Artificial intelligence has been on a hot streak and, while it's a boon for some, it has been bane for jobs.
Most of the attention has been drawn to the negatives – jobs displaced or wiped out – but studies have found the technology to be an opportunity to create more and reskill employees.
Human resources departments, meanwhile, have also been trying to figure out how to balance tradition with the hot innovation.
"The biggest change will be people working alongside AI, to capture the upside of 'augmented intelligence', so there will be a race to equip people with the right mindsets, skill sets and toolsets,” Lisa Lyons, regional transformation centre of excellence lead at New York-based professional services firm Mercer, tells The National.
"Another bright side, is making work more interesting … employees report that their work today is mundane and repetitive, presenting an obvious opportunity for process and cognitive automation.”
History repeating itself
Analysts have drawn parallels to other industrial revolutions, in which the job market was disrupted, in what is considered its fourth iteration. The big difference is that the technology has set the pace faster, and everything else must keep in step.
And while it is universally agreed upon that AI will indeed replace or displace jobs, figures have varied. But, in fact, jobs continue to be created as eras open up roles and demand.
The International Monetary Fund estimates that 60 per cent of jobs in advanced economies would be affected by AI; that number drops to 40 per cent 26 per cent in emerging and low-income economies, respectively.
"As AI continues to develop, it will become increasingly adept at performing a variety of roles that have traditionally been done by humans,” says Mohammed Alkhotani, a senior vice president at cloud services company Salesforce Middle East.
For example, autonomous AI agents, built on natural language processing and powerful reasoning engines, can mimic human language – both written and spoken – and are ideally suited to handle a wide range of roles.
"This particularly applies to customer services, where AI agents are already working alongside humans,” Mr Alkhotani tells The National.
Customer services are forecast to be among the top declining roles through 2030, the World Economic Forum said in its Future of Jobs Report 2025.
Multiple studies agree on what jobs are at risk from AI, or the jobs the functions of which can be mostly performed by AI in a more accurate and cost-efficient way. Among those roles that have been automated, or are at risk of being automated, are telemarketers, customer service representatives, manufacturing assembly line workers, proofreaders and translators.
On the flipside, jobs that are less at risk – or are outright difficult to replace using the technology of today – are those that need people to provide emotional understanding, interpersonal skills, human judgment and adaptability, according to Kieran Gilmurray, an AI strategist who founded an IT services firm bearing his name in Northern Ireland.
Those include jobs in health care (doctors, surgeons, nurses), the arts (sculptors, musicians), social workers and counsellors and skilled tradespeople (electricians, carpenters, plumbers).
"AI should complement human expertise, not replace it … decision-making often requires nuance, negotiation and adaptability, which AI cannot fully replicate,” says Ibrahim Imam, Vienna-based construction software developer PlanRadar's chief executive for the Middle East and North Africa, and Asia-Pacific regions.
"The key to successful AI integration is continuous training, contextual learning and a hybrid approach where AI handles data-heavy tasks, allowing professionals to focus on strategic, human-centric decisions.”
The HR dilemma
Much of the focus – and worries – of the apparent job disruption has been towards the workforce, and HR units of companies are feeling the pinch.
For instance, while HR teams are likely to incorporate more AI tools, the idea of AI fully replacing human HR professionals is highly unlikely for a number of reasons.
While AI can streamline recruitment, onboarding, and employee performance tracking, it lacks the emotional intelligence needed for complex human interactions, says Nicki Wilson, managing director of Dubai-based recruitment firm Genie.
"It also becomes a bit of a spambot in the sense that AI can often seek out job roles for jobseekers and send hundreds, if not thousands, of applications to adverts, decision makers and HR teams,” she tells The National.
In addition, using AI tools to create CVs are "actually counter productive”, as most traditional software that recruiters and employers use cannot read these CVs, which are effectively images, she says.
"This, honestly, is not helping anyone trying to hire.”
The WEF agrees. AI systems still largely rely on self-reported candidate information, making them susceptible to inaccuracies, the jobs report says. It added that around 88 per cent of companies have already used some form of AI for initial candidate screening. However, that has already been a trend, even before the pandemic year – and way before ChatGPT burst into the scene, a study from US-based HR services firm SHRM finds.
"What's more, these systems can also filter out highly qualified, high-skill candidates if their profiles don’t match the exact criteria specified in the job description,” the WEF report stresses.
Rolling with the punches
In the US, inefficient career transitions and learning gaps are costing the world's biggest economy about $1.1 trillion annually, research from UK education conglomerate Pearson shows.
That underscores the need for more effective workforce development solutions, as AI’s role in workforce development "extends far beyond improving efficiency”, a representative from the London-based company tells The National.
Jobs that require human interaction, creativity, critical thinking, strategic decision-making, emotional intelligence and advanced technical expertise are best positioned to thrive amid the AI boom, recruitment consultants had previously told The National.
