This report has been prepared by Talent Arabia exclusively for the use of Musandam Power Company (MPC). The contents of this document are strictly confidential and are intended solely for the authorised recipients within MPC's senior leadership and human resources teams.
This report contains aggregated and anonymised survey data. No individual responses can or should be attributed to any specific employee. The anonymity of all respondents has been preserved throughout the analysis process.
No part of this report may be reproduced, distributed, or disclosed to any third party without the prior written consent of both Musandam Power Company and Talent Arabia.
The findings and recommendations contained herein are based on survey data collected from all 13 employees of MPC, representing a 100% response rate and a complete census of the organisation.
Prepared by: Talent Arabia | Staffing | Training | Consulting
Date: March 2026
Talent Arabia was engaged by Musandam Power Company (MPC) to conduct an independent Employee Engagement Survey. The survey was designed to achieve two primary objectives: first, to measure overall employee engagement, satisfaction, and organisational health across multiple dimensions; and second, to assess employee readiness, concerns, and support needs related to the planned office relocation to Musandam.
The survey was administered anonymously to all 13 employees of MPC, achieving a 100% response rate. The instrument comprised 45 questions across 8 categories, using a combination of 5-point Likert scales, single-choice, multiple-choice, and open-text response formats.
| Finding | Score / Metric | Severity |
|---|---|---|
| Employee pride in MPC | 85% "Yes, definitely" | Strong |
| Personal adaptability to change | 4.46 / 5.0 | Strong |
| Company invests in skills development | 4.15 / 5.0 | Strong |
| Leaders act with integrity and transparency | 3.92 / 5.0 | Strong |
| Motivation to perform best at work | 92% positive | Strong |
| Overall engagement (excl. relocation) | 3.51 / 5.0 (70%) | Moderate |
| Salary competitiveness vs. industry | 2.31 / 5.0 | Critical |
| Career advancement path visibility | 2.38 / 5.0 | Critical |
| Confidence in schooling/childcare at new location | 2.15 / 5.0 | Alarm |
| Confidence in spouse employment at new location | 2.15 / 5.0 | Alarm |
| Employees likely to relocate | 31% (4 of 13) | Critical |
| Employees likely to stay 2 years | 46% (6 of 13) | Critical |
This survey reveals a fundamental paradox at the heart of MPC's workforce. Employees are deeply proud of the company (85%), personally adaptable to change (4.46/5.0), and motivated to perform (92%). Yet 69% are unlikely to relocate and 54% may leave within two years.
The resistance is not rooted in stubbornness or an inability to adapt. The data clearly shows that the barriers are practical: insufficient information about the relocation plan (2.62/5.0), severe concerns about family wellbeing in the new location (schooling at 2.15, spouse employment at 2.15, housing at 2.54), below-market compensation that does not justify the personal sacrifice of relocation (2.31/5.0), and an absence of visible career progression paths (2.38/5.0).
In short, this is a workforce that wants to stay but cannot reconcile the relocation with their family obligations and financial realities as things currently stand. The window for intervention is narrow but the opportunity is real.
