Martina Maya, Founder of HypnoBond Private, explores what happens to our attention in the small moments between meetings, conversations and responsibilities; and why understanding these overlooked transitions could add an important dimension to employee wellbeing. Image Courtesy: AI-generated We move from one meeting, conversation or responsibility to another in seconds. Our attention does not always make the same transition quite so quickly. A meeting ends at 10:00. The next begins at 10:05. On the calendar, there is a clear boundary between the two. Psychologically, the boundary is not always so clean. The first meeting may have involved disagreement or an unresolved decision. Sometimes nothing particularly difficult happened at all. Yet as the next meeting begins, part of your attention can still be occupied by the question someone asked, the response you wish you had given, or the task you suddenly remembered. You are physically in the next meeting. Part of your mind may still be somewhere else. This is not simply an interesting observation. Research into task switching has established that moving our attention from one task to another has cognitive consequences. Studies have repeatedly demonstrated what psychologists call a “switch cost”: immediately after changing tasks, responses tend to be slower and more error-prone. Preparation helps, but does not necessarily eliminate the effect. Research by Sophie Leroy identified another particularly relevant phenomenon: attention residue. Her experiments found that when people switch between work tasks, particularly when the previous task is unfinished, some cognitive activity connected with the previous task can persist and interfere with engagement in the next. So we already know something important. Changing what we are doing does not necessarily mean our attention changes at exactly the same moment. That is where my own curiosity began. A moment I recognised only when I stopped Recently, I was driving after moving through several different demands. Nothing unusual was happening. I knew where I was going. I was driving normally. But there was that familiar feeling many of us probably recognise: physically doing one thing while mentally already running through another. The next conversation. Something that needed doing. What would happen when I arrived. There was a slight sense of being pulled forward. Normally, I might not even have noticed it. We spend so much of our lives moving like this that it can feel completely ordinary. But this time I did notice. I stopped the car safely and paid attention to what had been happening. What interested me was what followed. My shoulders dropped. My breathing became deeper. My gaze felt different - less hurried, somehow. I hadn't instructed myself to relax. I hadn't deliberately tried to “clear my mind.” Something had shifted simply around the point at which I recognised where my attention had been. That experience stayed with me. Not because I believe one personal observation proves anything. It doesn't. It stayed with me because I knew the feeling. I suspect many people do. You leave one meeting while mentally rehearsing it in the corridor. You walk into the next room still composing an answer to the conversation that has already finished. You arrive home while your mind is still inside the email you were writing at work. The body has crossed the boundary. Attention has not necessarily followed. This is not simply mindfulness There is an obvious comparison here with mindfulness, but I think the distinction is important. Mindfulness generally involves intentionally bringing awareness to present-moment experience with an attitude of non-judgment. The question I am exploring through HypnoBond Private is narrower and more contextual. I am interested specifically in transitions: the point at which one demand, environment, conversation or responsibility gives way to another. The aim is not necessarily to become calm, empty the mind, meditate or remain continuously present. Sometimes calm may not even be the most useful state. Before an important presentation, someone may be excited and energised. After a difficult conversation, someone else may still be emotionally activated. Another person may simply have several unfinished thoughts competing for attention. The relevant question may therefore be: What is still active from what came before, and does it belong in what comes next? That is now one of the areas we are examining more closely within HP. Our current scientific work is looking at established research around attention, task switching and related areas, while also investigating possible roles for arousal, emotion, metacognitive awareness and the perception of the transition itself. The overlooked part of employee wellbeing This changes how I think about workplace wellbeing. Organisations invest in wellness programmes, workshops, benefits and recovery initiatives. Many are valuable. But there is something much smaller happening repeatedly throughout every working day. A manager finishes a difficult employee conversation and immediately