Emirati Youth Seek Balance and Purpose Over Perks: Insights from the Al-Futtaim White Paper
The landscape of employment in the UAE is undergoing a notable evolution, particularly among the youth. A recent white paper by Al-Futtaim, crafted in collaboration with the American University in Dubai, KPMG Middle East, and G42, highlights these shifting dynamics. Based on a survey of over 500 Emiratis aged 18 to 25, the paper reveals that young Emiratis prioritize work-life balance, workplace culture, and long-term growth over traditional job incentives.
Work-Life Balance: A Priority for Young Professionals
A striking 53% of respondents emphasized that work-life balance is a crucial factor when considering potential employers. This shift indicates that young Emiratis are not merely chasing financial gains but are instead seeking environments that allow them to balance their personal and professional lives. Furthermore, 51% pointed to the importance of a positive and supportive workplace, reflecting a broader desire for a healthy office culture that promotes well-being over mere productivity.
Influence of Family Values
Cultural norms significantly shape the career trajectories of young Emiratis. Approximately 46% of respondents identified their parents and relatives as the main influences on their career choices. This familial guidance underscores the importance of family values in shaping professional aspirations and decisions in Emirati society.
Redefining Workplace Priorities
The report reveals that the future workforce in the UAE places a premium on creativity, innovation, and ethical values. About 82% of respondents expressed that these elements mattered greatly in their workplace experience. Personal growth is also a priority, with 81% prioritizing it in their career paths, while 79% value teamwork. The findings indicate a desire for a workplace that fosters collaboration, strong leadership, and open communication, essential elements for making young Emiratis feel valued and motivated.
Barriers to Accessing Opportunities
Despite their aspirations, many young Emiratis face structural barriers in the workforce. About 33% reported that competition for entry-level roles is a significant challenge, while 28% pointed to a lack of relevant experience. Additionally, limited access to training (23%) and mentorship (21%) emerged as major obstacles that hinder their entry and growth in the job market.
As technology rapidly transforms the job landscape, a skills gap is becoming evident. Although 42% of respondents are concerned about the impact of artificial intelligence (AI) on their careers, only 33% recognize data literacy as a crucial success factor. This suggests a gap between awareness of the industry’s direction and the practical skills needed to thrive within it.
Pension Preferences and Job Choices
The survey also touched on financial considerations, revealing that more than half of young Emiratis view pension benefits as a vital aspect when selecting an employer. Interestingly, 48% consider government pension schemes far more attractive than those offered in the private sector, highlighting a disparity that companies must address to attract top talent.
An Emerging Global Perspective
In today’s interconnected world, 36% of the survey participants expressed openness to working abroad, signaling a potential talent retention issue if local opportunities do not become more competitive. This global outlook suggests that young Emiratis are keen to explore international experiences while still desiring meaningful and fulfilling careers at home.
Aligning Aspirations with Opportunities
Mira Al Futtaim, chairwoman of Emiratisation at Al-Futtaim, asserts that today’s Emirati youth are shaping the future of work with a clear vision. Being digitally native and globally aware also poses challenges, as they navigate intense competition and skill gaps. The white paper serves as a comprehensive roadmap designed to align efforts across sectors, ensuring that the potential of young Emiratis is fully unlocked.
Recommendations for a Better Future
The report outlines several action points for government, industry, and academia, emphasizing the need to transition from a quantity-based to a quality-based Emiratisation framework. Key recommendations include harmonizing pension systems, enhancing early industry exposure in educational curricula, empowering managers to be effective talent developers, and showcasing visible Emirati role models across sectors.
Dr. Kyle Long, president of the American University in Dubai, emphasizes the need for educators to equip Emirati youth with critical thinking and adaptability skills, fostering an environment ripe for innovation within the UAE’s economy.
Rethinking Talent Strategies
Marketa Simkova, partner and head of people at KPMG Middle East, indicates a need for organizations to reassess their talent strategies. Today’s methods must not only focus on traditional HR practices but also integrate well-being, purpose, and continuous personal development to build a resilient and engaged Emirati workforce.
Moreover, Maymee Kurian, group chief human capital and culture officer at G42, highlights the urgency of preparing young nationals for an AI-driven economy. Ensuring they possess future-ready skills and nurturing a culture of innovation is paramount for leading in the digital era.
Employers aiming to attract and retain Emirati talent must thus prioritize holistic well-being, meaningful work aligned with national objectives, and structured experiential learning opportunities. By advocating for systemic reforms like pension harmonization, they can bridge the widening gap between aspiration and opportunity.
