Schools in the UAE are advancing rapidly with reforms, incorporating AI education, flexible schedules, and skills-based learning to better equip students for the future. However, in the workplace, where employees also seek structure and development, training often lacks clarity. Experts suggest it’s time for companies in the country to create their own ‘work curriculum.’
“Companies are inherently classrooms, whether they acknowledge it or not,” said Dmitry Zaytsev, founder of Dandelion Civilisation. “Onboarding is like the first week of school, compliance training is akin to mandatory subjects, and leadership programs are advanced courses.” He emphasized that, unlike schools, there is no clear progression. Employees complete training but rarely feel they are on a growth path.
As schools make AI a core subject, Zaytsev advocates for companies to do the same. “This doesn’t mean everyone should become a data scientist,” he noted. “But every employee should understand how to responsibly use AI tools, integrate them into workflows, and make better decisions with AI as a partner.”
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He also cites flexible school schedules as inspiration for career development. “Often, employees are confined to narrow roles. Companies could introduce ‘career sandboxes’—role swaps, short-term projects, and exploratory tasks—allowing workers to explore their strengths before committing to one path.”
Feedback processes also need innovation. Instead of annual performance reviews, he proposes “growth checkpoints” monthly or quarterly. “In schools, feedback is integral to learning. In companies, it often feels like an evaluation. Frequent, lighter discussions keep people motivated and evolving.”
Preventing burnout
For employees managing long hours, obligatory training can feel burdensome. Dr. Rania Sawalha, a Dubai-based workplace psychologist, warned that burnout is a growing concern.
“Burnout is prevalent in the region, and when training feels like extra homework, employees disengage,” she stated. “The solution is in design. Learning should be part of work, not an addition. Micro-learning—short, ten-minute skill sessions—works better than dreaded three-day workshops.”
She added that training should energize rather than exhaust. “When employees see training linked to personal goals and career growth, it feels like an investment in them, not just another task.”
Can a corporate curriculum succeed?
Some UAE firms are already experimenting with more structured approaches. Ahmed Al Marzouqi, HR director at a regional logistics company, noted that a curriculum doesn’t imply rigidity.
“We developed a tiered framework,” he explained. “All employees start with essentials—digital tools, communication, compliance. Beyond that, each department has electives relevant to its roles, and employees choose projects outside their immediate function twice a year. It’s structured but allows freedom.”
According to Al Marzouqi, the outcomes are evident. “Retention improved, and managers observed higher engagement. People felt their growth was planned, not left to chance. The challenge was ensuring training didn’t overwhelm daily work. We addressed that by considering learning time as work time, not extra.”