joins a strategy meeting. A team member leaves a demanding client call and opens another video meeting. A leader moves from analysing financial information into a conversation requiring empathy. The activity changes instantly. The person may need a little longer. Research gives us another useful clue here. A 2022 meta-analysis involving 22 independent study samples and 2,335 participants found that short micro-breaks produced small but significant improvements in vigour and reductions in fatigue, although improvements in overall performance were not statistically significant. That distinction matters. A pause should not be sold as a magic productivity tool. And I certainly don't think every gap between meetings should become another mandatory wellness exercise. Instead, I think we should begin recognising that transitions are part of work, not empty space between work. Try this during your own working day There is a very simple way to explore this for yourself. Choose one ordinary transition tomorrow - after a meeting, phone call, concentrated piece of work or difficult conversation. Before automatically opening the next email or walking into the next meeting, stop somewhere safe for perhaps 30 seconds. Ask yourself: Where is my attention right now? Then notice rather than correct. Is part of your mind still in what just happened? Are you already mentally inside what comes next? Is there a conversation continuing internally? Do you notice anything in your breathing, pace, gaze or body once you recognise it? Then continue with your day. You are not trying to achieve a particular state. There is no “right” result. The interesting part is simply whether you notice a difference between finishing something externally and actually transitioning from it internally. Try it several times rather than once. That small observation may tell you more about your working day than you expect. What happens between the demands? Through HypnoBond Private, this is the territory I am now investigating with scientific and behavioural input: not how to add another wellness activity to an already crowded day, but whether the transition itself can be understood and designed more practitly. Some parts of the picture are already well established. Task switching has cognitive costs. Attention can remain connected with previous work. Short breaks can support aspects of wellbeing. What I want to understand more precisely is what happens in the small, real-world transitions between demanding situations, and which part of that process is actually meaningful enough to support. Because the meeting may have ended. The question is whether, internally, we have. About the Author: Martina Maya is the founder of HypnoBond Private, developing a behavioural approach to the often-overlooked transitions from one situation to another, informed by her background in cognitive behavioural hypnotherapy and years of observation within high-demand private environments. Connect with Martina: LinkedIn: https://www.linkedin.com/in/martina-maya/ HypnoBond Private: https://hypnobondprivate.com/ Email: martina@hypnobond.com

That awkward conversation sitting at the bottom of your to-do list? Avoiding it may feel easier today, but unresolved issues have a habit of getting heavier. Dr. Louise Lambert explores why managers delay difficult conversations and how addressing concerns early, calmly and respectfully can protect relationships, strengthen trust and make work easier for everyone. Image Courtesy: AI-generated No one likes difficult conversations: not the person you need to have them with and not you, the manager, who needs to have them. Whether it is a behaviour that feels disrespectful, a pattern of missed expectations, or tension between team members, it’s awkward. And if you’re like most managers, you might avoid having those conversations to keep the peace. But you already know how that turns out. What is left unaddressed merely grows, becomes more emotionally charged, and its costs accumulate not only for you, but your team as well. Why we delay conversations Managers delay difficult conversations for a range of reasons. They might not want to overreact; they might worry about damaging the relationship. They are unsure whether the issue is serious enough to justify a conversation. At other times, they hope the situation will self-correct. Occasionally it does, but most of the time it doesn’t. What usually changes is not the behaviour, but everyone else’s resigned tolerance towards it. Irritation builds. Trust erodes. Avoidance grows until there is little room for anything productive, creative or kind to grow. We become less patient, less generous in our interpretations, and more emotionally reactive. By the time the conversation finally happens, it is no longer about one incident, but the accumulation of weeks or even months of frustration and words unspoken. Small issues grow and interpretations change Difficult conversations often stem from what seem like small behaviours: interruptions in meetings, a dismissive tone, avoidance of responsibility, or passive resistance. On