filling roles, to adopting a sophisticated approach that anticipates the organisation’s future needs, seeking talent who can drive long-term growth rather than just addressing immediate or past demands.
One significant hurdle is attracting and retaining top talent in a sector where demand for skilled professionals, especially in tech and operations, is high. We’re often competing with global organisations, which means we must differentiate ourselves through a strong employer brand and a value proposition that appeals to forward-thinking individuals.
We also need to ensure alignment with the company’s future vision, particularly when building diverse teams of full-time employees, part-time staff, and contractors. It’s not enough to match skills to a job description; we need people who can evolve with the organisation’s strategic goals.
Speed is also a constant pressure. The fast-paced nature of e-commerce requires quick hiring, but we can’t compromise on quality. Additionally, with Saudization goals, there’s the added complexity of meeting localisation targets, while ensuring the team remains diverse and capable of addressing tomorrow’s challenges.
Mohamed, Hays Middle East: How are you dealing with these hiring challenges?
To overcome these obstacles, we’ve focused on using technology to streamline processes and take a proactive stance, prioritising talent pipelines that identify future leaders early. We’re also fostering an inclusive culture that attracts individuals ready to grow with the company, ensuring our recruitment efforts don’t just fill gaps but lay the groundwork for sustained, future-focused success.
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What next?
Having the right HR leaders in place is fundamental in today’s competitive landscape. Whether you are looking for skilled professionals to drive change, meet organisational goals, or enhance your workforce strategy, we can help. Find out more here.
