Artificial intelligence (AI) is no longer a futuristic promise in recruitment. The technology is already embedded in hiring workflows, delivering measurable improvements in speed, efficiency, and decision-making. In fact, 70 per cent of talent acquisition leaders say that using AI in hiring improves efficiency.

But efficiency is only part of the story. As organisations navigate tighter labor markets, evolving skill demands, and heightened candidate expectations, AI is increasingly being positioned not as a replacement for human recruiters, but as a tool that enhances the hiring experience for both employers and talent.

Read more-From Dubai to Riyadh: Could AI be your next workplace colleague?

Tools such as chatbots, intelligent applicant tracking systems (ATS), and AI-powered screening platforms are reshaping how organisations engage with candidates. When deployed effectively, these technologies can paradoxically make the hiring process feel more personal, timely, and human.

“I heard a lot of talk early on about how we can either provide human, high-touch experiences, or we can use technology and AI more. But it’s not binary like that,” says David Ellis, senior vice president, Talent Transformation at Korn Ferry.

Forecasting skills in a rapidly changing workforce

One of the most complex challenges facing employers today is predicting which skills their organisations will need in the future. While AI is not a crystal ball, it can analyse historical hiring data, industry shifts, and business growth patterns to surface insights that would be difficult for humans to identify on their own.

“Skills and hiring needs are evolving so rapidly that no tool has all the answers, and probably never will,” says Tanyth Lloyd, global vice president, Technology & Transformation at Korn Ferry. “But what AI can do is help identify the core skills that will always be relevant, like curiosity, learning agility, and resilience.”

In this way, AI is increasingly being used as a decision-support tool rather than a decision-maker, helping organisations stay ahead of workforce trends while still relying on human judgment for final hiring decisions.

AI and job ad creation gain momentum

One area where AI has delivered immediate and tangible value is job ad creation. AI-powered tools can generate draft job descriptions in seconds, offering recruiters a strong starting point that can be quickly refined.

“You can iterate really quickly instead of having to write and rewrite,” Lloyd says.

Beyond speed, AI-assisted job ad tools are also helping organisations improve inclusivity and clarity. These platforms can scan job descriptions for biased or gendered language and suggest alternatives that are more accessible to a broader and more diverse talent pool.

The move toward skills-based hiring is another AI-driven shift reshaping recruitment strategies. By focusing on core competencies rather than rigid job histories, organisations are widening their candidate pipelines and improving alignment between job postings and actual hiring needs.

The result is a higher volume of relevant applicants from diverse backgrounds, and job ads that more accurately reflect the skills required for success.

From keywords to intelligence: Recruitment evolution in the GCC

Across the UAE and wider GCC, recruitment practices have evolved significantly as organisations transition from traditional keyword-based ATS platforms to AI-driven decision-support tools.

“Yes, it has evolved a lot. However, it’s a bit of a long-term investment,” says Nikhil Nanda, director at Innovations Global. “It is based a lot more on machine learning, so a lot of accuracy depends on the type of AI tool one is using. Keywords was a lot simpler and predictable since it is purely a matching tool.”

Unlike keyword-based systems, AI-powered platforms learn over time, improving accuracy as they process more data. While this requires patience and early investment, organisations that adopt these tools sooner stand to gain long-term advantages.

Early adopters see measurable gains

Technology companies and large conglomerates in the GCC have emerged as early adopters of intelligent ATS platforms. According to Nanda, the benefits of early adoption become increasingly clear over time.

“The benefit is in training your AI early which will result in faster and more accurate results as time goes by,” he says. “This can be measured by judging the time taken to deliver and the total number of interviews required per hiring.”

As AI models mature, recruiters are able to reduce manual screening, accelerate shortlisting, and focus their efforts on higher-value activities such as candidate engagement and final assessment.

Why healthcare, finance, and tech lead the way

Sectors such as healthcare, finance, and technology have been at the forefront of AI-driven recruitment adoption in the GCC. These industries often require highly specialised skill sets, where small technical and behavioral nuances can have a significant impact on performance.

“These industries are slightly more technical and micro components within the candidate experience and personality have much larger effects,” Nanda says. “Keyword search were never enough as a recruiter was always involved in the next step for these industries to find the ideal match.”