their own, these behaviours may not seem serious, but over time, they tend to grow, become the new normal and set off a chain of events that is often unseen, but just as damaging. When behaviours go unaddressed, people develop internal stories, narratives for why things happen. “She doesn’t respect me.” “He always does this.” “Management doesn’t care.” These interpretations harden positions, increase defensiveness, and reduce goodwill. By the time the issue is raised, people are no longer reacting to the behaviour alone, but to the meaning they have attached to it. When managers say nothing, it’s not neutral. To the person exhibiting the behaviour, silence can be read as permission or approval. To others affected by it, silence is often experienced as a lack of safety. Over time, this damages trust in others too. After all, no one is speaking up, including those who are tasked to do so. Teams notice what is being addressed and what is allowed to continue. They draw conclusions accordingly and lose faith in time. In some cases, team members start being uncivil to survive the original incivilities being permitted or withdraw their attention and efforts given the lack of perceived action. What difficult conversations are for The purpose of a difficult conversation is not to win, punish, or vent. It is to interrupt a pattern and reset behavioural expectations. That requires being clear, respectful, and speaking up early or as soon as it is possible – including now, even if it’s late. Addressing an issue early allows the conversation to stay specific and behavioural, rather than personal or historical. For example: “In yesterday’s meeting, you interrupted twice while others were speaking. I noticed the discussion stopped after that. I want us to make space for everyone’s input.” If the behavior has gone on for longer, you could try, “I’ve noticed in the past few discussions, you’ve expressed disagreement in a way that others experience as dismissive. For example, saying ‘that won’t work’ without explanation, which shut the conversation down. We value your thoughts and I’d like you to share your explanation in a way that keeps the discussion open, so we can benefit.” This approach does three things: it names the behaviour, explains its impact, and clarifies the expectation going forward, without commenting on intent or character. When managers do this consistently, teams learn that issues will be addressed immediately, directly and respectfully. This creates clear standards for behaviour, as much as the expectation of accountability. Team members learn that how they are is as important as what they do. For bystanders, this builds psychological safety, they can see that incivilities are not tolerated and they will be protected. Avoiding conversations increases workload Unaddressed issues take up more mental space than addressed ones. Managers who avoid conversations often find themselves thinking about the issue repeatedly, adjusting around it, or compensating for it in other ways. They spend energy managing the situation indirectly instead of resolving it directly. Over time, this increases stress and contributes to burnout. It’s not a stretch to think that the rest of your team is affected in the same way. They too, are managing the same incivility, but with less authority and control to do anything about it. Avoidance makes work harder for everyone. What managers often worry about (and what usually happens instead) Managers often fear that addressing issues will damage relationships, but relationships are more likely to suffer when issues are ignored. Team member often report feeling relieved when a concern is addressed calmly and early. It reduces ambiguity and prevents resentment from building on either side. It allows work, and not bad behaviour, to be the focus of the day. Even when conversations are uncomfortable, they are often appreciated in hindsight when handled respectfully and people can grow from the feedback given in time. This month, try this Over the next month, pay attention to the conversations you are postponing and commit to working through them. Choose one conversation to have and keep it focused on observable behaviour and its impact, as well as what good alternatives would look like. Say it once, clearly and calmly. When you notice small shifts toward better behaviour, make sure to give credit where it is due. A small nod and a comment in passing, like “your input today really helped move things forward” or “I appreciated how you handled that,” reinforces the change and makes it more likely to continue. Finally, notice what happens when you stop carrying the issue alone. Do you feel lighter, more focused? Was the conversation as difficult as you anticipated, or just awkward for a short while? A final reminder Tough conversations rarely get easier with time, but the earlier you have them, the less weight they carry. Your goal for the month? Say the thing you have been avoiding. Like what you read? Contact us for how you might have Dr. Louise come to your organization and share these behaviors on a larger scale.