| # | Category | Score | Visual | Rating |
|---|---|---|---|---|
| 1 | Change Readiness & Adaptability | 4.08 / 5.0 | Strong | |
| 2 | Communication & Teamwork | 3.60 / 5.0 | Moderate | |
| 3 | Leadership & Management | 3.52 / 5.0 | Moderate | |
| 4 | Training & Development | 3.38 / 5.0 | Moderate | |
| 5 | Career Development | 3.33 / 5.0 | Moderate | |
| 6 | Compensation Satisfaction | 2.85 / 5.0 | Concern | |
| 7 | Relocation Readiness | 2.61 / 5.0 | Critical |
| # | Imperative | Urgency | Rationale |
|---|---|---|---|
| 1 | Relocation Communication & Family Support | Immediate | 69% unlikely to relocate; information sufficiency at 2.62/5.0; family concerns below 2.31/5.0 |
| 2 | Compensation & Benefits Review | Immediate | Salary competitiveness at 2.31/5.0; multiple employees citing pay gaps |
| 3 | Career Pathway Development | Short-term | Career path visibility at 2.38/5.0 despite strong skills investment (4.15/5.0) |
| 4 | Leadership Visibility & Communication | Short-term | Vision communication at 2.62/5.0; employees requesting regular meetings |
| 5 | Training & Professional Development | Medium-term | 69% requesting leadership skills training; specific certification needs identified |
| Category | Score Distribution | Avg |
|---|---|---|
| Change Readiness | 82% | |
| Communication | 72% | |
| Leadership | 70% | |
| Training | 68% | |
| Career Dev. | 67% | |
| Compensation | 57% | |
| Relocation | 52% |
| Response | Count | % | Visual |
|---|---|---|---|
| Yes, definitely | 1 | 8% | |
| Probably yes | 3 | 23% | |
| Probably no | 5 | 38% | |
| No, definitely not | 4 | 31% |
| Response | Count | % | Visual |
|---|---|---|---|
| Yes, definitely | 4 | 31% | |
| Probably yes | 2 | 15% | |
| Probably no | 6 | 46% | |
| No, definitely not | 1 | 8% |
| Survey Platform | Talent Arabia Survey Platform (survey.talentarabia.cloud) |
| Administration Period | Q1 2026 |
| Anonymity | Fully anonymous; no individual responses are attributable |
| Scale | 5-point Likert (1 = Strongly Disagree to 5 = Strongly Agree) |
| Additional Formats | Single-choice, multiple-choice, and open-text questions |
| Categories Assessed | 8 distinct engagement and readiness dimensions |
| Total Questions | 45 |
| Scoring Interpretation | 4.0+ Strong | 3.5-3.99 Moderate | 3.0-3.49 Low-Moderate | Below 3.0 Concern/Critical |
| Total Organisation Size | 13 employees |
| Completed Responses | 13 |
| Response Rate | 100% |
With a 100% response rate from all 13 employees, the data represents a complete census of the organisation rather than a sample. Every voice in the company has been captured, making these findings fully representative of the workforce.
| Score Range | Rating | Interpretation |
|---|---|---|
| 4.00 - 5.00 | Strong | Area of strength; maintain and build upon |
| 3.50 - 3.99 | Moderate | Acceptable but room for improvement |
| 3.00 - 3.49 | Low-Moderate | Below expectations; targeted improvement needed |
| 2.50 - 2.99 | Concern | Significant gap; priority action required |
| Below 2.50 | Critical | Urgent intervention required |
This is the lowest-scoring category in the entire survey and represents the most urgent area requiring leadership attention.
| Question | Avg | Rating |
|---|---|---|
| Trust company will treat employees fairly in relocation | 3.62 | Moderate |
| Confident role/terms will remain stable after relocation | 3.15 | Low-Mod |
| Received sufficient information about relocation | 2.62 | Concern |
| Confident about finding suitable housing | 2.54 | Concern |
| Relocation will positively impact personal life | 2.31 | Critical |
| Family is supportive of the move | 2.31 | Critical |
| Confident about schooling and childcare options | 2.15 | Alarm |
| Confident about spouse employment opportunities | 2.15 | Alarm |
Only 4 out of 13 employees (31%) are likely to relocate. If this pattern holds across the full workforce, MPC risks losing approximately two-thirds of its employees through the relocation process.
| Support Requested | Frequency |
|---|---|
| Housing search assistance / housing allowance | High |
| School placement help for children | High |
| Hybrid / flexible work arrangements (e.g., alternating weeks on-site and remote) | High |
| Moving / relocation allowance | High |
| Clear and detailed relocation plan with timelines | High |
| City familiarisation visit before relocation | Medium |
| Spouse job search support | Medium |
| Rental car provision in Musandam | Medium |
The relocation data reveals that the resistance is overwhelmingly driven by family and practical concerns, not by resistance to change itself (change readiness scored 4.08/5.0). Employees are asking for concrete, tangible support: housing, schooling, flexible arrangements, and clear information. These are solvable problems. The question is whether MPC is prepared to invest in the support infrastructure needed to retain its workforce through this transition.