"AI-driven platforms can offer personalised learning experiences … these platforms analyse employees’ individual learning styles, strengths and weaknesses to deliver content tailored to their needs, helping to bridge skill gaps effectively and efficiently,” the Pearson representative says.
That does not mean companies should just roll with the punches. A study from the California-based non-profit Rand Corporation finds that more than 80 per cent of AI projects don't succeed. That "emphasises the need for clear guidelines and practical applications”, says Evgenii Pavlov, general manager at Yango Ads Middle East and Africa.
"The technology landscape is littered with instances where AI was applied unnecessarily, resulting in failures and unmet expectations,” he tells The National.
AI in circles
The reliability of AI systems has always been under scrutiny. It is not uncommon for chatbots or – text-based or voice – which are increasingly replacing humans in call centres, to take users in circles. Some do not even have outright options to request for an actual person to speak to.
The reason for this is issues such as limited understanding of complex queries, and poor training data, in addition to scaleability problems wherein bots still in development, with limited testing, have been rolled out, leading to inefficiencies.
"Finally, the process of human-AI collaboration, such as escalating to a human agent, can sometimes be inadequately managed, leading to circular interactions,” says Louis Mottli, founder and chief executive of UK-based entertainment app developer Mottli.
"At its core, AI has always been an enablement technology, designed not to replace but to enhance human thinking, decision-making and execution … businesses don’t succeed by automating everything; they succeed by striking the right balance.”
Profile of Tamatem
Date started: March 2013
Founder: Hussam Hammo
Based: Amman, Jordan
Employees: 55
Funding: $6m
Funders: Wamda Capital, Modern Electronics (part of Al Falaisah Group) and North Base Media
Day 3 stumps
New Zealand 153 & 249
Pakistan 227 & 37-0 (target 176)
Pakistan require another 139 runs with 10 wickets remaining
Killing of Qassem Suleimani
UAE currency: the story behind the money in your pockets
Killing of Qassem Suleimani
Zayed Sustainability Prize
GAC GS8 Specs
Engine: 2.0-litre 4cyl turbo
Power: 248hp at 5,200rpm
Torque: 400Nm at 1,750-4,000rpm
Transmission: 8-speed auto
Fuel consumption: 9.1L/100km
On sale: Now
Price: From Dh149,900
UAE currency: the story behind the money in your pockets
Name: Peter Dicce
Title: Assistant dean of students and director of athletics
Favourite sport: soccer
Favourite team: Bayern Munich
Favourite player: Franz Beckenbauer
Favourite activity in Abu Dhabi: scuba diving in the Northern Emirates
UAE currency: the story behind the money in your pockets
Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.
Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.
“Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.
Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.
“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.
Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.
From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.
Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.
BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.
Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.
Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.
“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.
Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.
“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.
“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”
The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”
SPECS
%3Cp%3E%3Cstrong%3EEngine%3A%3C%2Fstrong%3E%201.5-litre%204-cylinder%3Cbr%3E%3Cstrong%3EPower%3A%3C%2Fstrong%3E%20101hp%3Cbr%3E%3Cstrong%3ETorque%3A%3C%2Fstrong%3E%20135Nm%3Cbr%3E%3Cstrong%3ETransmission%3C%2Fstrong%3E%3A%20Six-speed%20auto%3Cbr%3E%3Cstrong%3EPrice%3A%3C%2Fstrong%3E%20From%20Dh79%2C900%3Cbr%3E%3Cstrong%3EOn%20sale%3A%3C%2Fstrong%3E%20Now%3C%2Fp%3E%0A
Specs
Engine: Electric motor generating 54.2kWh (Cooper SE and Aceman SE), 64.6kW (Countryman All4 SE)
Power: 218hp (Cooper and Aceman), 313hp (Countryman)
Torque: 330Nm (Cooper and Aceman), 494Nm (Countryman)
On sale: Now
Price: From Dh158,000 (Cooper), Dh168,000 (Aceman), Dh190,000 (Countryman)
Kat Wightman's tips on how to create zones in large spaces
- Area carpets or rugs are the easiest way to segregate spaces while also unifying them.
- Lighting can help define areas. Try pendant lighting over dining tables, and side and floor lamps in living areas.
- Keep the colour palette the same in a room, but combine different tones and textures in different zone. A common accent colour dotted throughout the space brings it together.
- Don’t be afraid to use furniture to break up the space. For example, if you have a sofa placed in the middle of the room, a console unit behind it will give good punctuation.
- Use a considered collection of prints and artworks that work together to form a cohesive journey.
