Article: Tarik Chebib on talent play in UAE

Talent Acquisition

By Anjum KhanOct, 03 2024 @12:37pm IST

Talent acquisition and management is a dynamic field, where one-size-fits-all strategies simply don't work. Today’s employers must juggle various aspects, from addressing diverse workforce needs to fostering a positive environment for growth. The UAE is quickly positioning itself as a region that offers this ideal blend, providing everything talent seeks today, as highlighted in a recent report by Capital.com.

To explore what’s drawing global talent to the UAE, People Matters spoke to Tarik Chebib, CEO of Capital.com, Middle East who shared valuable insights on how organisations can make the most of this influx and discussed how HR leaders can harness technology to refine their talent acquisition strategies. He also emphasised the importance of visible leadership in inspiring and attracting top talent.

Read here the edited excerpts:

In your view, what makes the UAE emerge as a global tech hub, and how do you see this evolving over the next few years?

Over the past decade, I’ve had the privilege of bringing three international finance companies into the UAE. The Middle East’s business landscape has transformed entirely from what it was in 2014. The region offers great opportunities for growth and innovation has flourished in ways none could have imagined back then.

Especially after COVID, the UAE has really stood out—not just for tech talent, but for people from all over the world. The way the country managed the COVID crisis brought many here for the first time, and they found a compelling value proposition. The absence of income tax, high-quality schools, safety, and competitive salaries have made the UAE incredibly attractive.

For tech professionals, in particular, who can work from anywhere, it's important that their downtime is well spent. Work-life balance matters more than ever. The UAE offers the kind of lifestyle that aligns with these values. The country has positioned itself as a global hub, not just through its lifestyle and tax benefits but also with other appealing factors.

Despite the growing appeal of the UAE, a large share of the tech workforce still prefers destinations like Singapore, the US, and the UK. What do you think the UAE needs to do to further compete with these global tech destinations?

The UAE government is already making great efforts to support the growth of tech companies and startups in the region. They’ve introduced policies that help fund a lot of startups in the ecosystem, and we’ve seen waves of next-gen companies like crypto firms coming in. Different Ministries are working on initiatives to attract global companies like ours while also supporting grassroots efforts from startups. We're now competing with tech hubs like the UK, Singapore, and the US, which have been attracting talent for decades. As a relatively new country, we’re playing catch-up in a big way.

But by funding the ecosystem, adjusting regulations, and making it easier for global tech companies to establish a presence here, we're creating a solid foundation to bring more talent into the UAE.

How does KSA compare in terms of attracting global tech talent? What do you think are the main factors influencing the preference between the two?

The Middle East region as a whole has become very attractive to global talent, with the UAE and KSA leading the charge.

In Saudi Arabia, Vision 2030 is driving the need to diversify away from the oil and gas sectors. Many key industries are receiving significant government funding, new companies are being established, and talent is being attracted to the region. Regulations also encourage companies to set up their headquarters in Saudi Arabia. Several initiatives, including massive government projects like NEOM, make the country highly appealing. It’s an attractive proposition for many.

Meanwhile, the UAE offers its own unique advantages, such as a high quality of life, better healthcare, and other initiatives that attract tech companies, startups, and global talent to the region.

Both the UAE and KSA are not only competing with each other for talent but also on a global scale. It’s great to see the available resources being used to advance the region and attract more people. This is a positive development for both countries and the talent they attract.

How do policies in the UAE and KSA differ in attracting global tech talent, and what lessons can be shared between the two markets? Additionally, how do both countries approach diversity and inclusion in their efforts to attract global talent?

One of the key lessons is that previously, the UAE was seen as a hub, with consultants traveling back and forth to Saudi Arabia. But that’s changing. More companies are now setting up permanent offices in Saudi Arabia, with long-term staff on the ground, which marks a significant shift.

When it comes to diversity and inclusion, while Western countries are still ahead, the UAE is emerging as a diverse and inclusive destination with a highly international mix of people. This naturally brings a certain level of diversity and inclusion due to the variety of clients and cultures we cater to, whether they are Europeans, Arabs, or the South Asian diaspora. We often align our teams to reflect this diversity.

However, there is still progress to be made, particularly in areas like female representation. Both the UAE and Saudi Arabia are making significant efforts to promote diversity, inclusion, and women's empowerment, which is attracting talent to the region. They are actively identifying and removing barriers to make these places more appealing to global talent. The quality of life here also plays a major role in this attraction. People work hard, but they also value the balance they can achieve. The weekends provide a real opportunity to recharge, and even after work, there’s still time to enjoy the day. Having that time to relax and recover is crucial, and it’s something many people appreciate.