Compensation is the second-lowest scoring category and a significant driver of both relocation resistance and retention risk.
| Question | Avg | Rating |
|---|---|---|
| Benefits package meets my and my family's needs | 3.69 | Moderate |
| Remuneration fairly reflects responsibilities and contribution | 2.54 | Concern |
| Salary is competitive compared to similar roles in energy sector | 2.31 | Critical |
There is a notable gap between how employees view their benefits (3.69, moderate) versus their base salary (2.31-2.54, critical). MPC's benefits package including medical insurance, annual leave, and end-of-service provisions is appreciated. However, the base salary is perceived as significantly below market.
Compensation dissatisfaction is a compounding factor for relocation. Employees are being asked to uproot their families and move to a remote location while already feeling underpaid relative to the market. Without a meaningful compensation review tied to the relocation, the likelihood of retaining staff through the move diminishes significantly.
| Question | Avg | Rating |
|---|---|---|
| Company actively invests in developing my skills | 4.15 | Strong |
| Career aspirations supported by line manager | 3.46 | Low-Mod |
| Realistic and achievable path for career advancement | 2.38 | Critical |
This category contains one of the most telling contradictions in the survey. MPC scores strongly on skills investment (4.15) but critically low on career path visibility (2.38). Employees feel the company develops their skills but see no clear path to use those skills for advancement within MPC. This creates a "train and lose" dynamic.
| Employee Request | Relevance |
|---|---|
| CIPD Certification and Leadership Programmes | HR/Admin career path |
| AI and Cybersecurity covering OT/ICS domains | Technical/Operations career path |
| Financial Risk Management | Finance career path |
| Corporate Governance, Regulatory Compliance, Financial Reporting | Governance/Compliance career path |
| Executive Training in Leadership from accredited university | Senior management development |
| Report Preparation for Senior Management (data analysis/presentation) | Cross-functional skill |
The company is investing in its people but not giving them anywhere to go. Creating transparent career progression frameworks with clear criteria, timelines, and salary bands for each level would transform this from a vulnerability into a retention tool. This is especially critical ahead of the relocation.
| Question | Avg | Rating |
|---|---|---|
| Received adequate professional development and training in past 12 months | 3.38 | Low-Mod |
| Training Area | Selections | % of Respondents |
|---|---|---|
| Leadership & Management Skills | 9 | 69% |
| Communication & Presentation Skills | 5 | 38% |
| Customer / Stakeholder Management | 4 | 31% |
| Project Management | 4 | 31% |
| Conflict Resolution & Difficult Conversations | 3 | 23% |
| Change Management & Adaptability | 3 | 23% |
| Stress Management & Building Resilience | 3 | 23% |
| Computer / Software / Digital Skills | 3 | 23% |
| Method | Count | % |
|---|---|---|
| In-person classroom training with an instructor | 9 | 69% |
| On-the-job coaching and mentoring | 2 | 15% |
| Online / e-learning at own pace | 1 | 8% |
| Hands-on workshops and practical exercises | 1 | 8% |
77% of employees are willing to attend training outside regular hours (62% "Yes, definitely" + 15% "Probably yes"). This demonstrates a strong appetite for professional development.
| Question | Avg | Rating |
|---|---|---|
| Leaders at MPC act with integrity and transparency | 3.92 | Moderate |
| I trust my line manager to advocate for my interests | 3.79 | Moderate |
| Senior leadership considers employee wellbeing | 3.62 | Moderate |
| Line manager provides clear, actionable feedback | 3.57 | Moderate |
| Line manager handles conflicts fairly and professionally | 3.57 | Moderate |
| Senior leadership has communicated a clear vision including the relocation | 2.62 | Concern |
Multiple respondents (at least 3) independently raised concerns about interpersonal conduct within the management team. This level of independent corroboration indicates a genuine issue that requires direct and confidential investigation by the CEO.