Roll of honour 2019-2020
Dubai Rugby Sevens
Winners: Dubai Hurricanes
Runners up: Bahrain
West Asia Premiership
Winners: Bahrain
Runners up: UAE Premiership
UAE Premiership
Winners: Dubai Exiles
Runners up: Dubai Hurricanes
UAE Division One
Winners: Abu Dhabi Saracens
Runners up: Dubai Hurricanes II
UAE Division Two
Winners: Barrelhouse
Runners up: RAK Rugby
The%20specs
%3Cp%3E%3Cstrong%3EEngine%3A%20%3C%2Fstrong%3E2.9-litre%20twin-turbo%20V6%0D%3Cbr%3E%3Cstrong%3ETransmission%3A%20%3C%2Fstrong%3E8-speed%20auto%0D%3Cbr%3E%3Cstrong%3EPower%3A%20%3C%2Fstrong%3E536hp%20(including%20138hp%20e-motor)%0D%3Cbr%3E%3Cstrong%3ETorque%3A%20%3C%2Fstrong%3E750Nm%20(including%20400Nm%20e-motor)%0D%3Cbr%3E%3Cstrong%3EPrice%3A%20%3C%2Fstrong%3EFrom%20Dh1%2C380%2C000%0D%3Cbr%3E%3Cstrong%3EOn%20sale%3A%20%3C%2Fstrong%3Enow%3C%2Fp%3E%0A
KILLING OF QASSEM SULEIMANI
2025 Fifa Club World Cup groups
Group A: Palmeiras, Porto, Al Ahly, Inter Miami.
Group B: Paris Saint-Germain, Atletico Madrid, Botafogo, Seattle.
Group C: Bayern Munich, Auckland City, Boca Juniors, Benfica.
Group D: Flamengo, ES Tunis, Chelsea, Leon.
Group E: River Plate, Urawa, Monterrey, Inter Milan.
Group F: Fluminense, Borussia Dortmund, Ulsan, Mamelodi Sundowns.
Group G: Manchester City, Wydad, Al Ain, Juventus.
Group H: Real Madrid, Al Hilal, Pachuca, Salzburg.
RESULTS
Bantamweight: Jalal Al Daaja (JOR) beat Hamza Bougamza (MAR)
Catchweight 67kg: Mohamed El Mesbahi (MAR) beat Fouad Mesdari (ALG)
Lightweight: Abdullah Mohammed Ali (UAE) beat Abdelhak Amhidra (MAR)
Catchweight 73kg: Mosatafa Ibrahim Radi (PAL) beat Yazid Chouchane (ALG)
Middleweight: Yousri Belgaroui (TUN) beat Badreddine Diani (MAR)
Catchweight 78KG: Rashed Dawood (UAE) beat Adnan Bushashy (ALG)
Middleweight: Sallah-Eddine Dekhissi (MAR) beat Abdel Enam (EGY)
Catchweight 65kg: Yanis Ghemmouri (ALG) beat Rachid Hazoume (MAR)
Lightweight: Mohammed Yahya (UAE) beat Azouz Anwar (EGY)
Catchweight 79kg: Souhil Tahiri (ALG) beat Omar Hussein (PAL)
Middleweight: Tarek Suleiman (SYR) beat Laid Zerhouni (ALG)
The specs
Engine: Direct injection 4-cylinder 1.4-litre
Power: 150hp
Torque: 250Nm
Price: From Dh139,000
On sale: Now
COMPANY%20PROFILE
%3Cp%3E%3Cstrong%3EName%3A%20%3C%2Fstrong%3EYango%20Deli%20Tech%0D%3Cbr%3E%3Cstrong%3EBased%3A%20%3C%2Fstrong%3EUAE%0D%3Cbr%3E%3Cstrong%3ELaunch%20year%3A%20%3C%2Fstrong%3E2022%0D%3Cbr%3E%3Cstrong%3ESector%3A%20%3C%2Fstrong%3ERetail%20SaaS%0D%3Cbr%3E%3Cstrong%3EFunding%3A%20%3C%2Fstrong%3ESelf%20funded%0D%3Cbr%3E%3C%2Fp%3E%0A
Museum of the Future in numbers
- 78 metres is the height of the museum
- 30,000 square metres is its total area
- 17,000 square metres is the length of the stainless steel facade
- 14 kilometres is the length of LED lights used on the facade
- 1,024 individual pieces make up the exterior
- 7 floors in all, with one for administrative offices
- 2,400 diagonally intersecting steel members frame the torus shape
- 100 species of trees and plants dot the gardens
- Dh145 is the price of a ticket
Specs
Engine: Duel electric motors
Power: 659hp
Torque: 1075Nm
On sale: Available for pre-order now
Price: On request
UAE currency: the story behind the money in your pockets
Killing of Qassem Suleimani
Tips for SMEs to cope
- Adapt your business model. Make changes that are future-proof to the new normal
- Make sure you have an online presence
- Open communication with suppliers, especially if they are international. Look for local suppliers to avoid delivery delays
- Open communication with customers to see how they are coping and be flexible about extending terms, etc
Courtesy: Craig Moore, founder and CEO of Beehive, which provides term finance and working capital finance to SMEs. Only SMEs that have been trading for two years are eligible for funding from Beehive.
More from Neighbourhood Watch
More coverage from the Future Forum
