New work penalties, complaint system for Dubai government employees introduced

New work penalties, complaint system for Dubai government employees introduced

Sheikh Hamdan issues resolution on sanctions, grievances and complaints for government employees.

Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai and Chairman of The Executive Council approved the Council’s Resolution No. (4) of 2019 related to the regulation of sanctions, grievances and complaints for Dubai Government employees.

The regulation aims to create a strong framework for addressing the challenges facing employees and applying disciplinary measures in a neutral way, a statement issued on Saturday said.

According to the Resolution, the regulations apply to civilian employees of government entities, who are subject to Law No. (8) of 2018 related to human resources management, and every administrative violation or complaint for which a final decision has not been issued. In addition, all decisions issued during the period from 1 January 2019 to the date of issuance of this Resolution are considered valid.


All violators will be subject to penalties unless the violator proves that the administrative violation was made because he or she executed the orders of his managers despite informing them that the order is an administrative violation. In this case, the person who issued the order will be held responsible for the violation.

As per the regulations, the director general of each Dubai Government entity is authorised to issue a decision to set up one or more committees called “Committee of Administrative Violations” to adjudicate the violations and issue a decision within 30 days. The director general of the government entity can extend the deadline for a similar period only once, unless the employee is referred to a competent judicial authority. In this case, the committee must issue its decision within fifteen working days of the date of receiving the decision or the court ruling issued to the employee. The committee should submit a report to the director general in case it fails to issue a decision during the specified period highlighting the reasons for not doing so.

According to the new regulation, resignation will not prevent an employee from being subject to disciplinary action for violations committed by him. The disciplinary actions can include written warning and deduction of salary for upto a maximum of 15 days for each violation per month. Total salary deducted will not exceed 60 days per year.

In case of absence without justification, the employee’s salary can be deducted. In case the absence exceeds 15 consecutive working days or 21 working days per year, the employee will be dismissed from his position. In case he submits a justification, the committee will review the justification and take a decision within 15 days, failing which the justification will be considered valid.

The HR department of the Dubai Government is tasked with training members of the Committees to ensure that they are well qualified to deliver their responsibilities efficiently.


HR Tech MENA Summit 2019

HR Tech MENA Summit 2019

The countdown to our first exhibition is on this April 24th & 25th Emirates HR partners exclusively with Zurich Middle East as the gold sponsors for the 5th Annual HR Tech MENA summit 2019.

The HR Tech MENA Summit has evolved into a one of a kind powerhouse, that plays host to regional thought leaders and international experts. This is the perfect platform for any organization in the MENA region who are on their digital transformation journey in order to be future ready.

“After a fantastic start to 2019, we are excited to meet with yet more business across a variety of industries and sectors based in the region who may not be aware of Emirates HR and our regional specific platform. Having been to many HR technology events across Europe, personally, I am excited to attend my first in the UAE and to represent Emirates HR at the first of many events for us moving forward” explains Lee Bowen, Sales Director.

Over the two-day summit, we will also be joined by our Founder & CEO, Mark Nutter who will be speaking on the 24th April, along with Peter Cox, Head of IPP Sales ME, Zurich Middle East on ‘Filling the void’ – End of Service & Workplace Savings. The keynote presentation shares an insight into the current savings landscape, why employers aren’t fulfilling an important role and End of Service software.

We look forward to meeting you! Find us at stand G4!

Filling the Void – End of Service & Work Place Savings | Keynote Presentation

Mark Nutter & Peter Cox, 24th April | 12:55-13:15 pm

HR Tech MENA Summit, 24th & 25th April. Dubai, Festival City the Intercontinental.

8 am – 5 pm

How many managers realise the impact they have on their staff?

How many managers realise the impact they have on their staff?

Monica Mathijs | Developing People. Developing organisations

“Management is doing things right; leadership is doing the right things.”

Peter Drucker

“Management is about arranging and telling. Leadership is about nurturing and enhancing.”

Tom Peters

When we leave the world of education to enter the big world or work, this can be a defining moment which impacts who we are and our behaviours in the workplace. Whether it is a positive or not so positive experience, we have a role to play and choices to make on how we take these experiences forward.