| Question | Avg | Rating |
|---|---|---|
| Comfortable speaking up without fear of negative consequences | 3.85 | Moderate |
| Strong sense of mutual respect, trust, cooperation | 3.77 | Moderate |
| Team resolves conflicts constructively | 3.46 | Low-Mod |
| Information flows freely between departments | 3.31 | Low-Mod |
The communication gap is more about frequency and structure than about culture. Employees feel safe to speak but lack formal channels and regular touchpoints. Implementing structured monthly meetings and establishing clear communication protocols would address the majority of concerns raised.
| "I am proud to work at Musandam Power Company" | Count | % |
|---|---|---|
| Yes, definitely | 11 | 85% |
| Probably yes | 2 | 15% |
| Probably no / No, definitely not | 0 | 0% |
100% of respondents express pride in working at MPC. This is an exceptional result.
| "I feel motivated to perform my best at work" | Count | % |
|---|---|---|
| Yes, definitely | 6 | 46% |
| Probably yes | 6 | 46% |
| No, definitely not | 1 | 8% |
This is the highest-scoring category and a significant positive finding.
| Question | Avg | Rating |
|---|---|---|
| I adapt well to changes in processes, systems, work environment | 4.46 | Strong |
| Effective personal stress coping mechanisms | 4.23 | Strong |
| Change generally leads to improvement | 3.85 | Moderate |
| Emotionally equipped to handle stress and uncertainty | 3.77 | Moderate |
MPC employees are highly adaptable (4.46) and possess strong coping mechanisms (4.23). The resistance to relocation is NOT about an inability to change. It is about practical, tangible barriers. This should give leadership confidence that, if practical barriers are addressed, this workforce has the resilience to make the relocation work.
Across all 8 categories, a consistent narrative emerges: MPC has a proud, adaptable, and motivated workforce that values the company's culture of care and development. The critical gaps are in three areas: (1) the relocation has not been adequately communicated or supported, (2) compensation has fallen behind the market, and (3) career progression paths are unclear despite strong investment in skills development. These three issues are interconnected and must be addressed together to preserve the workforce that makes MPC successful.
Across 8 open-ended questions, employees provided extensive qualitative feedback. The following thematic analysis consolidates all responses into key themes, ordered by frequency of mention.
Frequency: Referenced by 10 of 13 respondents across multiple questions
Concerns centred on family disruption (schooling, spouse employment), limited infrastructure in Musandam (healthcare, shopping, banking, government services), housing availability, and financial burden. Employees consistently request hybrid work arrangements, relocation allowances, and a clear, detailed relocation plan.
Frequency: Referenced by 8 of 13 respondents
A strong desire for more frequent, structured, and transparent communication from senior leadership. Employees want regular meetings (monthly or quarterly), clear updates on the company's direction, and two-way feedback mechanisms.
Frequency: Referenced by 7 of 13 respondents
Employees feel base salaries are below market for the Oman energy sector. Promotion processes are described as slow and limited. Salary equity concerns exist between employees at the same grade level.
Frequency: Referenced by 6 of 13 respondents
Employees value and want continuation of MPC's wellbeing initiatives. They want more recognition of performance and achievements.
Frequency: Referenced by 4 of 13 respondents
Several employees cite understaffing as a concern, with workload distributed unevenly. Requests for additional hires and third-party support.
Frequency: Referenced by 3 of 13 respondents (independently)
At least three respondents independently raised concerns about specific management behaviour. This level of corroboration indicates a genuine issue requiring direct investigation.
Frequency: Referenced by 5 of 13 respondents
Strong interest in professional certifications and leadership development as key motivators and retention factors.
