Why I’m No Longer Using the Term 'Emiratisation'

…and why I’m replacing it with National Talent Empowerment and National Talent Management

After 20 years in the journey of supporting the employment, development, and growth of Emiratis in the workforce, I’ve made a decision:
It’s time to retire the term Emiratisation.

Not because it wasn’t useful.
Not because the mission is complete.
But because the story has evolved—and our language needs to evolve with it.

A Different Country Than the One We Started In

Two decades ago, Emiratis represented barely 1% of the private-sector workforce, and nearly 90% preferred public-sector careers. Today, the landscape looks dramatically different:

  • 157,000 Emiratis now work in the private sector — surpassing the 10% target set by NAFIS.

  • 58% of national graduates begin their careers in the private sector.

This remarkable shift is the result of joint commitment from government entities like NAFIS and MOHRE, and from private-sector organisations that opened their doors, invested in people, and embraced change.

But with this progress comes a new question:

Does the story end at employment?

I strongly believe it doesn’t.

1. National Talent Empowermentawaheb Al Watania)

Empowerment is not the same as employment.

Employment is about placing people in roles.
Empowerment is about preparing them for the future.

When we talk about National Talent Empowerment, we are talking about:

  • equipping Emiratis with future-ready skills,

  • enabling them to grow into leaders and innovators,

  • supporting them to become entrepreneurs and creators of value,

  • helping them navigate new workplace expectations,

  • and giving them the tools to thrive in competitive, evolving sectors.

Empowerment expands the narrative beyond “jobs” to capability, readiness, and long-term contribution.
It recognises that our national talent is not just participating in the economy—they are shaping it.

2. National Talent Management (Edarat Al Mawaheb Al Watania)

As we approach what was meant to be the final year of the NAFIS employment targets, the concept of “Emiratisation” can no longer function as a compliance exercise.

It should be a strategic differentiator.
A source of value for both employers and employees.
A reflection of how organisations contribute to the UAE’s future.

National Talent Management means:

  • Building a data-driven, interconnected strategy—not isolated initiatives.

  • Moving beyond one-off recruitment, marketing, or training activities.

  • Evaluating the value created on both sides—for the employer and the national employee.

  • Developing a powerful “National Employer of Choice” brand.

  • Ensuring the national talent agenda is aligned with organisational goals in the UAE.

  • Measuring the impact of talent on innovation, performance, and purpose.

When viewed this way, National Talent Management is no longer about filling quotas.
It becomes an engine of competitiveness, culture, and national contribution.

Why We’re Making This Shift at TBH Hub Advisory

Because the country has changed.
The workforce has changed.
The expectations of both talent and employers have changed.

Over the past few months, we’ve been building:

  • a suite of tools that organisations can use to design and implement this new approach,

  • strategic partnerships that bring depth and credibility to the shift, and

  • our own community, designed to support employers and empower national talent in a more connected, meaningful, and measurable way.

This is not just a rebrand.
It’s a redefinition of what success looks like—for organisations, for Emiratis, and for the UAE’s future.

Talib HashimTBH Hub Advisory