Skills Over Experience in the Middle East, But Not in All Jobs

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For Arijana Simpson, the path to a new job lay in showcasing her strengths: client relationships, market planning, and negotiation. She poured effort into preparation, built relationships with recruiters, and used interviews to show her readiness. Many doors stayed closed, but the effort eventually paid off.

“I was lucky enough to find recruiters that saw value in a candidate’s varied background and transferable skills,” she says.“Even though I have a master’s degree in Economics, I never worked there. I believe in lifelong learning and have changed multiple industries working in various client-facing roles. So, focusing on my transferable skills just felt natural.”

The approach suits a hiring trend gaining ground in the Middle East. 

Shortage of Expertise

More regional companies now value job candidates’ skills as much as – or more than – qualifications, thanks to shifting workforce demands and new business growth. More than half (53%) of GCC employers faced moderate or extreme skill shortages in 2024, according to a survey of 2,000 employers by recruitment firm Hays.

The rapid embrace of generative AI (GenAI) and other technologies also plays a role. Some 63% of respondents to PwC’s Middle East Workforce Hopes & Fears Survey 2024 expect technological changes to impact their jobs within the next three years.

Big Tech leads the charge amid a talent crunch. Google, for example, has listed jobs in the UAE and elsewhere requiring either a bachelor’s degree or equivalent practical experience. IBM runs an earn-and-learn programme across Europe, the Middle East, and Africa for domain experts without formal qualifications. Through the end of May, Microsoft is offering 200 courses in artificial intelligence (AI), from app development to integrating AI into education, with on-demand content in more than 30 languages, including Arabic, Turkish, and Hebrew.

“Skills-based hiring is the future of recruitment,” says Khurram Shehzad, Director at Saudi outsourcing consultancy Proven. He says the skills-first approach has paid off tremendously: “We can reach a bigger talent pool, with faster hiring rates and improved workplace diversity and employee retention rates.” 

Hiring for Immediate Impact

Relying solely on resumes can miss key candidate strengths. Companies can expand the talent pool by focusing on skills alongside experience and education, says Zoe McLoughlin, Executive Director of the Career Centre at London Business School (LBS).

“We make it clear that the MBA is a key part of their story, but success comes from articulating their value-add from day one,” she says. “Because that’s what’s driving the skills-based hiring trend: that companies want people to be able to hit the ground running and deliver value immediately.” 

MBA graduates are unlikely to be hired because of their shiny new credentials, but McLoughlin continues to see a preference for credentials on the CV among employers. “The consulting firms, for example, have moved away from competency questions to behavioral ones to try and understand candidates’ mindset,” she adds. “It’s not a binary choice between skills versus experience. Experience and qualifications are just applied examples of skills.”

Skills Plus Qualifications

The Dubai-based free zone IFZA follows a hybrid pathway. Tim Ackermann, its Director of People & Culture, acknowledges the limits of relying solely on resumes but says experience and education remain efficient indicators of potential skills. Once a candidate has been shortlisted, the company uses targeted, role-appropriate techniques and tools to assess suitability.

“It’s not an either/or choice,” Ackermann says. “Active sourcing still leans on experience, but emerging AI tools may soon shift this by pinpointing skills more directly – something we’re excited to explore.”

At the executive end, hiring for skills has not reached adoption levels in the US and Europe. “In sectors characterized by rapid innovation and digital transformation such as fintech, software, and health tech, hiring for the right skill sets is a more viable option for those looking to quickly enter new growth stages,” says Tom Clarke, Partner at Heidrick & Struggles’ Dubai office and the Regional Leader for the Technology Officers Practice, Asia Pacific & Middle East. Typically, these are start-ups or scale-ups.

Traditional sectors, meanwhile, aren’t budging. Executives are still primarily selected for extensive industry leadership experience, especially in banking and oil and gas, Clarke says. Senior roles—like CIO, CTO, and CISO—typically involve lateral moves within the same sector, emphasizing domain-specific knowledge and regulatory expertise.

A Growth Mindset

The skills-first wave will straddle job functions more equitably below the executive floor. 

By 2030, 59% of workers will need retraining, according to the World Economic Forum, as six in 10 business leaders expect AI and GenAI to transform their operations. A Microsoft–LinkedIn survey found 66% of employers wouldn’t hire someone without AI skills, and 71% would choose AI-skilled candidates over more experienced ones who lack them. 

As McLoughlin says, “Having a growth mindset is crucial.”

We will also need the character traits that set us apart from machines, like leadership and communication. 

“Organizations need employees who can adapt, reskill, and apply their capabilities in different contexts rather than simply performing the tasks they were originally hired for,” says Reem Al Gasim, Head of Human Resources at Signify in Saudi Arabia. 

There’s also an unexpected silver lining. “By removing unnecessary barriers—requiring specific degrees or industry experience— we open doors for high-potential talent from diverse backgrounds. This strengthens the talent pipeline and fosters innovation, agility, and a more engaged workforce.”

A Roadmap to Future-ready Hiring

Hiring for skills can help build a more agile and inclusive workforce. The transition begins with four foundational steps.

 

1. First, define a skills framework that aligns with current and future business needs. This includes mapping capabilities and using a consistent skills taxonomy. “Without a structured framework, it becomes difficult to track, measure, and validate skills effectively,” Al Gasim says.
2. Update job criteria by defining key competencies, problem-solving abilities, and technical skills associated with the role – and assess candidates accordingly. “Here’s where recruiters have to do the work,” says McLoughlin. “It’s much easier to have a job description that asks if you have done this job for 10 years rather than defining five key result areas or capabilities.”
3. Support talent mobility and continuous learning. A skills-first model focuses on employee growth. Learning pathways and mobility tools can help employees explore opportunities based on their skill sets and career aspirations, Al Gasim says.
4. Finally, make the most of AI. “Organizations should leverage AI and workforce analytics to continuously refine their skills-based approach,” Al Gasim says. Career-pathing tools can chart tailored learning and stretch opportunities, while workforce analytics can provide insights to drive smarter talent decisions.