Singapore is giving workers more than AI lessons. Over 200 courses, free access to premium AI tools and integrated career support are being rolled out to help people build practical skills as technology reshapes jobs and workplace expectations. Image Courtesy: Magnific Learning about AI is one thing. Having the opportunity to actually use it at work is another. Singapore is bringing the two closer together with the launch of more than 200 curated AI courses, accompanied by complimentary access to selected premium AI tools for eligible learners. The initiative is part of a wider effort to help workers develop skills that remain relevant as AI changes how jobs are performed. Rolled out by the new Skills and Workforce Development Agency (SWDA) on September 16, the courses are offered through around 30 supported training providers. They range from practical applications of AI for workplace productivity to more advanced capabilities for AI-enabled roles and business transformation. The goal is not simply to turn more employees into AI specialists. It is to help people across different roles become more confident working alongside the technology. Learn AI; Then Actually Use It One of the more distinctive elements of the programme is what happens after workers enter the classroom. Eligible Singapore citizens attending selected courses can receive six months of complimentary access to premium AI tools, including options such as ChatGPT Plus and Google AI Pro. That gives employees an opportunity to take what they learn in training and experiment with it in everyday situations; whether that means researching faster, working with information, generating ideas or improving routine processes. Prime Minister Lawrence Wong said the government's priority is to ensure Singaporeans are equipped to navigate technological and workforce changes rather than becoming overwhelmed by them. He also stressed that workers should benefit from business transformation through better skills, jobs and career prospects. Connecting Training With Actual Careers Singapore is also attempting to solve another familiar workplace challenge: people can take courses without always knowing where those new skills will lead them. A new centre, Connect by SWDA, has opened at the Lifelong Learning Institute, bringing career guidance, skills advice and employment support into one location. Individuals can access career and skills advisers as well as AI-powered recommendations to identify relevant opportunities, training and funding support. This reflects a broader shift in Singapore's workforce strategy towards connecting learning more directly with employability. For employees, that could make upskilling feel less like collecting another certificate and more like preparing for the next version of their job; or potentially the next stage of their career. Singapore's approach also carries an encouraging message about AI and employment. The government has repeatedly said AI adoption should enhance workers' capabilities rather than simply replace them, with upskilling and reskilling support planned for employees affected by business transformation. As AI becomes part of more everyday roles, workers will not necessarily need to know everything about the technology. But knowing how to use it confidently, responsibly and productively could increasingly become part of staying career-ready. With more than 200 courses now available, Singapore is betting that the best way to prepare workers for an AI-shaped future is to give them something practical today: the skills, tools and confidence to start using it. Sources: Skills and Workforce Development Agency; Prime Minister's Office Singapore; Ministry of Manpower Singapore; Channel NewsAsia.

Mars has appointed Chuman Dev as People & Organisation Director across Malaysia, Singapore, Thailand, Indonesia and Growth, extending his regional leadership responsibilities across five markets. Image Courtesy: LinkedIn The path to senior HR leadership is rarely about mastering just one part of the employee experience. Increasingly, people leaders are expected to understand talent, culture, business strategy and organisational change; often across several very different markets. That broader mandate is reflected in the latest career move for Chuman Dev, who has been appointed People & Organisation Director at Mars for Malaysia, Singapore, Thailand, Indonesia & Growth. Based in Malaysia, Dev will take on expanded people leadership responsibilities across the five markets. From Talent Leadership to a Wider People Mandate Dev joined Mars in 2023 as Talent Lead & Business Partner, Asia, before subsequently serving as Interim People & Organisation Director, Asia. His latest appointment extends that journey into a broader regional leadership role. Before joining Mars, he built HR experience across organisations including AstraZeneca, DKSH and Unilever. His career progression is also a useful reflection of how senior HR roles are changing. Talent acquisition and development remain important, but today's people leaders are increasingly expected to connect those responsibilities with organisational priorities, employee experience and business transformation. That challenge becomes more complex when the remit spans several countries. Employees across different markets may work within distinct cultural, regulatory and business environments, meaning a regional people strategy needs enough consistency to support the organisation while retaining flexibility for local workforce needs. Reflecting on his career move, Dev spoke about the importance of continuous learning as well as “unlearning and relearning.” It is an idea that resonates beyond one appointment. As AI changes job roles, employee expectations evolve and organisations rethink how and where people work, HR professionals themselves are having to continuously update their capabilities. Skills that were central to people leadership a decade ago are now being complemented by greater expectations around data, technology, organisational design and strategic decision-making. For emerging HR leaders, Dev's progression provides a useful reminder: career growth does not always mean moving away from your existing expertise. Sometimes it comes from building outward from it, adding new responsibilities and learning how different parts of the employee experience connect. His new role at Mars represents that shift, from specialist and regional talent responsibilities towards a wider people leadership mandate across multiple markets. Sources: Human Resources Online; Chuman Dev / LinkedIn.

