Young Emiratis are calling for a fundamental rethink of how employers attract and develop national talent, placing work-life balance, workplace culture and long-term growth ahead of traditional incentives, according to a new white paper released by Al-Futtaim.
The paper, produced in partnership with the American University in Dubai, KPMG Middle East and G42, is based on a survey of more than 500 Emiratis aged 18 to 25 and signals a shift away from quota-driven Emiratisation towards what it describes as a quality-based approach to talent development.
More than half of respondents, 53 per cent, said work-life balance was a critical factor when choosing an employer, while 51 per cent pointed to the importance of a positive and supportive work environment.
Family influence remains strong, with 46 per cent citing parents and relatives as the primary drivers of their career decisions, reflecting the cultural context shaping employment choices.
Key findings of the report: Opportunities and challenges
The findings show that young Emiratis define a strong workplace less by hierarchy and more by culture. About 82 per cent said creativity and innovation mattered to them, while 81 per cent prioritised personal growth and ethical values.
Teamwork was highlighted by 79 per cent of respondents. The paper argues that strong leadership, open communication and collaboration are central to making young nationals feel valued and motivated.
At the same time, the survey points to structural barriers holding many back. Competition for entry-level roles was cited by 33 per cent of respondents, while 28 per cent pointed to a lack of experience.
Limited access to training, at 23 per cent, and mentorship, at 21 per cent, were also flagged as key obstacles.
A skills gap is emerging alongside growing awareness of technology. While 42 per cent of respondents said they were actively thinking about the impact of artificial intelligence on their careers, only 33 per cent identified data literacy as a success factor, suggesting a disconnect between awareness and practical capability.
Pensions remain another sticking point in encouraging private sector participation. More than half of those surveyed said pension benefits were very important when selecting an employer, yet 48 per cent viewed government schemes as significantly more attractive than private sector alternatives.
The paper also notes that 36 per cent of young Emiratis are open to working abroad, raising concerns about talent retention if domestic opportunities are not made more competitive.
Emirati youth have a clear vision
“This generation of young Emiratis is actively shaping the future of work with a clear vision of what they seek,” said Mira Al Futtaim, chairwoman of Emiratisation at Al-Futtaim and chief future education officer at Al-Futtaim Education Foundation. “They are digitally native and globally aware, but they face real hurdles, from intense competition for entry-level roles to gaps in practical skills. This white paper is a roadmap for aligning efforts across sectors to unlock their potential.”
The report sets out recommendations for government, industry and academia, drawn from industry roundtables and youth discussions. These include shifting Emiratisation frameworks from quantity to quality, harmonising pension systems, embedding early industry exposure in education, empowering managers as talent developers and investing in visible national role models. It also highlights UAE-based case studies already working to address these gaps.
“Educators equip Emirati youth with the skills, mindset and adaptability needed to thrive in a complex world,” said Dr Kyle Long, president of the American University in Dubai. “By fostering curiosity and critical thinking, they enable the next generation to drive innovation across the UAE’s economy.”
Marketa Simkova, partner and head of people at KPMG Middle East, said the findings were a clear signal for organisations to rethink talent strategies. “Effective approaches today must go beyond traditional HR and focus on well-being, purpose and continuous development to build a resilient and engaged Emirati workforce,” she said.
Maymee Kurian, group chief human capital and culture officer at G42, said preparing young nationals for an AI-driven economy was now essential. “Equipping Emirati youth with future-ready skills and fostering a culture of innovation is imperative if they are to lead the digital economy,” she said.
The paper concludes that attracting and retaining Emirati talent will require employers to prioritise holistic wellbeing, meaningful work aligned with national goals, and structured experiential learning, alongside advocating for systemic reforms such as pension harmonisation. Without that shift, it warns, the gap between aspiration and opportunity is likely to widen.
