The global talent market is on the brink of a major shift as artificial intelligence moves from being a support tool to becoming an effective workforce, according to a recently released Korn Ferry talent acquisition report.
The study, based on the understanding of more than 1,900 talent leaders and the Middle East, explains how people are AI, changing AI priorities, changing priorities and how collaboration spaces work with people.
The report, published in November, shows that 52 percent of global talent leaders expect to add warm agents to teams by 2026, signing towards daily operations.
Korn Ferry points out that while AI may be increasingly disrupted in recruitment and talent management systems, human judgment, empathy and flexibility will continue to define organizational success.
“AI is changing the way we attract and develop talent, but the core of the workforce in our region is still human. Technology can accelerate work.
Korn Ferry’s research shows that the Middle East is developing faster than most global markets. National AI strategies in the UAE and Saudi Arabia, combined with major reform agendas, have reduced employers to redefine work structures and integrate AI directly into the travel process.
Human workers and Ai
What is considered is the assessment technology that has been considered currently in business models and recruitment frameworks.
“The future of AI in the workplace is not far off, it’s already happening across the Middle East,” said Iktimal Daneshvar, former Vice President and Chief Customer Partner for the recruitment process. He added that organizations are now “laying the groundwork for real interactions between humans and AI”.
Despite rapid adoption, the report shows that people skills remain a top priority for employers. Critical thinking positions as the top hiring need for 73 percent of talent leaders, ahead of the power of technology ai. This reflects the belief that the ability to interpret information and use intelligence is undeniable with machines.
The report also warns of long-term risks to leadership development. 40% 3% of companies plan to replace some roles with AI, especially in operations and early career positions.
Korn Ferry warns that reducing entry-level hiring could reduce the pipeline of wages, especially for young workers in the Gulf. Only 11 percent of talent leaders say their managers are fully prepared to lead the AI revolution, emphasizing the need for closer alignment between business strategy, talent acquisition and leadership development.
Korn Ferry concludes that the future of work in the GCC will not depend on how well organizations implement AI, but how they empower people to lead.