We often speak with clients who believe that the way their first manager treated them, or comments made by someone of seniority moulded their views of the world. Whether a manager creates a positive impact or a negative one, the manager must be cognizant of this impact. Why? Because as a personal sense of responsibility, every manager and leader plays a role in defining their staff members’ work experience from their growth, sense of safety to the feeling of belonging.

The time we spend in the workplace is the greatest time we spend in any one place. Five days a week and 8 hours a day (averagely speaking) and why wouldn’t we all want to feel a sense of belonging, the knowingness that we are supported and are in an environment where we are given a platform to learn, grow and develop. 

We work with clients who have a low level of confidence because a manager would shout them down, females who believe they are being overlooked in career progression to people who feel so privileged to have worked with bosses and leaders who took the initiative and made the commitments to grow their people.

What kind of manager do you want to be? What kind of manager do you want to work for?

Here are some things management can think about and reflect upon:

Self-reflecting as a manager
  • Assess what kind of manager and leader you are and want to be – there is a need for self-reflection and assessing your own emotional intelligence.
  • Become aware of the body language and non-verbal cues you are receiving and giving your staff. Are they engaged and involved or defensive and unsure – the non-verbal signals can show so much.
  • If you are too busy for your staff members, is this a problem and how are going change this? What can you do to ensure the communication channels are open?
Roles and responsibilities
  • As a manager, is there enough clarity and details available to the team of their roles and responsibilities? If you explain something in a rushed manner, then are you aware of the impact of this?
  • Is the language being used reflecting a sense of progress and integration? For example, the use of language which is reflective of all genders and cultural backgrounds sets the sentiment and values of a team and organisation.
Feedback process
  • As a manager, do you know what others think about you and your team? Traditional feedback models focus on a top-down process, a bottoms-up approach has value whereby a wider pool inputs into the process and a fuller picture is provided. Using methods such as formal 360 degrees feedback processes or online feedback tools can support this.
Team dynamics and purpose
  • Do your team members feel part of something bigger? Have you instilled a purpose and sense of belonging to the vision set and know how to get there?
  • What kind of activities, initiatives and off-site activities are implemented within the team and organisation to create a sense of team belonging and team building? Taking staff outside of the traditional working environment and encouraging interactions creates a platform for this.

As a manager and leader, doing the day job of managing working is simply part of the role, the ability to build and grow teams and people who deliver your vision and feel a sense of fulfilment is greater than managing tasks. What kind of leader are you and what kind of leader do you want to be?

Monica Mahi Mathijs is the CEO and Founder of Our Stillness– a corporate development consultancy based in the UAE offering immersive training programs, executive coaching and more. She is a change agent and works on delivering programs and projects in the region.

Why taking responsibility is a super-power.

Why taking responsibility is a super-power.

Katie Maycock | Anxiety and Digestive Health Specialist

Taking responsibility for a situation or scenario isn’t always comfortable. Especially if the outcome was negative. However, being able to take full ownership of your choices is a huge super-power.

Here are three ways how:

1) It Empowers You.

Yes, my friends, you have heard me correctly. Owning your actions and taking responsibility is incredibly empowering.

Initially, it doesn’t always feel good. You can feel as if you are a really big screw up.

However, after that initial knee jerk reaction, you feel empowered. You realize you have options. It opens the door for other possibilities. It helps you to get into solution based thinking.

2) It Provides An Opportunity For Positive Change

Instead of feeling like a victim or playing the blame game (which is incredibly negative). You can clearly see the actions or behaviours that led you to a certain situation or outcome. Once you’ve accepted that, you can choose to change.

You can stop reacting and start becoming more proactive.

3) It Leads To Better Outcomes.

Once you can see how your actions and behaviours played a part in a scenario, you can see HOW to change. You can clearly see the consequences of your actions. Helping you to make better decisions and choices in the future. Instead of feeling like bad things are always happening to you, you can start to take a more direct approach.

Taking responsibility for your actions and choices can completely change your life. You will make better decisions. You will feel more in control.

Now we know why it’s important to take responsibility and fully own it, but how to achieve this super-power?


Look at situations and see how you could have handled them differently. Look at what role you played to create that specific outcome. Ask yourself questions. What could I have done differently? What steps could I have put in place?

