When Nationalisation Reaches HR

For more than a decade HR has driven nationalisation goals across the Gulf; sourcing national talent, tracking targets, reporting to ministries and building development programs to enable smooth talent assimilation and growth. Now the policies HR delivers on are knocking on their own doors. This not only changes what the department does, but how their own careers are built.

Each Gulf state sets its own rules for employing citizens. Some set percentages by sector or activity, others have reserved specific job domains, while some have taken a more flexible approach. The direction is shared though: more citizens in genuine skilled private-sector jobs. The Ministry of Human Resources and Emiratisation reported in July that private companies in the UAE now employ more than 190,000 nationals across 32,000 businesses. In some markets, HR and recruitment roles are now reserved entirely for citizens.  In some markets, HR and recruitment roles are now reserved entirely for citizens. 

What this means for the HR Function

Your role data is now compliance evidence: In some markets, regulators now judge a role by the work performed, not its title. That makes accurate job descriptions, classifications, and system records, how your organisation will show that it is compliant.

Knowledge transfer needs a plan: When there is a handover of roles, it has to be anchored through structured shadowing, documented processes, and a clear succession timeline.

Smaller organisations need national HR capability early on: Lean offices and growing businesses that once relied on experienced generalists, will increasingly need national HR talent from the start. That creates a demand for capable all-rounders and shared-service models.

What this means for HR Career Paths

For National HR Professionals, the path upwards is getting shorter: Demand is stronger and progression is fast. The opportunity is significant, and so is the responsibility. Your organisation will need to develop these professionals as rigorously as any other critical talent pool, through mentoring, skill development and early exposure to complex decisions.

For expatriate professionals, the role is evolving: Many will move into regional and global positions, advisory roles, or coach the next generation of national HR leaders. The most respected will be those who develop their successors on purpose and treat a strong handover as part of their professional legacy.

Nationalisation is becoming a specialisation in its own right, with dedicated roles that manage targets, retention and the experience of national employees.

Where Can We Start

Here are three moves that will help your lead this shift at your organisation:

1. Audit your own function first: Map which HR roles are, or are likely to become, subject to nationalisation rules in each market you operate in.
2. Build Succession into every HR Role: Name potential successors, readiness timelines and development roadmaps.
3. Develop HR talent deliberately: Define the career journey for HR talent, work towards building credentials with real accountability.

This shift is already visible across the region. The National Centre for Statistics & Information (Sultanate of Oman) reported in August that Oman’s private sector now employs more citizens than its government agencies do, a huge milestone for the region’s workforce agenda. HR has spent years helping the rest of the organisation to localise. The organisations that move forward will apply the same care for its people function.