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UAE jobs: Should companies hire Emiratis for top management positions?

When it comes to nationalisation, inclusive decision-making ensures that a company not only thrives locally but resonates with the national identity

Question: With nationalisation quotas being set across the GCC, what opportunities will this bring to the private sector?

Answer: When it comes to the composition of a company's workforce, there's a spectrum of opinion. I've listened to various heated debates — one side championed by a local director adamant that only Emiratis should occupy every top-tier role, fuelling the nation’s ambitions from within. On the flip side, there's the pragmatism of expat leaders who, facing the music of nationalisation policies, would rather pay the fines.

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As an HR geek, I often see nationalisation looked at through a rather narrow lens. While drafting the diversity and inclusion programme with the CIPD, we constantly mulled over its true essence. It’s not a puzzle, really. It is about having a workforce that represents the communities we serve.

If a company sets up shop regionally, it’s a given they’re eyeing a slice of the local market. Now, let’s say if their customer base is largely made up of Saudi nationals, and decision-makers don't reflect this demographic, it's a missed opportunity. When it comes to nationalisation, inclusive decision-making ensures that the company not only thrives locally but resonates with the national identity, crafting a corporate narrative that's wholly representative and resonant — otherwise, the narrative is incomplete.

McKinsey research shows that diversity increases profitability. Envisage a tech company geared up to roll out the hottest new app for Gen Z — that vibrant cohort who are digital natives, practically born with smartphones in hand. Now, here's the catch: the development team is a group of industry leaders who were around when floppy disks were all the rage. It's like asking a classic rock band to compose the next big K-Pop hit. They might have the chops for melody and rhythm, but can they truly capture the essence of a genre that’s not their own? That's the kind of gap we're talking about — making inclusive decisions about the communities you serve isn’t just a nice-to-have, nor is it about ticking off quotas — it’s an actual business imperative!

The 'We the UAE 2031' refers to both 'national talents and capabilities' and 'global talent’ to translate the vision of President Sheikh Mohamed into a tangible reality. The goal isn't to have just local talents or global stars but to create a league where both play, bringing their strengths to the pitch. It's about creating a game plan where Emirati insight and international expertise play together.

So, when the private sector in the GCC considers nationalisation, it's less about whether it's a help or hindrance. It's about synergising the local heartbeat with global pulse that brings out the best in every player, recognising that each has a part in driving towards the goal — a victory in a competitive marketplace.

The goal isn’t just to play the game; it’s to change how the game is played — innovating not just for a season but for generations, building a legacy where diversity is the strength, not the obstacle.

Roujin Ghamsari is an accomplished HR practitioner and fellow of the CIPD, a professional body for HR and people development. Named among the 'Most Influential HR Practitioners 2023', she excels at collaborating with C-Suite leadership to craft and implement robust people plans, enabling organisations to deliver their strategic objectives.

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