As organizations across the Middle East accelerate the adoption of artificial intelligence and digital tools, upskilling has emerged as a top priority for both employees and employers. Technology cycles are shortening, industries are transforming, and roles are evolving faster than traditional education. In this environment, skills are becoming the key determinant of employability.

“Upskilling has become non-negotiable because the nature of work is changing faster than ever, especially with AI being embedded in every sector,” says Lauren Phillips, Director Program Management at Inception, a G42 company.  

Phillips adds: “If individuals don’t understand how to work alongside these tools, they risk being replaced not by machines, but by people who are better equipped to use them.”

THE BUSINESS CASE FOR CONTINUOUS LEARNING

The urgency is not limited to AI-specific roles. According to Uday Shankar Kizhepat, Vice President & General Manager at WSO2 Middle East, upskilling has become essential as technology cycles shorten and every industry increasingly depends on digital capabilities. “Teams that invest in continuous learning adapt faster, innovate more, and deliver higher-quality digital experiences.” 

He adds that upskilling is critical not just for career progression, but also for “organizational resilience and the ability to compete.”

Today’s workforce is operating in one of the most “fluid labor” landscapes seen in decades, according to Mahesh Shahdadpuri, Founder and CEO of TASC Outsourcing. “Technology cycles are getting shorter, industries are being reshaped in real time, and economic adjustments ripple through organisations almost instantly.”

In that environment, Shahdadpuri adds, job security is no longer tied only to individual performance; it also reflects how quickly companies can adapt and how intentionally leaders guide their people through change.

While the pace of change can be unsettling, experts argue it also offers opportunity. Phillips highlights that employers now prioritize adaptability, digital fluency, and the ability to operate comfortably in hybrid or remote environments—skills that are becoming foundational expectations rather than optional extras.

BRIDGING THE SKILLS GAP

The disruption in expectations has prompted innovative programs aimed at bridging the skills gap. 

Phillips points to QudraTech, which provides hands-on experience across the AI lifecycle for Emiratis as an example. “Many of our participants are entering the workforce for the first time at a moment when the job market is rapidly evolving. In our cohort of 246 individuals, 97% are women, 94% had no prior exposure to AI, and 88% had no previous work experience. Many had been searching for employment for more than a year before joining. Our remote model has been fundamental in making opportunities accessible, especially for those who face geographic or personal constraints.” She emphasizes that structured support and exposure can turn market volatility into opportunity.

PREPARING AHEAD

Is upskilling a responsibility borne by the company or the employee?

Dr. Fiona Robson, Head of Edinburgh Business School and School of Social Sciences at Heriot-Watt University Dubai, says individuals should consider investment in skills as crucial. “Employees should reflect upon where they want to be in the next five years and identify where their skills gap may be.”

Companies also have a responsibility in the upskilling process, Dr. Robson adds, saying that, “People can provide a competitive advantage for companies, and by providing appropriate development opportunities, their employees can enhance their performance and productivity. As well as having a positive impact on productivity, where employees feel appreciated, and that their future careers are being supported, they may be more likely to want to stay with the organization. This has both financial and non-financial benefits to the organization, where the need to recruit and train replacement employees is minimized.”

Pressures on job security remain high. Dr. Robson notes that employees often feel insecure due to rapid technological change, an influx of new talent, and overall economic uncertainty. “Outside of AI, there is increasing development of technology that employees may fear could eventually take over some or all aspects of their role. However, this challenge could be turned into an opportunity for employees who learn to embrace and use technology, and their advanced skills could help set them apart,” she says.

BUILDING ORGANIZATIONAL RESILIENCE

Employers, too, can benefit from proactively investing in upskilling initiatives. According to Kizhepat, “Teams that invest in continuous learning adapt faster, innovate more, and deliver higher-quality digital experiences. We actively support this through joint enablement programs, hands-on training, and co-creation engagements that help customers build long-term engineering maturity.” He notes that, in the current quarter alone, WSO2 has upskilled at least 50 people across areas such as API Management and Integration, illustrating how targeted training programs can build both workforce capability and organizational resilience.

The consensus among these leaders is clear: the combination of employee initiative and employer support is critical in today’s dynamic labor market. Phillips says, “With the right access, guidance, and purposeful work, participants develop rapidly and begin contributing in ways that meaningfully advance industry priorities and national objectives.”

Agreeing with him, Shahdadpuri adds, “For professionals, the mindset needs to evolve from ‘avoiding change’ to ‘growing with it.’ The people who stay curious, build adaptable skills, and remain open to reinvention will continue to thrive because resilience, more than stability, has become the real currency of job security.”

As the region continues to invest in AI, digital platforms, and workforce development programs, employees who actively upskill, and organizations that facilitate this process, will be better positioned to navigate the shifting landscape. Dr. Robson says, “Being competent in the use of AI tools is likely to increase employees’ future value to their organization.” 

For both workers and companies, upskilling is no longer optional; it is the foundation for long-term success in a modern, fluid labor market.