Youthfull Habits Interview with Mahesh- TASC Emiratisation Guidebook

Intro:
At the recent TASC event, we had the chance to sit down with Mahesh Shahdadpuri, Founder and CEO of TASC Outsourcing to discuss the evolving landscape of Emiratisation in the UAE. From shifting expectations to the growing appetite for tech roles, this conversation sheds light on how the private sector can better support the ambitions of Emirati youth and professionals seeking more than just a paycheck.

• TASC’s latest findings show that nearly 75% of Emiratis are dissatisfied with their current salaries. What implications does this have for future Emiratisation targets?

As we can see that due to salary dissatisfaction, employees may start moving from one job to another more often, which could become very challenging for the private sector. Which is why they will need to make investments, beyond compensation and communication, in areas such as offering work with higher meaning and purpose.

We have come to understand what motivates Emirati employees, what their learning and career development goals are, and also consider their families’ needs. For example, if they are women, factors like maternity leave, childcare, or the size of the company, as well as schooling options, matter a lot, and the private sectors need to shift more towards providing the flexibility required for them.

The government is striving the do better for Emiratis through programs like NAFIS, which provides training, upskilling, and financial incentives. Working together with the government could be very helpful in offering more non-monetary benefits and support to Emiratis.

• Your data reveals a sharp increase in Emirati interest in tech and ICT roles.

How should education and private sector policy evolve to support this shift? 

This seems like a natural progression, given how the world is evolving. Investing more in technology means constant learning and staying up-to-date, which indicates regularly training Emiratis on new technologies, and also, with AI emerging, the training cycle becomes even shorter, making information readily available to them, while also providing access to real projects.

We at TASC have begun collaborating with a renowned American university to form teams of talented students and faculty members who collaborate on joint, real-world projects. We also make use of mentorship programs, which have been very successful in helping Emiratis grow.

• The guidebook mentions that over 82% of Emiratis feel confident working in the private sector. Why do you think this confidence isn’t translating into higher satisfaction and retention?

We’re currently in a learning phase right now. More Emiratis are now interested in and eager to work in the private sector than they were ten years ago. The private sector workforce, which still has a large number of expats, is getting used to treating Emiratis on an equal footing with them. They are also trying to understand how to better integrate Emiratis culturally into the workplace.

There is so much more going on in this field. There are more Emiratis being hired by the private sector; for instance, there are more than 131,000 Emirati jobs this year, up from 60,000 just two years ago. The level of integration is steadily increasing, and the private sector is getting more involved, which is gradually establishing the new normal. 

• What role does TASC play in helping companies stay compliant with evolving Emiratisation regulations while still building a culturally diverse workforce?

The latest version of our Emiratization guidebook highlights the essential function that TASC plays in helping businesses remain compliant with changing Emiratization regulations by offering thorough guidance and resources. It dives deeply into insightful information about the needs, findings, and best practices for understanding and incorporating Emirati culture and the workforce. By encouraging an increased awareness of all of these factors, we help companies in developing a workforce that is compliant, inclusive, and sensitive to cultural differences. This strategy not only guarantees compliance with rules but also improves the organization’s capacity to cater to and capitalize on the strengths of the Emirati talent pool, building a more resilient and diverse workplace.

Conclusion:

As Mahesh rightly points out, the future of Emiratisation lies in offering purpose-driven careers, flexibility, and continued learning opportunities. With more young Emiratis entering the workforce, companies need to step up—not just to comply with policy, but to build meaningful, inclusive workplaces that reflect the future of the UAE.