Alia AlFardan
Ms Alia AlFardan is an Emiratization Graduate Talent Manager at HSBC, dedicated to driving Emirati talent development and fostering career growth through innovative learning strategies (June 2023 - Present).
Previously served as Learning and Development Manager at Independent Food Company, where I enhanced training programs to create a learning and development department and boost team performance and engagement (August 2022 - May 2023).
Spent nearly four years with Jumeirah Group in progressive roles, including Learning and Development Manager and Assistant Manager. I led impactful learning initiatives across Jumeirah Hotels & Resorts, contributing to staff development and operational excellence in a high-paced hospitality environment (October 2017 - August 2021).
Beyond quotas: Uncovering challenges and motivation factors in promoting inclusive leadership towards Emirati’s in the banking/finance sector
his study explores the intersection of Emiratisation policies and inclusive leadership practices within the UAE's banking and finance sector. As the UAE's economy rapidly developed post-oil discovery, its reliance on expatriate talent created structural gaps in integrating Emirati nationals into key industries. Emiratisation policies, implemented to address this imbalance, mandate quotas to increase Emirati representation. However, these initiatives often prioritize compliance over genuine inclusion, leading to perceptions of tokenism and challenges in fostering a sense of belonging for Emirati employees.
Using a qualitative methodology, this research investigates the perspectives of Emirati employees and expatriate leaders to understand how inclusive leadership practices impact workplace inclusion, decision-making, and access to resources. The study identifies key barriers, such as stereotype threats, limited opportunities for skill development, and cultural biases, that undermine inclusivity. Leaders often view inclusion as fostering collaboration and openness, while Emirati employees emphasize meaningful involvement and equitable access to decision-making platforms.
Findings underscore a disconnect between policy mandates and workplace practices, where Emiratisation often operates as a tick-box exercise rather than fostering authentic inclusion. A hybrid framework, combining Shore et al.'s Model of Inclusive Organizations and Bernstein et al.'s Theory of Generative Interactions, is proposed to bridge this gap. The framework emphasizes psychological safety, trust, and the active integration of Emiratis' unique contributions to create sustainable inclusive practices.
This study contributes to the limited body of research on inclusion in the UAE and provides actionable insights for leaders and policymakers to redefine inclusion beyond compliance. By aligning organizational strategies with the nuanced cultural and social dynamics of Emirati workplaces, the research highlights pathways to balance diversity targets with genuine inclusivity, promoting equitable outcomes in the UAE's rapidly evolving economic landscape.