Turning insights into action

For employers, this presents both a challenge and a powerful opportunity. Insights from this research also informed a series of discussions, including an industry roundtable that brought together leaders from government entities, private sector organisations and academia, as well as a Youth Circle with young Emirati professionals. Both events served as a platform to disseminate the survey findings, while also discussing and debating how to better support and nurture young Emirati talent.

The conversation with industry peers revealed a shared understanding that attracting and retaining Emirati talent demands a holistic approach, deeply rooted in cultural context and individual well-being. It highlighted that recruitment strategies must extend beyond direct engagement with the individual to respectfully involve the family unit, acknowledging their significant influence. This could involve family-inclusive career events, providing clear information for parents about career paths, or even initiatives like ‘bring your kids to work day’ to familiarise families with the private sector environment. Meanwhile, the discussion with young professionals highlighted a demand for employers whose value propositions align with their priorities for flexibility, purpose, and empowerment. Leading organisations in the UAE are already demonstrating this:

• Purpose-driven work is a competitive advantage. Young Emiratis seek roles where they can make a tangible impact and contribute to the UAE’s national goals. Companies that clearly communicate how their work aligns with national objectives are finding greater success in attracting and motivating talent.

• Empowerment and recognition are key motivators. Beyond just flexibility, young Emiratis seek full responsibility, space to innovate, and recognition for their efforts. This includes creating environments where they are encouraged to speak up, take on challenging roles, and are rewarded for high performance.

• Empathetic and supportive management is crucial. The quality of immediate management directly determines employee experience, with youth consistently highlighting the need for managers who understand individual motivations, provide personalised guidance, and foster an inclusive culture. Many youths shared experiences where a lack of empathetic managers led to disengagement, underscoring the need for significant investment in management development.

• Balanced work models are no longer considered perks but essential practices. Examples include paternity leaves and adaptable core hours, enabling talent from different Emirates to contribute effectively.

• Addressing systemic barriers remains vital. The roundtable acknowledged that while individual companies can do much, issues like pension disparities and the perception of the private sector as a ‘stepping stone’ require collective advocacy and policy-level interventions.

The future of the UAE’s economy is intrinsically linked to the success of its young Emirati talent. By listening to their voices, understanding their evolving priorities, and adapting our strategies accordingly, we can build workplaces that are not only productive and innovative but also deeply fulfilling.

David Henderson

Articles from the author

What Emirati youth want from work and why it matters