We recently gathered a panel of industry leaders in Dubai to discuss the need for HR transformation in the UAE. Our discussion uncovered an urgent truth: HR needs to evolve, fast.
Moderated by Amy Hayer, Global Communications Partner at Hanson Search, and a specialist talent advisor with over 15 years of experience across four continents, the discussion drew insights from experts across talent, consulting, corporate, and communications.
The panel arrived at the conclusion that evolving HR from an isolated administrative function to a centralised, strategic business partner is crucial for organisational growth in the GCC. And organisations looking to capitalise on this should look to their employee experience first, making use of culture, talent, and technology.
The need to evolve HR in GCC
The UAE, a young but rapidly growing economy, is experiencing significant expansion. With a projected GSP increase of 5% – well above the global economic forecast of 2.8% – organisations in the region are poised for both local and international opportunities.
But, to capitalise on this momentum, they must reimagine the role of HR and put their talent and people strategy at the forefront of their agenda.
Keeping pace with the region’s extraordinary growth trajectory requires attracting and retaining professionals with global experience, cross-cultural competencies, and industry-specific expertise. This means, transforming HR isn’t just desirable—it’s essential.
And we’ve already done part of the work. Since the Covid-19 pandemic, the importance of HR as a centralised function has become increasingly evident. During sustained lockdowns and periods of remote working, HR evolved from being something transactional – a tool there when you need it – to an embedded, strategic operation that touches every part of an organisation and plays a key role in business success.
Applying an always-on approach to employee experience
Attracting and retaining top talent in the UAE is no small feat. The region’s rapid growth brings with it inevitable challenges, including less mature HR functions.
Adding to the challenge is a diverse and dynamic talent landscape in the UAE: workforces comprised of multiple nationalities, generations, and working styles, paired with typically high churn rates. To navigate this talent landscape successfully, organisations need to provide a standout employee experience.
And it’s important to differentiate between employee experience and employee engagement. Often, GCC companies focus on employee engagement – how to capture an employee’s attention on a specific issue or drive participation in a single initiative. But this is an outdated approach.
Engagement is transactional, tied to one-off efforts that fail to account for the broader employee journey. Instead, organisations must shift to prioritising employee experience, which encompasses every touchpoint along the way, from onboarding to hybrid work environments and beyond.
“We can’t understate the importance of a strong employee experience in attracting and retaining talent. Organisations in the region are only just starting to think about employee experience in the way they should be. CEOs must recognise that prioritising employee experience is as critical to business growth as any other strategic initiative—they are intrinsically linked, and one cannot succeed without the other,” explained Alice Weightman, panellist and CEO of Hanson Search.
Prioritising the candidate experience
Improving the employee experience means focusing on every stage of the journey – and it starts with onboarding. The candidate experience is just as critical as any other phase, if not more so, because it sets the tone for everything that follows.
A strong first impression can build confidence and loyalty, while a poor one can lead to early disengagement and attrition. As our panel noted, out of all the people that leave a company, 4% leave because of a bad first day, and 20% leave because of a bad first three months.
“Our process actually isn’t even called onboarding; it’s called integration. Because it’s not so much about how you onboard someone into the business, it’s about how you integrate them fully into it and provide them with the space to succeed,” said Weightman.
For businesses, the takeaway is clear: invest in tools, software, and processes that enable seamless integration. Beyond that, ensure that the promises made during recruitment align with the reality new hires experience. Employees need a “runway” to take off – adequate space, resources, and support to build confidence and deliver results early on –not just an expectation to log on and hit the ground running.
By prioritising the candidate experience, organisations lay the foundation for an employee journey that drives engagement, retention, and long-term success.
Transforming employee experience for changing workforce patterns
The candidate experience is just one part of the employee journey. Equally critical is transforming the experience for employees once they’re integrated.
In the GCC, this is particularly important given the diverse and dynamic nature of the region’s workforce. Organisations now manage a mix of full-time employees, part-time staff, contractors, and increasingly, digital and remote workers. Simultaneously, multiple generations coexist within the same teams, each with unique expectations and needs that shift throughout their career journeys.
To thrive in this environment, organisations must adopt flexible management approaches and bespoke engagement strategies tailored to different employee groups. This means viewing diversity not as a challenge but as a strength to leverage. Initiatives such as reverse mentoring programs and fostering open spaces for feedback are examples of how to turn diversity into a competitive advantage.
A targeted focus on employee experience helps transform HR from a transactional function into a strategic partner that enables the organisation to get the best out of everyone. Technology can support this transformation, but it’s not about chasing shiny new tools. Instead, organisations must evaluate whether their data is accurate, and their current systems are fully optimised before seeking additional solutions. The ultimate goal is to add value at every step of the employee journey. Then, it becomes possible to create a workplace that supports growth and success for all.
Key panel takeaways for GCC organisations
As we move into 2025, GCC organisations face a pivotal moment to transform their HR functions and prioritise employee experience as a cornerstone of sustainable growth. It comes down to three things: talent, culture, and technology.
The first, talent. Retaining talent in a diverse and fast-evolving workforce requires shifting from transactional HR processes to holistic, strategic practices that address every stage of the employee journey.
The second, culture. From creating a seamless candidate experience to embracing tailored approaches for a multi-generational and multicultural workforce, success lies in putting people at the heart of business strategy.
And the third, technology. By leveraging technology thoughtfully, aligning talent strategies with business goals, and fostering an inclusive workplace culture, organisations can transform their HR functions into powerful drivers of long-term success.
To find out how Hanson Search could support your GCC talent strategy, or to discuss HR transformation in the UAE get in touch.
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