Talent’s been flocking to the MENA region in droves over the past few years.
The post-2020 business boom in UAE, GCC and surrounding areas has made way for huge opportunities for professionals (and brands), emphasised by the lifestyle, culture, and lower tax rates benefits.
And it’s really only the beginning for MENA. SMEs in the Arabian Gulf currently contribute somewhere between 15% and 30% of the nation’s GDP, and in Qatar, small-medium enterprises account for some 97% of private sector companies. The UAE has set its sights on becoming home to 20 unicorn startups by 2031.
Needless to say, this growth has resulted in an increasingly diverse workforce, and a professional landscape comprising people from all walks of life.
So in a DEI-centric era, what is MENA doing to help establish a more diverse, equal, and inclusive climate? We asked a number of industry leaders that very question.
Simply put, Diversity, Equity and Inclusivity can have significant impact on businesses’ overall success. Its effect on company culture is a given, but investing in DEI can aid a perhaps surprisingly wide number of functions and objectives for brands.
Reputationally speaking, it’s never been so influential. A 2020 survey from Glassdoor found that around 76% of talent look at a business’ diversity when considering job offers, and research from Kantar found that 88% of consumers agreed brands need to do more in representation efforts. Reputational strength (or lack of it) has serious subsequent effects across businesses – revenue, talent strategies, market value, and so on.
Then there’s ESG. An extensive analysis from S&P 1500 found a direct correlation between brands with diverse leadership, and their environmental ratings from MSCI. Reaffirming that DEI not only has a ripple effect across operations – it’s a determining factor in the success or failure of key strategies.
“In a region marked by historical and ongoing conflict, the encouragement of mutual respect and understanding among different cultural and social groups is key.” – Loretta Ahmed
MENA isn’t the one and only region investing in the likes economic growth and ESG, but as touched on already, the area has ambitious goals.
The UAE in particular has a strong sustainability agenda, with goals spanning greater health and wellbeing, gender equality, climate action, responsible production and more. GCC is similarly investing in a strong strategy with a focus on environment and social growth.
It’s a snapshot – but reinforces how critical and how influential DEI can be for MENA.
Equal representation of the sexes across all levels and functions of a business is often central to DEI strategies. Ensuring that female talent is afforded the same progression opportunities as their male counterparts remains a concentrated effort for businesses.
Huge strides have been made over the past two decades in the region, with more and more women climbing the ladder towards senior leadership. The Emirates Securities and Commodities Authority (ESCA) has mandated that listed companies in the UAE must have at least one female Board director to improve current figures (26%).
Naturally, the ripple effect of this is nothing but positive. But, that’s not to say there aren’t still barriers for female talent. Around 83% of women say that childcare or caring responsibilities have hindered their progression to leadership.
Leaders – particularly at C-Suite level – can have huge impact in dismantling these challenges. For one, having a vocal and active influence on benefits like flexible working and strong parental leave is key, as are initiatives such as coaching, sensitivity training and L&D to help cultivate a supportive and accessible workplace.
“Leadership must demonstrate a genuine commitment to diversity, equity, and inclusion through both words and actions. Setting clear goals, allocating resources, being vocal on topics such as equal and fair representation both online & offline and being accountable for progress are essential for driving meaningful change.” – Injeel Moti
Implementing and monitoring pay structures internally may also help establish greater representation at all seniorities.
Bottom line, leaders can also positively influence company culture through policies, and behaviour changes. Ensuring inclusive mindsets and practices ripple down to management and the wider workforce.
“One major hurdle is the assumption that demographic diversity automatically translates into workplace inclusivity, which often proves false.” – Zainab Alhassan
Tackling subliminal issues is the first, and one of the most critical steps in ensuring greater workplace diversity and inclusivity.
It’s true to say that the overall company culture can have a huge impact on DEI – everyone within an organisation can build a more inclusive outlook. But the role of hiring managers and decision-makers can’t be underestimated here; by nature, they act as an enabler (or prohibitor) for talent acquisition.
“While the region boasts inherent diversity, achieving true inclusivity requires deliberate actions. Despite the diverse demographics in the UAE, workforce representation often does not mirror this due to unconscious biases in hiring practices.” – Zainab Alhassan
Implementing advanced training for hiring managers is one key tactic which many businesses are considering (both within MENA and further afield) to help mitigate this. These programmes discuss common challenges minority professionals often face, and introduce proactive methods for hiring managers to overcome the likes of biases and stereotypes in their own attraction and acquisition processes.
Like every other region, MENA has progress to make towards achieving a truly inclusive culture. And the businesses investing and scaling in the region will play a huge part in driving positive change.
Collaborative working is only going to grow in importance as we establish a more diverse, equitable and inclusive workplace and society. And not only in respect to business-to-business partnerships, but between various organisations and governments.
“Addressing the challenges and leveraging the benefits of a diverse and inclusive society requires concerted efforts from governments, civil society, and the private sector – a collaborative approach is key.” – Loretta Ahmed
Organisations such as PRCA MENA are making huge inroads in industry DEI, working closely with businesses on initiatives and awareness campaigns.
Developing collectively beneficial methods to support DEI could also be one of the most critical advancements made in MENA in the coming years, as more businesses in the private sector engage in proactive discourse and policy lobbying.
“The role of diversity and inclusion is critical in fostering stability, economic growth, cultural richness, and adherence to human rights. Though challenges remain in achieving these goals fully, no better time than now to take steps forward in that direction, conversation is where it all begins, if we are able to say there is a problem, that is where the solution lies or atleast the beginning of it” – Injeel Moti
If you’d like to speak to us about DEI in your talent strategy, get in touch today. Our consultants work across the PR and communications mix in MENA, USA, UK and Europe, and can provide tailored consultation on your workforce needs.
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