In a world competing for the same limited reservoir of highly skilled talent, governments must be employers of aspiration, or else risk irrelevance. Today, recognition and opportunity increasingly determine whether high achievers stay, grow and, eventually, lead. The nations that will thrive are those that understand this simple truth: real progress goes beyond technology or capital and comes from creating meaningful work within an organisation. That is, work that values people for who they are and what they can become.
In this sense, governments win or lose talent exactly the same way global tech firms do – by the quality of the culture they create and the impact they enable their people to deliver. This belief is at the centre of the growth currently under way in Abu Dhabi. Our new HR Law, which took effect from January 1, will reshape how we support our 25,000-strong public-sector workforce. It signals that in today's global talent marketplace, a government must be an employer of ambition, not the employer of last resort.
Abu Dhabi wants to attract the very best talent; therefore, merit drives everything in our new framework. For example, high performers will benefit from accelerated promotion pathways and outstanding graduates will see reduced probation periods. Additionally, performance-based allowances will also reward distinguished contributions.
A lot of this stems from our commitment to investing in our people because talent is the engine of organisational performance and long-term competitiveness. And as we transition into the world’s first fully AI-native government by 2027 under the Abu Dhabi Government Digital Strategy, a modern employee playbook such as this is imperative. That’s because it has the power to become the unsung hero of our collective success in this AI era.
The law, which coincides with the start of the UAE's Year of the Family, recognises that our employees have dreams, responsibilities and – most importantly – lives beyond their desks. For example, we’re introducing an enhanced parental leave scheme that means new mothers receive extended support and new fathers receive doubled paternity provisions. No parent should face the impossible choice between advancing their career and growing a family. Simply put, they gain time, their children gain presence and we as an organisation build lasting commitment.
The same philosophy that underpins our parental leave – trust, flexibility and belief in potential – also shapes our new entrepreneurship leave. It allows an ambitious analyst to spend six months launching a tech startup while maintaining her government career. Afterwards, she can return as an innovator, ready to drive change from within, using newly gained sharper insights, broader connections and a deeper sense of purpose. Or she may stay in the private sector and continue to contribute to Abu Dhabi’s growth in a different way.
Additionally, flexible schedules can help parents balance school runs, while remote work options support those caring for loved ones. Global experience across the private sector clearly shows the impact of prioritising these changes. Hybrid models support sustained productivity, reduce attrition risk and strengthen workplace resilience.
Research shows that organisations offering flexible work arrangements experience up to 35 per cent lower turnover rates. And, according to some estimates, replacing an employee can cost between 50 per cent and 200 per cent of their annual salary – encompassing recruitment, training, lost productivity and the erosion of organisational knowledge.
A revolving door of replacements makes little sense – and the negative impact is greatest when it comes to the public sector. For our workforce, even modest improvements in retention can translate into millions in value creation. This can then be redirected into innovation that enhances services, capability building and long-term strategic priorities with real-world impact for the communities we serve.
When talented professionals feel supported through life's biggest moments, they stay, they contribute and they excel. According to Gallup, organisations with high employee engagement record a 59 per cent lower turnover and 23 per cent higher performance.
In the past, there was a time when some people may have felt the idea of government employment was just like joining a machine. You simply performed your function as asked and followed the procedures just as they’ve always been done. Again and again, just like the hundreds – or even thousands – before you did. Most of all, you waited for your turn to take the next step on the ladder.
But today feels different in many governments worldwide – none more so than Abu Dhabi. When talented professionals choose to work in this government, they'll find clear pathways for advancement, recognition for excellence and hard work, support for life's complexities and investment in their growth. In return, they'll be co-partners in one of the world’s most advanced and high-performing government workforces.
Simple but impactful evolutions such as this are how we build a high-achieving organisation. One that is capable of competing for top talent on a global stage. Most importantly, it’s how we ensure our workforce can deliver greater impact and stronger outcomes for Abu Dhabi.
And it’s the standard Abu Dhabi expects – where government is a modern employer building a workforce ready for the future.
