How to negotiate the salary you truly deserve in the UAE

Dubai: Salary negotiations rarely start in the meeting room. They begin weeks earlier, when employees take stock of the work they have done and how it has moved the business forward. Nicki Wilson, Executive Director at Genie Recruitment, says the most important step is honest self-reflection. “Employees should take time to reflect deeply on their contributions to the company over the last six months to a year. Ask yourself questions such as: What have I done to drive the success of the business? How have I supported my team’s growth, improved productivity or developed personally?"

She adds that performance reviews should never be reduced to metrics alone. They are moments to discuss growth, aspirations and future direction. “I always encourage my team to prepare in advance, giving them a month and a set of guiding questions. This helps ensure they come to the table ready to talk about their progress, aspirations and how they can add even more value moving forward. You soon know if someone is progressing or cruising from these meetings.”

Benchmarking salaries in the UAE is not always straightforward. Wilson cautions employees against relying too heavily on online salary guides that promise to “calculate” market worth. “Benchmarking your value in the UAE can be challenging because theres no universal formula that applies across all industries or companies,” she says. Compensation structures vary widely based on benefits, commissions, culture and flexibility. The most reliable method remains speaking directly with recruiters who understand niche skills and industry demand. As she puts it, “Comparison is the thief of joy at the end of the day.”

When employees ask for a raise, the way achievements are framed can change the outcome. Wilson says the request must be built around contribution, not entitlement. “Its all in the attitude and delivery. When discussing achievements, focus on the value you’ve created rather than what you think you ‘deserve.’ Demonstrate loyalty, productivity and measurable outcomes.”

Specific examples are far more persuasive than broad claims. She recommends shifting from statements like “I’ve worked hard” to evidence-driven outcomes. “Over the last six months, I’ve increased efficiency by 20%, trained new team members and helped secure two new key clients.”

Employees often undermine themselves by framing the conversation emotionally. Wilson notes that phrases such as “I deserve” or “I need” weaken the argument. Similarly, comparing pay with colleagues rarely leads to constructive dialogue. Instead, she encourages a factual, forward-looking approach: “I’d love to discuss how my contributions can be reflected in my compensation,” or “I’ve taken on additional responsibilities and I’d like to explore how that aligns with the companys pay structure.”

Not every negotiation ends with an immediate yes. Wilson says this should never be interpreted as failure. “Pushback is common and shouldn’t be seen as rejection,” she says. What matters is staying composed and relying on evidence of performance. Employees should also ask open-ended questions that keep the conversation moving. “Is there potential for a salary review later in the year?” or “What would I need to achieve to be considered for an increase?”

She emphasises that a performance review does not guarantee a pay rise, particularly if the company is navigating budget cycles or restructuring. Growth discussions, skill development and future responsibilities are equally important outcomes.

When budgets are tight, employees can explore meaningful alternatives. Flexibility, training, mentorship and wellness initiatives can provide long-term value. Wilson says non-salary benefits often strengthen both performance and morale. She has seen companies introduce initiatives such as professional development workshops or performance-based bonuses even in traditionally non-bonus roles. These can shift mindsets from “fixed pay” to “shared contribution” and foster a stronger sense of belonging.

This is a sensitive area, and Wilson advises caution. She strongly discourages internal salary discussions. Instead, the focus should stay on personal performance and future potential. Employees can acknowledge the recent raise, express appreciation and ask how they can progress further. “Employers have the right to reward based on merit and productivity, and showing patience, loyalty, and continued effort often leads to stronger long term outcomes.”

Wilson encourages early-career professionals to be respectful and realistic. “I see many junior candidates with inflated expectations,” she says. At this stage, learning, exposure and credibility matter more than aggressive negotiation. If the offer is fair and the environment supportive, she advises taking it. “Once you’ve established your worth usually after a minimum six months to one year you’ll be in a much stronger position to negotiate from evidence, not expectation.”