As 2025 draws to a close, one thing is clear: work is no longer just about work. Across the most resonant stories in Fast Company Middle East’s Work Life coverage this year, a common thread emerged–people are renegotiating their relationship with jobs in ways employers can no longer ignore. Employees aren’t leaving roles simply for higher salaries; they’re walking away in search of dignity, flexibility, mental well-being, and a sense that life outside the office actually matters. That shift has exposed long-standing cracks in how workplaces were designed in the first place, particularly for mothers, even as regions like the UAE begin to reimagine policies that better support working mothers and signal a broader change across the GCC.

At the same time, the human cost of work has moved from the margins to the balance sheet. Mental health, once treated as a personal issue or a perk, is increasingly being recognized as a business metric–one that directly affects performance, retention, and resilience in GCC workplaces facing rapid economic transformation. Yet while organizations wrestle with how to care for their people, a new generation of workers is entering the picture with expectations shaped as much by social media as by reality. For Gen Z, online narratives about success, burnout, and “dream jobs” are distorting what work should look like, fueling both ambition and anxiety. The result is a paradoxical moment where some workers are quitting loudly in pursuit of something better, while others are quietly job-hugging–holding tightly to roles they may not love, but don’t dare let go of in an uncertain world. Together, these stories present a kaleidoscope of what defined workplace trends in 2025: a portrait of a workplace in transition, caught between old systems and new demands, and searching for a more sustainable way forward.

What’s driving resignations in the Middle East? It is more than just better pay

People are leaving jobs for better pay. Critics might argue it’s a tale as old as time and is hardly a trend. But beneath the surface, it signals a deeper, more deliberate shift—one with glacial magnitude.

According to Korn Ferry’s Workforce 2025 report, two in three professionals in the UAE say they would switch jobs for better pay. However, it’s not simply about earning more.

“While the desire for better pay has long influenced career decisions, what we’re seeing today reflects a more complex shift in workforce expectations,” explains Vijay Gandhi, Regional Director at Korn Ferry.

“People have often said that employees don’t leave a business, they leave bad managers, and this trumps pay,” says Lucy D’abo, CEO at Together.

Dynamics have shifted and are now governed by broader economic and cultural forces. 

Read the full article by Rachel Dawson here.

Workplaces were never designed for mothers, but the UAE is changing that

The UAE is steadily redefining workplace support for parents. With progressive maternity and paternity leave policies and a growing culture of empathy in the workplace, the country is emerging as a regional leader in family-friendly employment practices.

Since 2022, the UAE has expanded maternity leave from 45 to 60 days, with 45 days at full pay and the remaining 15 at half pay for women who have completed a year with their employer. Fathers now receive five days of paid paternity leave for the first time. 

These reforms are complemented by government-backed initiatives that encourage companies to create more inclusive and supportive environments for working parents.

But for many advocates, this is just the start. Read the full article by Heba Hashem here.

Is it time for GCC workplaces to treat mental health like a business metric?

In boardrooms, conversations once dominated by KPIs and quarterly forecasts now include a different metric: emotional well-being. Long disregarded, mental health is fast becoming a strategic pillar for companies across the Middle East.

As national strategies, such as Saudi Arabia’s Vision 2030 and the UAE’s National Strategy for Well-being 2031, gain momentum, and with stress, anxiety, and other mental health challenges impacting many people, employers are waking up to a new reality: mental wellness isn’t optional. It’s a business imperative.

The shift is being driven by more than policy. It’s driven by a generation of workers unwilling to burn out for a paycheck and by visionary leaders who understand that employee well-being is the foundation of sustainable performance. Read the full article by Jennifer George here.

Is social media distorting Gen Z’s career expectations?

Role models have always existed for different generations in the form of public figures and celebrities. For Gen Z, it’s mainly social media influencers. They look to them for inspiration in areas ranging from fitness goals and fashion to daily routines and career choices. 

As Gen Z looks to influencers as a blueprint for career progression and income generation, many find their vision skewed by unrealistic expectations and unhealthy hustle culture. 

According to a report by Zety, a significant portion of Gen Z (46%) have secured jobs through platforms like TikTok. Instagram, for instance, is far more popular than LinkedIn for career-related content and networking. 

The study also shows that #CareerTok is one of the main guides Gen Z uses to navigate their career, with 92% trusting TikTok for career insights and information.

From work fashion trends such as the “office siren” that have resulted in employees looking to viral TikToks reenacting how employees should respond to bosses in cases of exploitation or unfair treatment, many are adopting these ideas in their workplaces, for better or worse. The study found that 55% of respondents admitted to following inaccurate advice from the platform. Read the full article by Myriam Mikhael here.

This is why Gen Z professionals in the Gulf aren’t quitting their jobs

Gen Z professionals worldwide are job-hopping for better pay, a better work-life balance, or a sense of purpose. However, in the Middle East, they are bucking the trend with a new kind of workplace behavior: job hugging. They are holding on to their current roles—a choice motivated by caution, stability, and economic reality.

“It’s a conscious choice to stay in the same role past its learning curve—where you can do the job in your sleep to a standard level of performance,” says David Ribott, founder of Ribott Partners and a CEO coach. “This trend is often reinforced by incentive structures among GCC-based employers that offer stability and higher wages than the norm.” Read the full article by Jennifer George here.