AI enables recruiters to assess smaller technical aspects more effectively, reducing the time spent on sourcing and allowing recruiters to focus on evaluating technical depth and cultural alignment. Other industries, Nanda notes, can learn from this approach by adopting AI tools earlier in the hiring process and feeding them richer data to accelerate learning.

Barriers to adoption remain

Despite growing momentum, some organisations across the GCC continue to rely on traditional recruitment models. According to Nanda, this is not necessarily a disadvantage for all employers.

“Traditional recruitment still works fine for companies that don’t require a combination of large volume or highly technical recruiters,” he says.

AI adoption represents a long-term investment, particularly for organizations involved in large-scale hiring or extensive technical training. For smaller employers, the institutional knowledge of experienced recruiters can still deliver strong hiring outcomes.

“The internal company knowledge that their current recruiters already have is invaluable,” Nanda adds.

Human judgment remains central

While AI continues to enhance efficiency and accuracy, industry leaders stress that it cannot replace human judgment, particularly in relationship-driven markets.

“Across the UAE and wider GCC, AI-enhanced ATS platforms have significantly improved hiring efficiency, especially for mid-to-senior-level roles in competitive hubs like Dubai, Riyadh, and Doha,” says Vikas Panchal, general manager MENA, Tally Solutions.

“They enable faster screening, stronger shortlisting accuracy, and a more data-driven approach to matching talent with business needs,” he says. “But while AI can analyse behavioural cues and patterns, assessing soft skills, leadership potential, and cultural fit still requires meaningful human judgement.”

Looking ahead, Panchal expects AI to reshape talent acquisition by enhancing speed, fairness, and predictive insights, while leaving the human element firmly in place. He also emphasises the importance of ethical considerations, including bias mitigation, data privacy, and transparent decision-making, to ensure AI adoption aligns with regional values and regulatory expectations.

Hum(AI)n Assets is emerging at a pivotal moment for the global creative sector, where brands and creators are under pressure to produce high-quality content at unprecedented speed. The UAE-based company, founded by former Everdome CEO Jeremy Lopez, is building what he describes as “a creative engine that removes the friction between imagination and execution.” By merging AI-driven scalability with human-led storytelling, the company is positioning itself as a new kind of creative infrastructure for an industry being reshaped by artificial intelligence.

For Lopez, Hum(AI)n Assets is not just another AI-content shop. It represents a structural rethinking of how creative work gets done. “Traditional studios excel at their craft but often move at a different pace. AI-content studios can generate volume but sometimes lack the refinement that makes content truly work,” he says. “We are building out the middle ground.”

This middle ground is built on a simple premise: AI is a tool, not a replacement. As Lopez puts it, “We know when to use AI, and when to go old school.” That pragmatism underpins Hum(AI)n Assets’ value proposition to brands and creators who increasingly need speed without compromising substance.

From the metaverse to real-world utility

Lopez’s move from leading a metaverse venture to building an AI-driven creative infrastructure might seem like a pivot, but he sees it as an evolution shaped by hard-won experience. At Everdome, the team created “hyper-realistic virtual worlds that were technically brilliant and visually stunning,” yet the market wasn’t ready for mass adoption.

The takeaway, he says, was clear: futuristic bets need present-day utility. “The lesson wasn’t ‘don’t be ambitious.’ It was: plan and future proof for coming tech adoption, but be sure to build on today’s technology for today’s needs.” Unlike most agencies experimenting with AI plugins or bolt-on tools, Hum(AI)n Assets is re-engineering the workflow itself. That means understanding precisely where AI accelerates value and where human judgment determines quality.

AI contributes in three areas: speed, variation and raw material generation. But humans, Lopez stresses, lead on the parts that shape outcomes. “AI can’t tell you which shot captures the energy of an event. It can’t write copy that understands cultural nuance.”

Solving the real gap in the market: execution

As organisations race to adopt AI, many assume the technology itself is the solution. Lopez argues the opposite. “The gap in the market is execution, not technology,” he says. Most agencies still operate in legacy production cycles built for pre-AI workflows, which creates cost and speed inefficiencies that brands can no longer afford.

Hum(AI)n Assets’ approach is built around an end-to-end system that feeds AI “exactly what it needs to function—the right inputs, the right context, the right constraints.” This foundation is being shaped by a continuously learning infrastructure: every brief, edit and decision is fed into the company’s internal Agentic Asset Prediction Model, or AAPM.

