Interview with Dr Adithya Iyer, Human Resource Manager at Dubai Golf.

Introduction

Dr Adithya Iyer has worked in the hospitality sector for more than 17 years, beginning his career with roles in hotels before transitioning into restaurants, and now working in the golf industry - which seamlessly blends his expertise in leisure and hospitality.

He currently heads the HR department at Dubai Golf,  a prominent golf and leisure company based in Dubai, United Arab Emirates, overseeing six golf clubs, as well as Topgolf Dubai and the entertainment venue Tiger Strikes. Across Dubai and Abu Dhabi, Dubai Golf employs more than 1,700 colleagues.

In his role, Dr Iyer is responsible for the entire HR function, encompassing talent acquisition, employee engagement, talent management,  learning & development, government relations, HR compliance, and total rewards.

Q1: How does Dubai Golf attract top talent in a competitive international market, and what qualities make a candidate stand out in your hiring process?

At Dubai Golf, we firmly believe that every role is a stepping stone to a fulfilling career rather than just a job. Our approach goes beyond traditional recruitment - we focus on building careers through continuous learning, structured development pathways, and exposure to new opportunities.

We attract top talent by fostering an environment where innovation and excellence are the norm. Candidates who are passionate about the industry, eager to learn, and committed to customer service excellence naturally stand out during our hiring process.

Our recruitment strategy is unique - we do not just look at CVs and credentials. Instead, we assess behaviour, leadership potential, and problem-solving skills. We conduct interactive Open Days, where candidates participate in group activities and challenges, rather than traditional one-to-one interviews. This method, called the "YALLA Mission," allows us to identify individuals who take initiative, demonstrate leadership, and collaborate effectively - all without the bias of nationality, gender, or past experience.

By emphasising behavioural assessments over CVs, we ensure that each new colleague is the right fit for our team and is aligned with our culture.

Q2: How do you foster inclusivity and ensure strong team cohesion across different backgrounds and cultures?

Managing a diverse team is both a challenge and an incredible opportunity, and inclusivity is at the heart of everything we do at Dubai Golf. With over  55 nationalities represented in our workforce, we embrace different cultures, perspectives, and ways of thinking.

We take proactive steps to ensure inclusivity by:

• Celebrating National Days for different nationalities.
• Offering diverse food options in our cafeterias to cater to all cultural preferences.
• Promoting equal opportunities, regardless of gender, race, or background.

A strong example of our commitment is our recent hiring of an intern with ADHD, marking a significant step towards neurodiversity inclusion. We ensure that she contributes equally alongside of all her peers and is treated exactly as our other interns are.

This spirit of acceptance and respect not only strengthens our teams but also enhances creativity, collaboration, and service quality. When employees feel truly valued, they naturally contribute to a positive and productive workplace.

Q3: What is your strategy for balancing local hires from within the UAE with international recruitment, and how does this align with Dubai Golf’s long-term vision?

Our recruitment strategy is a balanced blend of nurturing local talent while leveraging international expertise.

We prioritise local hires to support the UAE’s national development goals and ensure that our workforce remains deeply connected to the local culture. At the same time, we recognise the value of international recruitment in bringing in fresh perspectives, specialised skills, and global best practices.

To achieve this balance, we:

• Conduct periodic international recruitment drives to source specialised talent.
• Maintain global partnerships, such as our exchange programme with a US golf club, where employees from both organisations work abroad for four months to share expertise and cultural insights.
• Develop Emirati talent through apprenticeship programmes, such as our new F&B apprenticeship initiative, designed specifically for local candidates.

This dual approach ensures that we remain competitive, innovative, and aligned with Dubai Golf’s long-term vision of being a global leader in the golf industry.

Q4: Employee development is key to building a strong, future-ready workforce. How do you plan to use your previous experiences to shape Dubai Golf’s HR strategy? Are there any specific training or leadership development initiatives you are implementing?

Employee development has always been at the core of my HR philosophy, and I believe that investing in our people is the most strategic way to secure our future success.

At Dubai Golf, we are currently implementing two key programmes:

• Leadership Development Programme - Designed for supervisors and first-time managers, equipping them with essential leadership, management, and strategic thinking skills.
• Management Development Programme (MDP) - Conducted in partnership with CMAE, providing intensive training to high-potential employees, helping them grow into senior leadership roles.

These programmes are critical for succession planning, ensuring that we always have future-ready leaders who can adapt to industry changes with confidence.

Q5: What sets Dubai Golf apart as an employer within the international golf industry? Are there any initiatives or policies that contribute to employee satisfaction and retention?

Our culture sets us apart. At Dubai Golf, every team member is referred to as a "colleague," regardless of their role - from the CEO to the junior staff members. This reflects our commitment to equality, respect, and collaboration.

We foster a family-like atmosphere by:

• Encouraging open communication between all levels of the organisation.
• Providing career development opportunities and regular feedback sessions.
• Recognising and rewarding contributions ensuring that employees feel valued.

This holistic approach has led to high engagement levels and long-term retention, making Dubai Golf a top employer in the international golf industry.

Q6: You have a strong presence on LinkedIn. How important is personal branding for HR leaders today, and how do you use your platform to influence discussions around talent, leadership, and workplace culture?

In today’s digital age, personal branding is essential for HR leaders, and I have embraced this fully through my active presence on LinkedIn. I see my LinkedIn platform as a dynamic space where I can share insights and spark meaningful discussions on talent management, leadership development, and workplace culture.

Over the years, I have participated in roundtable discussions, workshops, and seminars, and I regularly post reflections and insights drawn from both my professional journey and current industry trends.

This active engagement not only enhances my personal brand but also positions Dubai Golf as a forward-thinking and innovative employer. Through thoughtful articles, interactive posts, and real-time discussions, I aim to influence and inspire fellow HR professionals and industry leaders, reinforcing our commitment to excellence and continuous improvement.

To find out more about Dubai Golf, please visit: https://www.dubaigolf.com/