Aqaba —The signing of employment contracts by 470 young men and women from Aqaba with private-sector companies was more than the conclusion of a training initiative. It demonstrated the city’s ability to turn its investment activity into employment opportunities for its residents when companies’ needs are matched with job seekers’ skills, and when partnerships between public institutions and businesses develop into an actual pathway to employment rather than remaining limited to meetings and understandings.
اضافة اعلان
In a city where tourism, logistics, commercial and industrial activities converge, and where its ports and related services give it a distinctive economic position, the employment landscape extends beyond a single sector or profession. This diversity underscores the importance of preparing young people to enter a labor market with varied needs, capable of absorbing different specializations when relevant authorities accurately assess demand and direct training accordingly.
The “From Opportunity to Employment” initiative, organized by the Aqaba Special Economic Zone Authority, is significant because it represents a shift from general discussions about employment opportunities to a documented outcome through actual contracts. Beneficiaries signed contracts with 23 private-sector companies and institutions following nearly three months of training, qualification and coordination between job seekers and participating companies.
Chairman of the Board of Commissioners Shadi Ramzi Al-Majali said the contracts represent a tangible outcome of an effective partnership with participating companies, stressing that building employment pathways around real market needs leads to direct and measurable job opportunities. The experience demonstrates that training becomes more effective when trainees know from the outset which skills are required and what professional environment they are preparing to enter.
He added that the initiative began by identifying companies’ needs, then moved to matching skills with training, and ultimately concluded with direct employment contracts. This sequence gives the experience its practical value, as it makes the available job the starting point for designing training, rather than developing general programs and later searching for institutions capable of employing their graduates.
Al-Majali called on young people to continue developing their skills, stressing that an opportunity becomes more valuable when combined with skill, determination and hard work. He said this reflects the nature of a labor market that does not stop at obtaining a job but requires continuous development, particularly in sectors where work tools, service standards and management and operational methods continue to evolve.
Expanding and developing the experience
The initiative’s 470 contracts demonstrate that coordination between the authority and the private sector can create an organized pathway into the labor market. The participation of 23 companies and institutions also indicates that the partnership does not depend on a single employer but involves a group of businesses whose participation can provide a foundation for expanding the experience and developing its tools.
This approach is consistent with Aqaba’s profile as a city of major projects and diverse economic activities. Employment opportunities are not limited to direct jobs within establishments but extend, by virtue of the nature of the economy, to supporting services, supply, transportation, maintenance, operations and hospitality, opening opportunities for both workers and small-business owners.
This message carries a shared responsibility. Public institutions can organize, coordinate and oversee training, while employers identify the required skills and provide employment opportunities. Beneficiaries, meanwhile, are responsible for developing their capabilities and meeting professional requirements. When these roles are integrated, training becomes more closely connected to practical application, and recruitment becomes less dependent on chance and individual effort.
Osama Abu Taleb, general manager of The Captain Hotel, said: “What we need is a young person who knows the requirements of the job before starting. Prior coordination on the required skills makes interviews more effective and gives both sides a better opportunity to build a stable working relationship.”
He added: “When training meets our actual needs, we can view an applicant as a potential employee capable of developing, rather than someone who needs to start from scratch. Expanding communication with the relevant authorities also helps us reach local talent that can contribute to the growth and continuity of our businesses.”
For young people, moving from searching for an opportunity to signing a contract changes the nature of their relationship with the labor market. Instead of waiting for a suitable vacancy or repeatedly submitting applications without a clear understanding of the requirements, job seekers become part of a pathway in which they know what they need to learn, how to prepare and what employers expect from them.
Young man Mohammad Atallah said: “I was looking for a job without always knowing where the right opportunity for my skills was. But having a pathway that begins with training and ends with a contract makes the process clearer and gives me the feeling that the effort I am making is connected to a professional goal that can be achieved.”
He added: “The contract is a beginning, not an end, because keeping a job requires commitment and continuous learning. What I want is to prove my abilities and gain experience that opens the way for me to advance. A first job gives me an opportunity to understand the market and build confidence in myself, and helps me move from waiting for opportunities to being better prepared for them.”
Understanding the career path
Young woman Ghadeer Al-Tarawneh said: “When the requirements of a job are clear, training becomes more closely connected to what I will actually be doing. This gives me greater confidence when entering the workplace. Having coordination between the supervising authority and the company also helps me understand the career path I am preparing to begin.”
Human development expert Dr. Akram Al-Awad said the experience provides an opportunity to develop a more precise understanding of companies’ needs.
Relevant authorities can benefit from the communication that accompanied the initiative to identify recurring skills requirements and vacancies that are difficult to fill, then direct training toward them. This would improve the efficiency of resources and make training programs more closely connected to Aqaba’s existing economic activity.
Al-Awad said expanding employment pathways can complement efforts to encourage small businesses linked to services needed by the city, without assuming that self-employment is a suitable alternative for every job seeker. Aqaba needs qualified employees as well as entrepreneurs capable of identifying demand, with each pathway having its own tools, requirements and risks that should be addressed realistically.
According to Al-Awad, this means that describing Aqaba as a city with broad opportunities is grounded in the diversity of its economy and its ability to generate evolving needs. However, it requires continuous institutional work to turn this potential into clear pathways into employment. A major project does not create a local impact simply by existing; its impact is realized when its needs are connected to the community’s skills, services and ability to participate.
Resource: Al-Ghad. Reporting: Ahmad Al-Rawashdeh
