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- What was not working in the organisation’s approach to nationalisation?
- How did it move from meeting hiring targets to developing nationals for key business roles?
- What experience and development helped nationals move into specialist and leadership roles?
- How did managers and expatriate colleagues help develop national talent and pass on their knowledge?
- How did the organisation decide who was ready to progress and prepare people to fill future vacancies?
- Did more nationals stay, progress and take on greater responsibility? What difference did this make to the business?
- How did mentoring, working alongside experienced colleagues and planned handovers help keep knowledge in the business?
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- Are we hiring, developing and keeping people in the areas that matter most to the business?
- Which roles and skills make the biggest difference to business results?
- How can we move people to where they are needed as priorities change?
- Does workforce planning help us make these decisions, or does it need to change?
- Where should HR spend more, spend less or do things differently, and how do we know it is working?
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- How can organisations build AI capability at scale?
- How can employers avoid leaving non-technical employees behind?
- How should learning be tailored to different roles, levels of confidence, languages and use cases?
- How can organisations help employees evaluate AI output effectively?
- What needs to change in leadership, culture and everyday work to sustain adoption?
- How were frontline and shift-based employees included
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- What was not working in the previous structure, and how did decision-making change?
- How many management layers did the organisation need, and who became responsible for what?
- What changed in cost and the speed of decisions?
- When management layers were removed, who took on the work?
- Did the changes make career progression or succession planning harder?
- How did the changes affect managers’ workloads, team sizes and time to lead?
- What didn’t work, and what would they do differently?
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- What business question was the organisation trying to answer?
- What data did it use from HR, finance and operations?
- What did the data show that leaders had not expected?
- What decision changed as a result?
- What did the team do when data was missing, and how did it check what it could safely conclude?
- What difference did the decision make to cost, retention or performance?
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- What business problem was the organisation trying to solve?
- How did the results compare with their expected outcomes?
- What impact did the investment have on their productivity, quality and employees?
- Where did the implementation take longer and/ or cost more than expected?
- What would they do differently if they were to implement other AI solutions in future?
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- Which senior and specialist roles are hardest to fill across the GCC, and why?
- How are regional headquarters requirements and major projects affecting where people choose to work?
- How can organisations meet nationalisation targets across several countries and find the skills they need?
- Can one people strategy work across the GCC, or does each country need a different approach?
- What helps attract and keep senior talent? Is it pay, the chance to move between countries, long-term residency or career opportunities?
- How can employers find out why key people leave and decide what is worth spending on to keep them?
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- How can organisations redesign roles and workflows rather than simply add AI into existing processes?
- Which tasks should be removed, automated, supported by AI or retained?
- How should HR, technology and operational leaders work together on work redesign?
- How does work redesign affect roles, skills and organisation structure?
- How can organisations do this within an already heavy workload?
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- What do leaders need to get right so people feel valued, are treated fairly and know they can speak up?
- How can employees try out AI and learn from mistakes without fear of blame?
- Are organisations taking enough account of the impact of AI on people, including worries about their jobs?
- What signs show that greater efficiency is hurting relationships or culture?
- How can culture change without losing what made it strong?
- Where can leaders make more time for conversations and shared experiences that keep people connected?
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A CHRO, CFO and COO in conversation
- How can HR help lead the business while making decisions that work for its people?
- What have CHROs done to better understand how the business works, makes money and grows?
- Does HR need to change how it works, and what should it stop doing or take on as AI and organisational structures change?
- What do the CEO, CFO and COO need from HR, and how should this guide its priorities?
- How can HR show that its people decisions are improving business results?
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- Are organisations thinking about the long-term effects of changing or removing entry-level roles as they introduce AI?
- How can employers meet nationalisation commitments if the entry-level roles they recruit nationals into are automated?
- What experience would early-career employees miss, and how can they build judgment if AI does the work they would normally learn from?
- If there are fewer junior roles, where will future leaders and experienced specialists come from?
- What opportunities are there to redesign graduate and entry-level roles?
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- Which decisions about people should the CHRO be responsible for when AI is involved?
- What should HR ask before introducing an AI tool that affects hiring, performance or pay?
- How can organisations protect employee data as more teams use AI?
- Who sets the rules and checks how AI is used across HR, technology, legal and the business?
- How can organisations keep up with changing regulation in the UAE and across the region?
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- Are organisations asking employees to cope better instead of fixing what is causing the pressure?
- What needs to change in how work is organized, shared out and prioritized?
- When workloads are too high, what should leaders stop, simplify or give more support to?
- If AI saves time, how can organisations give that time back to employees rather than add more work?
- What changes would give people time to rest and recover?
- How can leaders spot when people are struggling and act before they burn out?
- Do managers have enough time to lead their teams alongside their other work?
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- How can employers offer competitive pay while keeping pay fair across locations and job levels?
- How can employers reward new skills without undervaluing experience and knowledge of the business?
- Can specialists progress in pay and status without moving into people management?
- How should end-of-service benefits and savings schemes fit into the overall pay and benefits package?
- How can employers explain pay decisions clearly and keep employees’ trust?
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- How can HR plan for changes in business growth, budgets and technology?
- Which roles would be hardest to fill, and which skills would take longest to develop?
- When should employers hire, train existing employees, move people into other roles or bring in outside help?
- When should the workforce plan be reviewed or changed?
- How can HR, finance and operations agree on what the business will need and what it can afford?
- How can training and moves between roles prepare employees for future work?