In today’s shifting workplace landscape, employee expectations have evolved faster than many organizations can keep up. The pandemic changed the way we work, from hybrid models to flexible work and digital acceleration. But it also sparked something deeper. People began re-evaluating what they want from work: not just better benefits, but more clarity, purpose and belonging.
In the UAE, this is especially visible. As the region accelerates through economic transformation, talent localization and globalization, the expectations of employees (both local and expatriate) are becoming more nuanced. It's no longer just about competitive salaries or impressive office space. People want to feel something where they work. They want to trust their leadership, believe in the mission and see themselves reflected in the story of the organization.
The organizations that will thrive in the UAE’s future economy are not just those with bold strategies, high AI adoption or impressive branding. Because no technology, however advanced, can deliver impact without employee trust, adoption and engagement. The companies that win will be the ones that understand you cannot project externally what you fail to live internally. This is where internal communications and employee engagement come in, not as perks, but as priorities.
Trust Starts Within
In a region like the UAE, where workplaces are uniquely multicultural and ambition runs high, employees look to their employers not just for pay or promotions, but for stability, clarity and shared values. Especially in times of change, internal communication becomes the signal through the noise.
According to Edelman’s 2024 Trust at Work report, 85% of employees in the UAE trust their employer, placing “my employer” among the most trusted institutions, on par with business and second only to government. This trust is a powerful foundation, but it is also fragile and must be continually reinforced through transparency, consistency and human connection.
This matters, because when trust is present, people show up differently. They advocate, they contribute and they stay.
The challenge is that many organizations still underestimate how quickly trust turns into disengagement when expectations are not met.
People want more than productivity goals and performance metrics. They want to understand how their work contributes to something larger. They want leaders who listen, not just broadcast. What they don’t want are token gestures – we all know them: the occasional pizza party or branded tumbler passed off as culture.
And just as importantly, they don’t want communication that is one-way. Too many companies still hold town halls where leaders talk at employees but never open the floor for questions. That isn’t dialogue, it is a missed opportunity to build trust.
Globally, nearly 60% of employees are disengaged at work, according to Gallup. Many are quietly opting out and no longer going above and beyond. Meanwhile, burnout is on the rise, and internal silence can be just as damaging as external churn.
In a market as competitive as the UAE, where talent can move quickly across industries and borders, disengagement is a risk no organization can afford. Professionals are browsing job boards, not just looking for new titles but for better experiences. That search often begins when the internal environment starts to feel disconnected, unclear or misaligned.
Internal Communications: The Bridge
Internal communications, when done right, is not just a function. It is a bridge between leadership and people, between strategy and culture, between intention and perception. It helps employees make sense of constant change, feel part of something bigger and see their voice reflected in the organization’s direction.
In the UAE, where organizations are balancing global mandates with local realities, internal communications needs to be culturally intelligent, emotionally aware and intentionally designed. Toolkits from HQ are not always enough. Teams need communication that lands where they are.
This is especially true in moments of transition: new leadership, new vision, rapid growth or market pivots. How these changes are communicated internally can make the difference between connection and rejection.
Recalibrating for What’s Next
Employees are not just part of the organization – they are the nucleus. The heart. The soul. And if that center is not engaged, inspired or connected, then no amount of external messaging will stick.
Culture starts within, as does trust. If we want our people to grow, advocate and stay, we have to meet them where they are. With empathy. With transparency. And with purpose. Because the future of work is not just about where people sit. It is about how they feel. And that starts on the inside.