UAE Professionals Prioritise Pay, Trust and Growth Amid Rising Costs, Korn Ferry Finds
Two in three professionals in the UAE are ready to switch jobs for better pay, according to Korn Ferry's latest Workforce 2025 report, which reveals shifting priorities among the nation's workforce amid mounting living costs and evolving workplace dynamics.
The report, based on insights from over 15,000 professionals across ten global markets, includes a dedicated analysis of the UAE, highlighting rising financial pressures, trust in leadership, and generational tensions as key factors shaping employee sentiment.
As the cost of housing and education continues to rise, many UAE workers feel their salaries have not kept pace. Nearly 80% of employees say they would consider changing jobs for better compensation, with benefits, job security, and career advancement also cited as important motivators.
Trust in management plays a critical role in retention. Three in five UAE professionals say they would stay in their current roles because they trust their managers. However, 44% report discomfort in discussing personal issues with their leaders, pointing to a lack of psychological safety in the workplace.
The report also underscores friction between generations. Nearly 70% of Gen Z professionals identify communication and collaboration with older colleagues as a major challenge. Many feel overlooked for training and senior roles due to their age, raising concerns around inclusivity and talent development.
Korn Ferry's findings suggest that while UAE employees remain optimistic about the future, organisations must address the growing disconnect between what workers expect and what employers deliver — especially in a competitive talent market.
News Source: Empyre Communications
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Campaign ME
a day ago
- Campaign ME
‘Luxury has always been a reflection of cultural aspiration'
Luxury has always been a reflection of cultural aspiration. It tells us what people value, what they dream of, and how they want to be seen. But as the world evolves, so do the codes of luxury. According to the recent HAVAS Prosumer Report, the global luxury sector is undergoing a shift driven by a new generation of discerning, emotionally aware and digitally fluent consumers. These audiences are not rejecting luxury – they are reshaping it. The rules are changing. Desire is still at the core, but what defines that desire now looks very different from even five years ago. Consumers are choosing intimacy, meaning and craftsmanship over spectacle There was a time when luxury meant being loud, visible and status-forward. Today, the appeal of subtlety is rising. 61 per cent of prosumers – early adopters and influential tastemakers – say true luxury is defined by products that only a few people can recognise. This marks a major cultural shift. For this audience, value lies in what is understood, not what is flaunted. Craftsmanship, heritage and authenticity now carry more weight than logos. Three out of every four prosumers say they buy luxury to celebrate high-quality craftsmanship. They are choosing products not because they are trending, but because they stand the test of time. It is less about being first and more about being meaningful. Luxury brands that win today are those that build long-term value. They invest in quality, offer cultural credibility and focus on the art of creation over the volume of consumption. This return to thoughtful production is not nostalgia – it is a recalibration of what matters. Gen Z expects luxury to inspire, reflect values and connect emotionally No group is driving this transformation more than Gen Z. They are young, but they hold disproportionate influence across fashion, culture and commerce. And they are approaching luxury from a very different place. In the HAVAS Prosumer Report, 100 per cent of Gen Z respondents said luxury is important because it helps them dream. That insight alone reframes the role of luxury in their lives. For this generation, luxury is not just about ownership. It is about escape, storytelling and emotional connection. Whether through a product, a campaign or a digital moment, they expect luxury to spark something personal. Gen Z is highly exposed to trends – 75 per cent say they are influenced by social media – but they are also critical of what they engage with. They look for authenticity and are quick to detect when brands are performative. They expect companies to take clear stands on social and environmental issues. And they will walk away if those beliefs are not consistent. This is where purpose becomes essential. For Gen Z, luxury needs to stand for something. Aesthetics alone are not enough. They want beauty with substance and storytelling with values. Brands must now be culturally aware, emotionally intelligent and ready to be held accountable. Access is expanding; brand universes matter more than ever While the desire for luxury remains strong, the way people access it is shifting. Second-hand and resale, once seen as secondary, have become central to how consumers engage with high-end goods. 73 per cent of prosumers say they would love to learn the backstory behind a second-hand item and 75 per cent want brands themselves to curate these resale experiences. This is not about affordability – it is about depth, sustainability and individualism. At the same time, digital engagement is no longer just a nice-to-have. It is where many luxury journeys begin. Consumers are not looking for just a product page. They want digital spaces that reflect the brand's world – from immersive showrooms and storytelling platforms to exclusive content and behind-the-scenes access. Luxury has always been a reflection of cultural aspiration. It tells us what people value, what they dream of, and how they want to be seen. But as the world evolves, so do the codes of luxury. Nearly three in four prosumers say they would pay for exclusive digital content from a luxury brand. That alone signals a major shift in how people want to engage. More broadly, consumers are no longer satisfied with a single product. They want to live inside a brand's universe. More than 80 per cent of prosumers say they love when brands move into new arenas, from hotels and restaurants to home design and experiences. This expansion is not about diversification. It is about immersion. In the Middle East, where luxury is deeply tied to culture and lifestyle, this rings especially true. Regional audiences are increasingly looking for experiences that feel tailored and local. It is not enough for a brand to simply show up. It needs to speak the language – of taste, of heritage and of place. Luxury is no longer just a product – it is a philosophy and a a reflection of cultural aspiration The consumer of tomorrow is emotionally aware, socially conscious and culturally confident. They are not just buying luxury. They are interpreting it, curating it and shaping it. To earn their loyalty, brands need to move beyond price points and prestige. They need to offer meaning, create immersive stories and reflect the values of their audience. The future of luxury will not be driven by how much a brand can sell. It will be defined by how deeply it can connect. By Dana Tahir, CEO, HAVAS Red Middle East
Campaign ME
a day ago
- Campaign ME
Relevance is the real luxury