Training satisfaction scored 3.38/5.0. The company's investment in skill development is recognised (4.15/5.0), suggesting the issue is not willingness to train but relevance, scope, and outcomes of training.
| Priority | Training Area | Demand | Recommended Approach |
|---|---|---|---|
| 1 | Leadership & Management Skills | 69% | In-house leadership development programme (3-5 days, in-person) |
| 2 | Communication & Presentation Skills | 38% | Workshop-based programme with practical exercises |
| 3 | Customer / Stakeholder Management | 31% | Scenario-based training with role-playing |
| 4 | Project Management | 31% | PMI/PMP certification preparation programme |
| 5 | Conflict Resolution | 23% | Combine with leadership programme module |
| 6 | Change Management & Adaptability | 23% | Critical for relocation period; include in transition support |
| 7 | Stress Management & Resilience | 23% | Wellness workshops; urgent given relocation stress |
| Certification | Target Audience | Timeline |
|---|---|---|
| CIPD (Chartered Institute of Personnel and Development) | HR/Administration staff | 12-18 months |
| AI & Cybersecurity (OT/ICS Domains) | Technical/Operations staff | 6-12 months |
| Financial Risk Management (FRM or equivalent) | Finance team | 12 months |
| Corporate Governance & Regulatory Compliance | Governance/Company Secretary | 6-9 months |
| Executive Leadership (accredited university programme) | Senior management | 6-12 months |
| Data Analysis & Report Preparation for Management | Cross-functional | 2-3 months |
Primary format: In-person classroom training (69% preference). Supplement with on-the-job coaching (15% preference) for reinforcement. 77% willing to train outside working hours; core training during hours with optional advanced sessions outside hours.
| Risk Factor | Current Data | Impact | Likelihood | Overall |
|---|---|---|---|---|
| Mass non-relocation | 69% unlikely to relocate | High | High | Critical |
| Key talent departure within 2 years | 54% may leave | High | High | Critical |
| Salary-driven attrition | Competitiveness at 2.31/5.0 | High | Medium | High |
| Disengagement during transition | Vision at 2.62/5.0 | Medium | Medium | Medium |
| Cultural erosion from conduct issues | 3 independent reports | Medium | Medium | Medium |
| Scenario | Relocating | Conditions |
|---|---|---|
| Worst Case | 1-3 (8-23%) | No intervention. Only committed employees relocate. Significant operational disruption. |
| Likely Case | 4-6 (31-46%) | Moderate intervention: some support but no comprehensive package. Loses the undecided majority. |
| Best Case | 8-10 (62-77%) | Full intervention: comprehensive relocation package, hybrid work, salary adjustment, clear career paths, transparent communication. |
The cost of losing and replacing 7-9 employees must be weighed against a comprehensive retention and relocation support package. Industry benchmarks suggest replacement costs range from 50% to 200% of annual salary. For this workforce, replacement cost would likely exceed the investment needed for robust relocation support.
Employee decisions about relocation are being made now, in the absence of clear information. Every week without a comprehensive relocation communication plan pushes more employees toward their exit decision. The intervention window is narrow and closing.