Described by Lopez as “the beating heart of our platform,” the AAPM assigns tasks, manages velocity and optimises workflows as the system grows. Rather than promising fully autonomous production, Hum(AI)n Assets is building a model that evolves with human use—a future-proof asset for creators, enterprises and investors.

Lopez’s Web3 background also informs a distinct approach to community and payments. While Hum(AI)n Assets is not a Web3-native company, it has a dedicated sub-brand, Hum(AI)n Web3, built to serve blockchain projects and introduce optional token-based incentives.

He emphasises that participation is optional: “You don’t need to engage with Web3 or tokens to work with us.” Instead, blockchain offers speed, transparency and community engagement where relevant. “Token holders become advocates, testers, and community builders because they have a vested interest in the platform’s success.”

UAE as the launchpad

The company’s decision to base operations in the UAE is strategic. Lopez notes that the country’s regulatory clarity and government-backed AI agenda create a rare innovation environment. “The UAE is taking huge steps to become the Silicon Valley of AI,” he says. That translates into early-adopter clients, faster regulatory approvals, and a talent ecosystem comfortable experimenting with emerging technologies.

Hum(AI)n Assets challenges the idea that human involvement must reduce speed. Lopez believes speed comes from intelligent workflow design, not automation alone. “We don’t have humans reviewing every AI output just to check a box,” he says. Instead, they focus on the decision points that matter: brand alignment, emotional impact, strategic direction.

This is not “human-in-the-loop” as a slogan but as a genuine design philosophy. “The speed comes from removing unnecessary steps, not from removing human judgment,” he says.

The next two years: creative infrastructure at scale

Lopez envisions Hum(AI)n Assets becoming the default creative infrastructure for companies that need to move fast. That includes brands, agencies and emerging tech firms who want to integrate AI efficiently rather than reactively.

Looking at the industry broadly, he predicts a three-tier structure: premium human-only studios, AI-only volume producers, and hybrid systems like Hum(AI)n Assets that combine “speed and soul.”

His ultimate take is clear: “The future isn’t human vs. AI. It’s about humans with AI competing against humans without AI. And I know which side I’d bet on.”

Few topics have been as pervasive, or as polarising, as AI. Today, AI-related companies make up 40 per cent of the S&P 500.

As capital floods in and valuations climb, investors are torn between excitement and caution: Is this the beginning of lasting change, or a bubble in the making? It’s a fair concern and a risk we’re monitoring closely. For now, though, we do not see clear signs of a bubble. AI is not just lifting stock prices, it’s becoming a key engine of the US economy and a foundational driver of long-term productivity. To put it in perspective, AI-related investment has contributed more to US real economic growth than consumer spending in 2025.

Combined with strong earnings and solid forward-looking expectations for companies across the AI value chain, the current boom appears to be driven by genuine enthusiasm, not unchecked exuberance.

Tracking AI metrics

Of course, vigilance is warranted. How will we know if the boom is about to become a bust? We’re tracking several key metrics:

• AI adoption: There’s still plenty of room for growth. US adoption is up 60 per cent over the past year, but fewer than 10% of U.S. companies are actively using AI in production. The AI adoption cycle is just getting underway, and we anticipate the greatest productivity gains will materialise as AI moves beyond early adopters.
• Power and performance: The computing power needed to train cutting-edge AI models is rising exponentially, with performance gains accelerating on both sides of the Pacific. If future breakthroughs demand less power, it could disrupt market leaders who have invested heavily in infrastructure. Still, we believe that broader participation and improved efficiency will ultimately fuel wider adoption and drive long-term productivity.
• Capital runway: It’s reassuring that major hyperscalers have more profits than debt, and most hold surplus cash, but we will be watching for signs that credit is building. Broadly, capex also remains low compared to past overbuilding cycles (such as telecom before the dotcom crash or energy during the shale boom), and power and infrastructure constraints act as a natural check on spending — while also creating opportunities for the “picks and shovels” of the AI supply chain.
• Valuations & sentiment: Over the past three years, publicly traded AI stocks have actually seen their valuations (measured by forward P/E multiples) decline, while earnings per share estimates have more than doubled. That said, recent IPO performance suggests some signs of froth may be building, but we’re not seeing levels that warrant real concern yet.