Luxury is no longer just a product – it's a cultural conversation. And in the Middle East, that conversation is evolving faster than ever before. Traditionally associated with exclusivity, status and craftsmanship, the luxury industry is now navigating a more complex world. Today's consumer, particularly in the GCC, is younger, digitally fluent and culturally aware. They are not just buying into a brand – they are buying into a set of values and experiences that reflect who they are or aspire to be, making relevance more critical than ever. This shift is prompting client-side marketers to ask important questions: What does luxury mean to the next generation? How do we build emotional connection while preserving brand mystique? And how can we remain aspirational in a region where attention is fleeting? Here are four key challenges – and priorities – that premium brands must address to stay relevant in this dynamic landscape. From exclusivity to cultural relevance The traditional codes of luxury – heritage, craftsmanship and rarity – still matter, but they're no longer enough. In the Middle East, where identity and self-expression are increasingly individualistic, brands must rethink what exclusivity looks like. Younger audiences, particularly Gen Z, value purpose over pedigree. They expect brands to stand for something meaningful and reflect the diversity of their lives. A brand that once built desire through scarcity may now find more success by creating culturally relevant limited editions or partnering with local artists who offer fresh perspectives. Our own journey reflects this evolution. Since 2021, we've repositioned the brand toward a more luxury direction through major rebranding – from retail and packaging updates to a refined colour palette and a clearer, purpose-led identity. These moves were more than cosmetic – they marked a strategic shift to align with changing consumer expectations. Cultural relevance also means showing up authentically. That's why we've launched regional campaigns around key moments like Ramadan and collaborated with talents such as Laila Abdullah, fostering emotional connection through local storytelling. Rethinking the retail experience Despite the digital shift, physical retail remains central in the Middle East. Malls are more than shopping centres – they're lifestyle hubs. Consumers want more than transactions; they seek immersive, personalised experiences. Luxury brands must reimagine retail as an experiential space. This includes seamless integration between digital and physical – apps with VIP concierge services, AR tools in fitting rooms and loyalty programmes offering exclusive access. 'Luxury marketing isn't just performance-driven; it's perception-driven.' We recently brought this to life with the global launch of our Arianna collection, which featured a high-impact event and a Burj Khalifa takeover. This wasn't just about buzz – it created a culturally relevant moment that reinforced brand positioning and drove awareness. However, many brands still struggle with fragmented omnichannel strategies. CRM systems aren't always aligned with local behaviours and store teams may lack the training to deliver high-touch service. Solving this isn't just about tech upgrades – it's a mindset shift toward holistic client engagement. Bridging the talent and execution gap Another challenge is the disconnect between global strategy and local execution. Headquarters may set the vision, but local teams are the ones who bring it to life in culturally meaningful ways. The problem? There's a shortage of senior marketing talent in the luxury space who can blend global brand thinking with regional nuance. Agencies, too, are often stretched thin, with roles focused more on adaptation than innovation. To overcome this, brands must invest in building empowered in-market teams – marketers who think strategically, not just tactically. At the same time, agency relationships must evolve into co-creative partnerships that go beyond execution. Tracking desirability, not just visibility In the world of luxury, success isn't just about being seen – it's about being desired. At Swarovski, desirability is one of our key metrics. While performance indicators like reach and engagement offer a snapshot of campaign visibility, they don't fully capture the strength of emotional connection or long-term brand equity. Especially in premium markets like the Middle East, it's not enough to generate noise – we need to cultivate aspiration. That's why regional teams must push for frameworks that assess brand love, emotional resonance and cultural relevance – factors that build true affinity over time. It's about understanding how our brand is perceived, how it makes people feel and how meaningfully we show up in their lives. Luxury marketing isn't just performance-driven; it's perception-driven. And that calls for deeper, more nuanced metrics that reflect lasting impact – not just campaign visibility. The way forward is relevance The Middle East is not just a luxury growth market – it's a trendsetter. With its young, affluent population and appetite for innovation, it's fertile ground for bold, thoughtful brands. But relevance won't come from repeating global playbooks. It requires listening deeply, acting nimbly and marketing with both heart and context. For client-side marketers, the task is clear: lead with empathy, localise with integrity and remember – in luxury, the smallest details often speak the loudest. By Sarah Dja Yahia, Head of Marketing ME, SEA and India, Swarovski
Hi Dubai
a day ago
- Hi Dubai
UAE Professionals Prioritise Pay, Trust and Growth Amid Rising Costs, Korn Ferry Finds
Two in three professionals in the UAE are ready to switch jobs for better pay, according to Korn Ferry's latest Workforce 2025 report, which reveals shifting priorities among the nation's workforce amid mounting living costs and evolving workplace dynamics. The report, based on insights from over 15,000 professionals across ten global markets, includes a dedicated analysis of the UAE, highlighting rising financial pressures, trust in leadership, and generational tensions as key factors shaping employee sentiment. As the cost of housing and education continues to rise, many UAE workers feel their salaries have not kept pace. Nearly 80% of employees say they would consider changing jobs for better compensation, with benefits, job security, and career advancement also cited as important motivators. Trust in management plays a critical role in retention. Three in five UAE professionals say they would stay in their current roles because they trust their managers. However, 44% report discomfort in discussing personal issues with their leaders, pointing to a lack of psychological safety in the workplace. The report also underscores friction between generations. Nearly 70% of Gen Z professionals identify communication and collaboration with older colleagues as a major challenge. Many feel overlooked for training and senior roles due to their age, raising concerns around inclusivity and talent development. Korn Ferry's findings suggest that while UAE employees remain optimistic about the future, organisations must address the growing disconnect between what workers expect and what employers deliver — especially in a competitive talent market. News Source: Empyre Communications
