MENA’s nationalisation agenda: shifting the dial with targeted learning and development programmes

With an ambitious trajectory for economic development – as detailed in a recent ten-year government plan – the United Arab Emirates (UAE) is looking to accelerate its approach to upskilling the national workforce.  

The nationalisation agenda quotas are designed to incentivise the recruitment of Emiratis in an expatriate-heavy employment ecosystem are already showing encouraging results. That said, in the private sector at least, Emiratis only account for around four percent of the workforce – still some distance from 2027’s ten-percent target. 

Overcoming the barriers to progress 

The nationalisation agenda isn’t unique to UAE; it has become a central area of focus across the MENA region. However, a prerequisite to success, in the medium and long term, is the availability of a skilled local workforce capable of contributing positively to key sectors of the economy.  

In reality, persistent skills gaps and talent shortages are negatively impacting national initiatives. A recent PwC UAE-based survey found that half the companies questioned felt they suffered from skills shortages in at least one area, with 90 percent struggling to find suitable candidates to plug these gaps. These skills gaps are further exacerbated by the speed of global innovation – digital technologies, including AI, are transforming the workplace at pace, making digital competency a fundamental, non-negotiable component of every professional role. 

The context in which these digital advancements are unfolding is presenting additional challenges. COVID-19 simultaneously enhanced the scale and accelerated the speed of workforce transformation by driving the demand for online services, at the same time normalising remote and hybrid working patterns – a trend that stubbornly refused to recede even as the pandemic retreated. Nor did everyone return to work as the threat of COVID receded; according to a McKinsey survey, as many as 17 percent of respondents took a permanent occupational sabbatical.  

The inexorable creep of automation is also changing the face of the labour market – a shift that is likely to displace or disrupt hundreds of millions of workers by the end of this decade. The size and scale of the effort required to close the gap between the skills that exist today and those that will define tomorrow’s workforce – including technological, social and higher-level cognitive skills – can’t be overestimated. 

How L&D programmes can help close the skills gap 

MENA’s nationalisation agenda places a strong emphasis on skills development to empower its local workforce and enhance their contribution to key sectors of the economy. If companies want to meet government employment targets, they’ll need to map out a comprehensive upskilling/reskilling strategy designed to support employees as they navigate an uncertain future. 

Some of organisations’ key L&D priorities will be: 

Delivering industry-specific focus 

Naturally, there is likely to be a varying skills-focus for different sectors, with tailored training programmes designed in collaboration with industry leaders to address specific skill gaps in key sectors. These programmes should be designed to provide practical, hands-on experience that’s closely aligned with the evolving needs of industries such as technology, healthcare, and finance. 

For instance, Dubai’s healthcare sector has become a world leader in medical excellence and innovation which, in turn, has created a strategic imperative for more finely tuned talent-acquisition and management strategies to support this growth. 

Offering experiential learning opportunities 

Whatever the sector, organisations will benefit by offering internship programmes that provide real-life insights to participants, fostering a seamless transition from education to the workplace. These experiences can help more effectively equip young nationals for future careers, while benefiting businesses by establishing a sustainable and more diverse talent pipeline. 

Creating opportunities that allow young people to enter the workforce with the right skills is essential. According to World Bank data, almost a third (28 percent) of the MENA region’s population is aged between fifteen and twenty-nine – that’s more than 100 million people currently transitioning to adulthood and looking to make their mark in the workplace.  

Developing all-important soft skills 

It will take more than a firm grasp of sector-specific knowledge to navigate a rapidly changing professional landscape, though. So-called soft skills, such as communication, problem-solving, and critical thinking, will not only enhance the overall employability of MENA nationals but will underpin future career development. A PwC survey from 2023 showed that leadership skills were thought to be a key priority for more than half (56 percent) the respondents.  

In the MENA region, developing an appreciation of cultural nuances is particularly important and it’s here that creative, collaborative and empathetic qualities become key differentiators. Improving employees’ emotional intelligence is likely to be a key factor in unlocking the productivity gains that are crucial to sustainable growth in a climate of ambiguity. 

Looking to the future 

Pursuing an effective nationalisation/Emiratisation strategy isn’t without its challenges for employers and requires a significant and committed investment in L&D. However, it offers the opportunity for MENA-based businesses to unlock the local potential that will lift employment rates, revitalise economic growth, and ensure long-term prosperity.