| # | Recommendation | Data Link |
|---|---|---|
| 1 | Hold a comprehensive Relocation Town Hall with CEO presenting detailed timeline, process, benefits, and Q&A | Information sufficiency: 2.62/5.0; vision communication: 2.62/5.0 |
| 2 | Create and distribute a Relocation Information Pack | Employees repeatedly requested "clear and detailed relocation plan" |
| 3 | Establish an anonymous feedback channel with committed response timelines | Psychological safety 3.85/5.0 supports usage |
| 4 | CEO to initiate confidential review of management conduct concerns | 3 independent reports of specific behaviour issues |
| # | Recommendation | Data Link |
|---|---|---|
| 5 | Conduct individual 1-on-1 relocation conversations with each employee | 100% census; every employee's concerns matter |
| 6 | Design a Relocation Benefits Package: housing, moving costs, school placement, spouse support | Housing: 2.54; schooling: 2.15; spouse: 2.15 |
| 7 | Develop hybrid/flexible work arrangements | Multiple employees requested this as the key enabler |
| 8 | Commission a salary benchmarking study vs. Oman energy sector | Salary competitiveness: 2.31/5.0 |
| 9 | Create transparent career progression frameworks per department | Career path: 2.38/5.0 despite skills investment 4.15/5.0 |
| 10 | Establish monthly all-hands meetings with CEO | Vision communication: 2.62/5.0; repeatedly requested |
| 11 | Accelerate the promotion process: max 90-day review cycle | "Promotion takes very long even when criteria met" |
| 12 | Consider a relocation retention bonus | 31% likely to relocate; incentive could shift "Probably no" group |
| # | Recommendation | Data Link |
|---|---|---|
| 13 | Launch a Leadership Development Programme (in-person, instructor-led) | 69% requested leadership training; in-person preferred by 69% |
| 14 | Fund professional certifications: CIPD, AI/Cybersecurity, FRM, Corporate Governance, Executive Leadership | Specific requests from employees aligned with career paths |
| 15 | Implement Individual Development Plans (IDPs) for all employees with quarterly reviews | Career aspirations supported by manager: 3.46/5.0 |
| 16 | Organise a city familiarisation visit to Musandam for employees and families | Directly requested; addresses housing, schooling, and confidence gaps |
| 17 | Compile a Musandam Living Guide: housing, schools, healthcare, daily services, costs | Concerns about limited facilities and services |
| 18 | Conduct stress management and resilience workshops | 23% requested; emotional readiness 3.77/5.0 |
| 19 | Deliver Communication and Presentation Skills training | 38% demand; second highest training need |
| 20 | Review and improve operational and professional development allowances | Requested in open text |
| # | Recommendation | Data Link |
|---|---|---|
| 21 | Implement quarterly 1-on-1 check-ins between each employee and line manager | Builds on existing moderate trust in managers |
| 22 | Develop succession plans and recruitment pipeline for roles that may become vacant | 69% unlikely to relocate; operational continuity risk |
| 23 | For employees who cannot relocate, offer transition support: remote work or dignified exit packages | Preserves employer brand and demonstrates care |
| 24 | Conduct a follow-up pulse survey 3 months after implementing recommendations | Establishes baseline for tracking improvement |
| 25 | Explore whether a partial relocation model (core on-site, some remote) could reduce workforce loss | Could convert 69% non-relocation rate to manageable number |
| # | Action | Owner | Timeline | Success Measure |
|---|---|---|---|---|
| 1.1 | CEO Relocation Town Hall | CEO | Week 1-2 | 100% attendance; FAQ published |
| 1.2 | Relocation Information Pack | HR | Week 1-2 | Distributed to all employees |
| 1.3 | Individual 1-on-1 meetings | Managers + HR | Week 2-4 | All 13 employees met; concern log created |
| 1.4 | Relocation Benefits Package design | CEO + Finance | Week 2-4 | Package approved and communicated |
| 1.5 | Hybrid work policy development | CEO + Dept Heads | Week 2-4 | Policy approved; communicated to all |
| 1.6 | City familiarisation visit | Operations + HR | Week 4-8 | Visit completed with family participation |
