The UAE welcomed nearly 278,000 new migrants in 2024, reinforcing its status as a global talent hub. Its rise into the top 10 of the 2025 IMD World Talent Rankings—securing ninth place out of 69 countries—underscores that appeal.

Yet one hiring requirement continues to divide opinion: local experience.

For many job seekers, the phrase is more than a box to tick—it’s a barrier. It can delay careers, undervalue international expertise, and keep salaries down. Employers, meanwhile, argue it provides vital grounding in local laws, culture, and business practices.

While Canada and other countries have moved to limit employers’ reliance on local experience, the debate is only intensifying in the UAE.

WHERE LOCAL EXPERIENCE MATTERS

“Certain sectors and organizations will always prioritize candidates with local experience due to their familiarity with UAE labor laws, business culture, and market nuances,” says Ramon Garcia, associate director at Dubai-based Kingston Stanley Recruitment. 

“However, overemphasizing this requirement can unintentionally create barriers for highly qualified international talent who bring fresh perspectives, global best practices, and innovative approaches.”

Garcia points out that local know-how is non-negotiable in finance, regulatory, and government roles. In fields such as technology, healthcare, and consulting, specialized skills often outweigh local familiarity; however, understanding regulations remains an advantage.

GLOBAL EDGE IN WEALTH MANAGEMENT 

In wealth management, the balance tilts further. Daniel George, head of business at St. James’s Place Middle East, says clients care less about local experience and more about expertise. The British financial advisory firm has over one million clients worldwide.

“What clients expect above all is technical expertise, credibility, and a strong track record. That’s why many of our partners join from established financial centers such as the UK, Singapore, and Hong Kong, where regulatory frameworks are more mature and client expectations are highly sophisticated,” he says.

“They bring that knowledge and discipline to the UAE and adapt quickly to the local market with the right support. This blend of international best practice and regional understanding is what raises industry standards and ultimately delivers long-term value to clients.”

George notes that many wealth management clients are globally mobile, with families, assets, and investments spanning multiple regions. 

“Advisers who have worked across different markets can connect those dots and provide holistic, globally relevant advice. The real question is not whether someone has worked in the UAE before, but whether they can quickly adapt their expertise to meet client needs here.”

HOSPITALITY GROUNDED IN LOCAL INSIGHT

In the hospitality industry, however, local grounding can be decisive. For The Ascott Limited, which operates in over 230 cities, authenticity and cultural understanding shape guest experience.

“Our expansion plan to open over 300 new properties by 2028 is expected to create 12,000 new jobs worldwide, many of which will be filled by local associates,” says Vincent Miccolis, managing director for Middle East, Africa, Turkey & India at The Ascott Limited.

“For roles such as Residence Managers, General Managers, and frontline guest-facing positions, having that local grounding directly enhances the guest experience.”

Ascott supports its staff through graduate development programs and a Global Exchange Programme, allowing associates to gain both local and international exposure. The aim: build leaders who are rooted in their markets but equipped with a global perspective.

THE RISK OF SKIPPING LOCAL KNOWLEDGE

Not everyone sees the reliance on local experience as outdated.

“Not only does local experience mitigate risk, but companies are less likely to want to relocate foreign talent who are not well networked and do not understand cultural nuances. Ultimately, hiring these people can be a costly mistake in a depressed market,” says Tricia Liverpool, partner at 

Singapore’s KS Talent Solutions, which has had a Dubai office since 2015.

For senior roles, however, the picture changes. “Where local contacts are an integral part of performance, then local experience is invaluable, but heads of businesses, particularly with regional expertise overseas, can more often get away with bringing their skills and knowledge.”

Still, she argues, the UAE’s competitive labor market means employers increasingly expect candidates to already be in the region.

STRIKING THE RIGHT BALANCE

The challenge for employers is balancing local knowledge with the diverse perspectives international talent brings.

George believes the two should not be seen as competing. “Employers need to create the conditions for all advisers to succeed—whether that’s through the right onboarding, cultural awareness, or opportunities to build strong networks.”

At St. James’s Place, he says, blending is the strategy. “Many of our partners have built successful practices in markets like the UK, Singapore, and Hong Kong, and we pair them with advisers already based in the UAE. 

This mix of international experience and local insight ensures our clients receive advice that is both world-class and relevant to their circumstances.”

Garcia agrees. “The most successful employers create blended teams, leveraging local knowledge to ground operations in the UAE context, while integrating global expertise to drive competitiveness and transformation.”

Liverpool adds that bringing in overseas talent can sometimes be essential. 

“Depending on the team, role, and responsibility, it can be a good idea for companies to move staff from overseas offices who understand the organization’s culture but bring a different perspective.”

She adds that it’s crucial to identify gaps in the team or a history of attrition—address those issues, and if it means hiring from outside the UAE, so be it. Ultimately, the priority is finding the right candidate.

As the UAE continues to attract international talent, the demand for local experience is unlikely to disappear. In specific industries, it remains indispensable. However, for others, the value lies in how quickly professionals can adapt their expertise to the UAE’s unique environment.

The real competitive edge may come not from choosing one over the other but from blending both—harnessing local knowledge to ground businesses while drawing on international expertise to propel them forward.