While the rapid pace of spending may moderate from here, and pockets of exuberance may form, we don’t think the focus on AI is a fleeting trend. For instance, J.P. Morgan Asset Management’s 2026 Long-Term Capital Market Assumptions postulated that technology adoption, especially AI, is helping governments and corporations alike offset demographic headwinds and labour constraints. In other cases, AI is increasingly becoming a matter of national security. Altogether, we anticipate that the benefits will accrue beyond tech and broaden across the economy.

Where should investors find value? So far, public investors have mostly benefited from the infrastructure boom — semiconductors and cloud leaders have led the charge. However, the next wave of value creation may be with application and platform companies, many of which could remain private for years.

With firms staying private longer, investors should pay attention: the most significant AI breakthroughs are likely still on the horizon. Today, the median tech IPO happens when a company is 14 years old and pulling in $220m in revenue. Back in the 1990s, the average tech firm went public at just eight years old, with revenues of $44m in today’s terms.

As new opportunities come to the fore, they will likely require strategic capital to support long R&D cycles and scale adoption, making private market investors a natural stage for this stage of growth.

Strong momentum

To us, the momentum behind AI looks both strong and well-supported. While history shows markets can sometimes run ahead of technological progress, and this cycle could eventually be no exception, we don’t see bubble trouble for now. Provided that profitability and efficiency remain intact, the AI boom is shaping up to be a lasting engine of growth rather than a transient bubble.

As AI platforms and applications evolve, we see compelling opportunities emerging across the AI value chain, across sectors, and in both private and public markets.

The writer is a global investment strategist for J.P. Morgan Private Bank.

Read: UAE AI market to reach Dh170bn by 2030; MENA sector surges to Dh610bn

Each year, our Discovery Series gives us space to reflect on the people who serve in critical but unsung roles in the UAE economy. This year, we felt a mix of pride and concern.

Pride in the women who continue to step forward in the financial services sector, a sector that is central to the country’s economic ambitions. However, a concern is that, in the roles that protect organisations from risk and uphold integrity, women are still not represented in the way the UAE deserves.

Women leaders on boards

The study covered 73 listed financial institutions. Women now hold 15.8 per cent of listed board seats in those institutions, which signals real progress and is a greater proportion than the country as a whole (14 per cent). However, eight companies still have no female board members at all, and the picture changes even more sharply when we look at the specialist roles that act as a safeguard against instability. Only three identified chief risk officers are women, and only six women serve as heads of internal audit. These functions are critical to how institutions maintain clarity under pressure and respond to uncertainty.

The financial services industry is a cornerstone of the UAE’s economic diversification strategy. Contributing over 13 per cent to GDP, it underpins the nation’s shift from oil dependency towards a knowledge-driven economy. Anchored by hubs like DIFC and ADGM, the sector attracts global investment, fosters fintech innovation, and strengthens governance. Its role extends beyond banking to include insurance, asset management, and Islamic finance, supporting SMEs and sustainable growth. By enabling capital flows and risk management, financial services drive resilience and competitiveness, positioning the UAE as a leading regional hub and advancing national visions such as “We the UAE 2031” and Centennial 2071.

Given the sector’s criticality to the UAE, these gaps matter even more. Emiratisation targets require banks to reach 45 per cent Emirati representation and insurers 30 per cent by the end of next year. At present, less than 10 per cent of critical specialist roles have traditionally been held by UAE nationals. The opportunity is clear. Seventy per cent of UAE nationals in the private sector are women, indicating the country already has a strong, capable talent base to support these functions.

Progress does not happen by chance

During our interviews with senior women across banks, insurers and investment firms, we heard stories of determination, encouragement and responsibility. Many spoke about leaders who had given them confidence, and about the pride they feel when they can open doors for the next generation. Their reflections made one thing clear. Progress does not happen by chance. It happens when someone is willing to trust a talented woman with a role that carries weight.

The UAE is building a knowledge-driven economy that relies on strong governance. For financial services to support that ambition, women, including Emirati women, need to be visible in risk and audit roles. These roles influence judgement, culture and long-term stability.

The talent exists. The ambition exists. Now we must place more women in the positions that define organisational resilience. The sector, and the country, will be stronger for it.