| 1.7 | Musandam Living Guide | HR/Admin | Week 4-8 | Guide published |
| # | Action | Owner | Timeline | Success Measure |
|---|---|---|---|---|
| 2.1 | Commission salary benchmarking study | HR + External | Week 2-6 | Report received with gap analysis |
| 2.2 | Salary adjustment plan | CEO + Finance | Week 6-8 | Plan approved with implementation dates |
| 2.3 | Career progression frameworks | HR + Dept Heads | Week 4-8 | Framework published per department |
| 2.4 | Accelerate promotion process | HR + CEO | Week 2-4 | 90-day max review cycle implemented |
| 2.5 | Relocation retention bonus | CEO + Finance | Week 2-4 | Bonus structure approved |
| # | Action | Owner | Timeline | Success Measure |
|---|---|---|---|---|
| 3.1 | Monthly all-hands meetings | CEO | Start Week 1 | First meeting held; recurring schedule |
| 3.2 | Quarterly 1-on-1 employee check-ins | All Managers | Start Week 4 | All employees have first check-in |
| 3.3 | Anonymous feedback channel | HR | Week 1-2 | Channel live; responses within 5 days |
| 3.4 | Confidential review of management conduct | CEO | Week 1 | Investigation initiated; outcomes by Week 4 |
| 3.5 | Leadership coaching for department heads | HR + External | Week 4-8 | All heads complete coaching |
| # | Action | Owner | Timeline | Success Measure |
|---|---|---|---|---|
| 4.1 | Leadership Development Programme | HR + Provider | Q2 2026 | Programme designed; first cohort enrolled |
| 4.2 | CIPD certification sponsorship | HR | Q2 2026 | Eligible staff enrolled |
| 4.3 | AI/Cybersecurity (OT/ICS) certification | HR + Operations | Q2-Q3 2026 | Technical staff enrolled |
| 4.4 | Financial Risk Management training | HR + Finance | Q2 2026 | Finance team enrolled |
| 4.5 | Communication & Presentation workshop | HR + Provider | Q2 2026 | Workshop delivered |
| 4.6 | Stress Management & Resilience workshops | HR | Week 4-6 | All employees offered participation |
| 4.7 | Individual Development Plans | Line Managers | Q2 2026 | IDPs created for all employees |
| # | Action | Owner | Timeline | Success Measure |
|---|---|---|---|---|
| 5.1 | Workforce scenario planning | CEO + HR | Week 1-2 | Best/likely/worst case plans documented |
| 5.2 | Stay interviews with key talent | CEO + Managers | Week 2-4 | All key roles covered |
| 5.3 | Succession planning | HR + Dept Heads | Week 4-8 | Succession plans for all critical roles |
| 5.4 | Recruitment pipeline activation | HR | Immediate | Pipeline ready for at-risk roles |
| 5.5 | Transition support for non-relocating | HR + CEO | Week 4-8 | Support package designed |
To track the impact of interventions, Talent Arabia recommends monitoring the following KPIs. A follow-up pulse survey should be conducted 3 months after implementing priority recommendations.
| KPI | Current Baseline | 3-Month Target | 6-Month Target | Source |
|---|---|---|---|---|
| Relocation intent (likely) | 31% | 50% | 60%+ | Pulse survey |
| 2-year retention outlook | 46% | 60% | 70%+ | Pulse survey |
| Relocation info sufficiency | 2.62 / 5.0 | 3.50 | 4.00+ | Pulse survey |
| Compensation satisfaction | 2.85 / 5.0 | 3.20 | 3.50+ | Pulse survey |
| Career path visibility | 2.38 / 5.0 | 3.00 | 3.50+ | Pulse survey |
| Leadership communication | 2.62 / 5.0 | 3.50 | 4.00+ | Pulse survey |
| Overall engagement | 3.51 / 5.0 | 3.70 | 3.80+ | Pulse survey |
| Milestone | Timing | Activity |
|---|---|---|
| Week 2 | April 2026 | Post-Town Hall feedback form (5 questions on information clarity) |
| Month 1 | April 2026 | Completion of 1-on-1 meetings; relocation intent re-check |
| Month 3 | June 2026 | Full pulse survey (15-20 questions on critical KPIs) |
| Month 6 | September 2026 | Comprehensive follow-up survey (full instrument) |
| Ongoing | Monthly | Track resignations, relocation confirmations, training enrolment |
The data presents MPC with both a challenge and an opportunity. The challenge: the relocation will likely result in the loss of the majority of the workforce as currently communicated. The opportunity: this is a proud, motivated, and adaptable team that wants to stay. The gap is bridgeable but requires decisive action, genuine investment, and transparent communication. Talent Arabia is available to support MPC in implementing these recommendations.