As tech talent actively seeks opportunities to relocate, what advice would you give to companies in the UAE and KSA looking to capitalise on this talent migration and stand out as preferred employers?

One of the toughest challenges for a growing organisation is building the right team.

With over 2,000, 3,000, or sometimes even 5,000 applicants for the same role, narrowing down that talent pool is incredibly difficult. Companies need to invest in their HR processes to truly identify the right talent. You can’t simply dismiss applicants because you're overwhelmed by numbers. It takes time and effort to sift through and find the best candidates, and that’s a critical part of the hiring process.

This large volume of applications can be a real hurdle for companies in the UAE, as it's not just local anymore. We receive applications from all over the world—India, the UK, Australia, the US – everyone wants to move here. It's a global market now, and that means we need better systems to match people with the right employers.

Recruitment companies also play a key role. Although there are many recruitment firms, those who invest the time to understand talent can bridge the gap between companies and the right candidates.

We often talk about the talent gap, but if we want to close it, it’s up to us and recruitment firms to work together to find the best people. And people are definitely willing to move to the UAE. My own team is a good example: we have people from the UK, Saudi Arabia, Serbia, Cyprus, Syria, Libya, the Philippines, Jordan, the US, and Australia. But going through all those applications was a cumbersome process. If we don’t put in the effort, we’ll never close the talent gap. It’s on us, as private companies, to invest the time in finding the right people.

When it comes to leveraging technology, both the UAE and Saudi Arabia are leading in Artificial Intelligence. This technology can help streamline recruitment and improve day-to-day operations, making companies more efficient overall. AI is a powerful tool that can help us find and attract top talent while boosting efficiency.

What challenges exist in balancing the supply and demand for local tech professionals while ensuring their skill sets align with industry needs? How important is learning and development in overcoming these challenges?

For local talent already in the region, companies really need to prioritise investment in learning and development. It’s not enough to just hire people—many of them are young and working for international companies for the first time, which comes with its own set of challenges.

Companies need to focus on upskilling their workforce. And it's not just about AI or tech skills. It’s also about becoming a better manager, learning how to give and receive feedback, improving communication, and mastering other soft skills that are just as important as technical expertise. Often, these areas aren’t fully developed in organisations, partly because those leading them may not have extensive experience managing large teams. So even leadership needs mentorship and training.

Learning and development is crucial, both on the technical and soft skills side, and it’s an area that requires more investment if we want to see real growth and improvement across the workforce.

How do you see the influx of tech talent impacting the broader economies of the UAE and KSA, particularly in terms of innovation, entrepreneurship, and job creation?

Global talent brings great learning opportunities, and if we want to compete with the best markets worldwide, this talent migration can only benefit us.

I place a lot of emphasis on hiring people from diverse markets because they bring different perspectives. Talent that has worked in the U.S., the UK, and other more developed markets can offer new insights and skills, helping to shape our economy and push it forward. It’s crucial to have a diverse team where people can learn from each other and collectively drive progress.

Even though we’re all connected online, there are still differences in experience and expertise, particularly in tech. We haven’t seen many large exits from tech companies here yet, apart from players like Amazon and Careem. But now, there’s a new wave of well-funded startups and a fresh crop of founders, managers, and tech talent developing in the region.

With each new generation and more successful exits, we’re gaining more experienced people to lead these companies. That’s essential for continued growth and innovation.

You may also like:

How can other leaders adopt and cultivate the talent-nurturing mindset and approach to talent attraction and leadership that you exemplify so well?

I understand HR challenges, but they need to change their approach too. For example, when you have 500 applications for the same job, it becomes very difficult to find the right fit. And those are just the people actively looking and applying for jobs. LinkedIn offers a great talent pool, full of people actively searching for new opportunities. But if you have not established your presence there, it’s tough to attract the right talent—so take advantage of this opportunity.

For me, attracting talent became easier just by posting once a day. I’m not doing anything fancy—just sharing my daily experiences, my struggles, my successes, and being real. That authenticity resonates with people. When they meet me, they see that I’m the same person they see online.

The key is not just to consume social media but to contribute to it. Posting once a day isn’t hard—it just requires a bit of commitment. As a leader, I think it’s essential to be visible and share your journey. Sure, not everyone will like you, and that’s okay. But those who align with your vision, who resonate with what you’re sharing, see your organisation and team as a platform for their own growth. They want to be part of something meaningful. For many people, it’s not just about the salary anymore. They’re looking for an environment that supports their growth and offers real work-life balance, not just another job. When you put yourself out there consistently, people almost self-qualify—they see your values and vision and decide they want to work with you. Sometimes it’s not even about the specific job; they just want to be part of what you’re building.

That’s why I believe in the importance of being visible, inspiring talent, and leading from the front. The right people will see that and want to join you on the journey.