Read: 44 women leaders share advice to power your success

Dana Alyazeedi is a partner, Business Risk Services at Grant Thornton UAE and Professor Dame Heather McGregor is the provost and vice principal of Heriot-Watt University Dubai.

The UAE is preparing for a sustained spell of unstable weather as forecasts from the National Center of Meteorology (NCM) point to rainfall, strong winds, reduced visibility and rough sea conditions across several parts of the country in the coming days.

The evolving weather pattern is already affecting parts of the country, with heavy to moderate rainfall reported across areas of Fujairah earlier this week, and additional rainfall and wind activity expected to extend into coastal, northern and eastern regions.

Read more-UAE braces for rain, strong winds: Here’s what to expect this week

The National Centre of Meteorology (NCM) has forecast partially cloudy to occasionally cloudy conditions, with the formation of convective clouds accompanied by rainfall over the islands and extending into parts of the coastal, northern and eastern regions.

In a statement, the NCM said winds will be moderate to active, becoming strong at times, raising dust and sand and leading to reduced horizontal visibility. Winds are expected to blow from southeasterly to northeasterly directions at speeds ranging between 15 and 30 km/hr, with gusts reaching up to 50 km/hr at times, according to a WAM report.

Sea conditions are forecast to remain moderate in the Arabian Gulf, becoming rough at times, while the Sea of Oman will experience light to moderate waves.

Fujairah sees heavy rainfall and valley runoff

Weather impacts have already been felt on the ground, particularly in the emirate of Fujairah and surrounding areas, which witnessed scattered rainfall on Monday, December 15. Rainfall ranged from heavy to moderate and affected areas including Murbah, Masafi, Al Farfar and central Fujairah city.

The rainfall was accompanied by a noticeable drop in temperatures, as the country continues to be influenced by an active low-pressure system. Heavy rain led to runoff in several valleys and mountain streams in mountainous areas, creating striking natural scenery but also raising safety concerns.

Authorities urged motorists to exercise caution and avoid valley crossings to ensure public safety. Emergency teams from the Fujairah Government remain on standby, closely monitoring weather conditions and responding swiftly to reports in order to maintain traffic flow and minimise potential impacts associated with the rainfall.

Unstable weather pattern expected to persist through Saturday

Looking ahead, the National Center of Meteorology has forecast a broader period of unstable weather across the UAE starting Wednesday and continuing through Saturday, bringing rainfall, strong winds, reduced visibility and rough sea conditions to multiple areas.

According to the NCM, Wednesday, December 17, will see partly cloudy to cloudy skies, with a chance of rainfall over the islands and some coastal and northern regions. Winds will remain moderate to fresh from the southeast to northeast, strengthening at times and causing blowing dust and sand, which may further reduce horizontal visibility. Wind speeds are expected to range from 15 to 30 km/hr, with gusts reaching up to 50 km/hr. Sea conditions are forecast to be moderate to rough in the Arabian Gulf, while the Oman Sea will remain slight to moderate.

Stronger winds and rougher seas forecast later in the week

Weather conditions are expected to intensify on Thursday, December 18, as convective cloud formations develop across scattered parts of the country, bringing rainfall. Winds will shift from southeasterly to northwesterly and remain moderate to fresh, becoming strong at times, particularly near cloud activity. These conditions are likely to result in blowing dust and sand and further deterioration in visibility. Wind speeds are forecast between 15 and 35 km/hr, with gusts of up to 55 km/hr.

By Friday, December 19, unstable conditions are expected to persist, accompanied by a significant drop in temperatures. Rainfall is forecast over scattered areas, with skies remaining partly cloudy to cloudy. Winds are expected to shift between northwesterly and southwesterly directions and may strengthen further, potentially reaching 60 km/hr, causing dust and sand storms and poor visibility in some locations.

Sea conditions are forecast to become rough in the Arabian Gulf and moderate to rough in the Oman Sea.

Conditions are expected to gradually improve on Saturday, December 20, although partly cloudy to cloudy skies will remain. The NCM has indicated a continued chance of convective cloud formation and rainfall, particularly over northern and eastern regions, with winds remaining moderate to fresh and becoming strong at times over the sea.

Authorities have advised residents, motorists and sea-goers to exercise caution during periods of strong winds, reduced visibility and rough seas, and to remain updated with official weather alerts issued by the National Center of Meteorology.