Countries across the Middle East are increasingly prioritizing diversity, equity, and inclusion (DEI) in their workforces. National visions are being set, with initiatives and goals outlined, but the responsibility now falls on organizations to carry on this ambition and make it a reality. Only then can all employees feel empowered to contribute their full potential. 

GCC countries have made notable progress in offering opportunities to marginalized members of society. Saudi Arabia’s Vision 2030 plan, with its ambitious goal of including 30% of women in the workforce, has ignited a wave of national policies empowering women.

This has led to a surge in female participation, exceeding the target significantly. In the first quarter of 2023, 37% of Saudi women were employed, surpassing the Vision 2030 target by seven years.

Meanwhile, Qatar and the UAE remain regional leaders in female workforce participation. World Bank estimates reveal that 60% of Qatari and 53% of Emirati women are actively employed, significantly outpacing the global average of 47.4%.

DEI initiatives positively impact workplaces and economies. According to insights from Bain & Company, gender—and geographically diverse teams make better business decisions 87% of the time and are five times more likely to innovate.

PROMINENT SETBACKS

Despite these positive strides, significant hurdles still persist. Bain & Company’s survey revealed that 70% of women surveyed identified gender bias and stereotypes as major roadblocks to career advancement. Additionally, inadequate mentorship, training, and work-life balance support were cited as challenges.

The lack of women in leadership roles is stark. Only 7% of GCC board seats are held by women, compared to a global average of 20%. This disparity highlights the need for further progress.

The survey also found traces of gender bias among men. About 20% of male responses contained comments suggesting biases, with some stating, “Men are better decision-makers.” While such biases are not unique to the GCC, their presence creates a persistent obstacle for women aspiring to leadership roles.

Joumana Hathout, General Manager of the People Team at Omnicom Media Group (MENA), says gender bias remains prevalent in the region. “Despite numerous government-led initiatives and efforts, women are still often overlooked for leadership roles, even when they have the necessary qualifications and experience. Most senior positions in the region are  predominantly held by men, accounting for more than 90%.”

Hathout explains that the rapid development of new technologies and AI has made age bias more noticeable. Older employees are excluded from training programs due to assumptions that they are less adaptable. 

The region’s diverse expat population frequently influences cultural and language biases. Over the years, employee surveys have indicated that individuals from certain nationalities encounter stereotypes, and employees with lower language proficiency are often perceived as less competent in client-facing roles despite their actual skills.

“Affinity bias is also evident, particularly among younger managers during selection.  These managers might favor employees who share their educational background, hobbies, or social circles,” Hathout adds.

April Kearns, Director of People and Culture at Communications and PR agency TishTash, also discusses businesses’ biases toward certain nationalities. “This trend is easing as the region works hard to upskill all of its workers, but it’s an underlying trend that still exists today. This can also bleed down into hierarchy and job role bias, and we can’t ignore that sometimes this may also come with an accent or language bias.”

TACKLING BIASES

It is a company’s responsibility to clearly and consistently define unconscious bias for its employees and incorporate it into training and everyday culture. “Regularly communicating progress and encouraging dialogue to better understand perspectives helps maintain momentum and commitment,” says Tarek Miknas, CEO of FP7McCann MENA.

Also, identifying and tackling biases is an ongoing process requiring continuous effort. “As organizations, we are responsible for facilitating and expediting this awareness and a learning journey toward inclusive action. Open dialogue and integration into our daily culture are essential to this effort,” says Lara Arbid, CEO of Initiative.

Hathout references initiatives implemented in her own organization, starting with training and awareness as a foundational step. Employees participate in mandatory programs that cover several types of biases, their impact, and mitigation strategies. Additionally, cultural sensitivity workshops are implemented to help employees understand and respect diverse programs.

“Our hiring process has been refined to include decision makers from different backgrounds, panel interviews, and task-based evaluations to focus on candidates’ skills and qualifications rather than their gender, age, nationality, or name.” 

Transparency is vital. Hathout says it is maintained by published salary scales across all offices and providing the leadership team with monthly updates on the gender pay gap and diversity metrics.  

“We have also made several feedback platforms available, including employee surveys, anonymous feedback channels, and stay interviews. The results are published and communicated to the entire  group, holding leadership accountable for their action plans and outcomes.”

LEVERAGING TECHNOLOGY

The integration of technology and AI in the workplace has been on a steady rise. According to the WEF’s Future of Jobs report, 75% of surveyed companies are likely to adopt AI in their operations. This rise can also be felt in the methods workplaces are starting to implement when tackling DE&I.

“We have only begun to explore the potential of leveraging technology to advance our DE&I agenda in the MENA region. Significant efforts are being made in data analytics and reporting, focusing on metrics such as representation, pay equity, and advancement rates. The introduction of advanced employee surveying tools has also been beneficial, providing deeper insights through metrics like sentiment analysis,” Hathout says.

The AI-powered HR tools have the potential to significantly advance DE&I goals. Machine learning algorithms can facilitate bias-free hiring by assisting talent acquisition teams in screening and shortlisting candidates based on skills and qualifications. Additionally, bias detection tools can analyze performance reviews and feedback to identify and mitigate potential biases.

“Tools for data analytics also play a role in helping people teams decipher where their companies are in terms of nationality, sex, and age ratio to ensure there is balance across the business and that L&D opportunities are being targeted to the right groups to have a workplace that champions equality across the board,” says Kearns.

FUTURE OF THE WORKPLACE

Hathout says that organizations in the Middle East are still working towards leading in DE&I initiatives. “We are not there yet, but to ensure our DE&I strategies remain adaptable and relevant, we must  embrace continuous learning and development.”

She adds that organizations’ initiatives should be supported by regular audits and dynamic metrics to monitor progress and identify areas for improvement. Future-focused planning, including scenario planning and encouraging innovation, will allow us to anticipate changes and test new approaches.

Being open to innovation and change is key to ensuring the organization remains adaptable and relevant. Miknas emphasizes a culture of continuous learning and improvement and perceives feedback as an opportunity for growth.

“Above all, foster a genuine belief in the transformative power of DEI: it not only creates a more inclusive workplace but also enables more creative, impactful, and progressive output for clients and their businesses,” adds Miknas.

Organizations can stay relevant by keeping their ears to the ground and looking at what other progressive companies are doing across the world. 

“They should also spend time every quarter reviewing what they have in place and what kind of employer they want to be,” says Kearns.

She adds, “To be a truly inclusive workplace, you will need to confront the uncomfortable to ensure that the correct DEI policies and practices are in place.”

This year, Fast Company Middle East’s Impact Council Workplaces of the Future subcommittee will meet to discuss what it takes to build a strong, inclusive, and diverse workplace culture. So, how should it evolve? The sub-committee will delve on increasing DEI, mental health and well-being, accelerating progress for women and leadership development and also creating physical spaces where teams can remain productive are crucial.