Don’t dwell for too long on the past. Look for the potential solutions and move on. Don’t beat yourself up, this exercise is there to help you learn.

Taking responsibility and fully accepting it can be really confronting. It can be uncomfortable, however, lean into the discomfort. Learn from the experience and how you can change in future.

If you want more information about stress, burnout or anything related to health, head over to my website. There are loads of videos and blogs! If you want to chat about any of the above, let’s connect

3 Habits of Successful People – Millionaire Habits

In this video, you’ll learn about the 3 habits of successful people. Success is a lot about what you do daily rather than what you do once in a while. It’s your daily habits, choices and rituals that either bring you closer to where you want to be or further away.

Through understanding some of the most powerful habits embraced by highly successful individuals, I want to share 3 habits with you that have played an instrumental role in my own journey. There are others, but these are the 3 that come to mind first when I reflect on my personal journey.

I’d also love to hear what habits have helped take you to where you are today in the comments below 🙂

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With International Women’s Day upon us once again, it is difficult not to be wowed by the continuing success of Female Leaders. It is inspiring to note this phenomena but what are the common characteristics they tend to exhibit and what can we make of this?

Here are my Top 10 traits for every aspiring Female Leaders to seek to emulate. You will recognise some of these in yourself already as well as others that you will be keen to nurture as you grow:

1.      Ambition

Female Leaders cannot afford to look back or have room for doubt when it comes to achieving. Aim high from the outset and display this through your hunger and self-belief. Be confident, persistent and relentless. Have a clear vision, always focussing on the next steps and how to achieve it.

2.      Emotional Intelligence

Female Leaders have the propensity to demonstrate this intelligence in droves and can use this for great benefit for themselves and their organisations. Be aware of your emotions and the emotions of others. Gain a good understanding of how you are perceived by others and allow this to influence your decision making.

3.      Self-Recognition

It may not be clear to others what sacrifices you have had to make along the way or the challenges you have had to overcome to get there! So celebrate the steps in getting towards your goals. It is not all about shouting from the roof-tops but taking time to acknowledge your success and exercise gratitude to encourage a positive mindset.

4.      Resilience

You may encounter many obstacles when aiming high but the true test will be how you recover from setbacks and perceived failures. Knockbacks that don’t kill you, make you stronger. Use them positively as a learning curve and take lessons from things that do not go to plan. Never give up, you cannot afford to. Grit is a powerful advantage to have in any business.

5.      Inspiration

Female Leaders are proving to be icons in this space. Take on the responsibility to inspire others. If you take this on as a Female Leader, not only are you fulfilling an admirable duty but you will also motivate others while providing yourself with an even greater sense of purpose.

6.      Courage

True leaders are fearless and embrace change. Lack of certainty should not phase you, it should spur you on! Understand that you cannot be comfortable if you want to grow in a meaningful way.

7.      Stress Tolerance

Accept that stress is an inevitable bi-product of success (and failure). Female Leaders may be more inclined to feel that they cannot let their guard down in this regard which is why it is even more important to identify early what the triggers are and find solutions to minimise these using methods that work for you.

8.      Self-Discipline

Successful Female Leaders have to balance their fair share of mundane tasks together with the more glamorous! Good daily habits are essential in helping to remain organised so that you can feel fulfilled. This may entail sticking to certain routines, diet, exercise, sleep routines and relaxation time. Balance is key.

9.      Assertiveness

All leaders require assertiveness but Female Leaders have to turn this into an art to make it work effectively for them. Go about your business in a fair but firm and non-defensive manner. When required, pick your battles wisely and always let the rational override the emotional. It is always endearing if you are prepared to be humbled as a leader.

10.  Self-Improvement

Constantly strive to better your present self without being overly self-critical as others will probably do that for you better than you can! Value your personal development and consider being professionally coached but also seek out a mentor that will champion you. To be effective on this, be bold and press on successful colleagues in your organisation to propel yourself. Evaluate yourself, identify your strengths and areas you may need to develop and always better yourself.

As an executive coach I help professional women develop and strengthen these traits to enable them to uncover their full potential.  Please get in touch with me should you wish to work on these traits and enhance your career or business.

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