Ritu Sinha joins HONO as Chief Human Resource Officer with more than two decades of HR leadership experience, bringing a track record of building people functions, scaling workforces and shaping culture across aviation and high-growth. Image Courtesy: PeopleMatters Building technology for HR is one thing. Building the kind of workplace that reflects the people principles behind that technology is another. For HONO, that second challenge will now have a new leader. The HR technology company has appointed Ritu Sinha as Chief Human Resource Officer (CHRO), bringing an experienced people leader into the organisation as it continues to grow across international markets. Sinha brings more than 20 years of HR experience spanning aviation, large enterprises and high-growth businesses. Her mandate will centre on strengthening HONO's people strategy, leadership capabilities, organisational culture and employee experience as the company enters its next stage of growth. From Building Airlines to Building Culture Sinha's career offers an interesting perspective on what it takes to build organisations during periods of rapid change. Before joining HONO, she served as Head – People, Culture & Engagement at flynas in Saudi Arabia, where she developed the culture and engagement function for a multicultural workforce of more than 3,500 employees. Her responsibilities included employee listening, engagement, employer branding and advising leadership on culture and leadership effectiveness. Earlier, she was part of the founding leadership team at Akasa Air, serving as Head of Human Resources as the airline expanded from around 100 employees to more than 4,000. Her career has also included nearly six years at Vistara and close to nine years at IndiGo, giving her experience across different stages of growth within the aviation industry. That background makes her latest role particularly relevant. Scaling a workforce is not simply about hiring more people; it requires organisations to think about how culture, leadership and employee experience can remain connected as teams become larger and more geographically diverse. When an HR Company Builds Its Own People Strategy Sinha's appointment also creates an interesting dynamic for HONO. As an HR technology business, the company develops systems intended to support the employee lifecycle, including recruitment, onboarding, payroll, performance and engagement. HONO says its platform is currently used by more than 300 enterprises across over 50 countries, reaching more than one million users. That means its own workplace provides an opportunity to put many of the people principles associated with modern HR into practice internally. HONO has said its ambition is to build an organisation characterised by strong leadership, meaningful employee experiences, an inclusive culture and an environment where people can perform at their best. For Sinha, the challenge will be helping translate those principles into the employee experience as the business continues to expand. Her appointment also reflects the changing expectations surrounding the CHRO role. Today's people leaders are increasingly involved not only in recruitment and HR operations, but in organisational design, leadership development, culture, technology and business transformation. And for a company operating at the intersection of HR and AI, that connection between people and technology becomes particularly relevant. As workplaces experiment with increasingly intelligent HR systems, organisations still need leaders capable of answering the human questions around them: how people grow, how teams stay connected and how culture evolves alongside the business. Sinha's move to HONO places those questions firmly within her new leadership brief, bringing experience from some of aviation's fast-moving workplaces into an HR technology company preparing for its own next phase of growth. Sources: HONO; People Matters; HRKatha; Ritu Sinha / LinkedIn.

Singapore is pairing expanded childcare leave with financial and workforce support for employers, aiming to give working parents more family time without placing additional pressure on colleagues. Image Courtesy: Magnific More childcare leave can make a meaningful difference for working parents. But inside a workplace, there is another side to the conversation: what happens to everyone else's workload when a colleague is away? Singapore is attempting to address both. Following plans to expand childcare leave, the Ministry of Manpower has outlined measures designed to help employers, particularly SMEs manage staffing needs while avoiding excessive pressure on employees who remain at work. A key part of that support will be financial. The Government will reimburse employers for the full duration of child-related leave schemes, subject to the applicable reimbursement caps, helping businesses bring in additional manpower where necessary. More Family Time Without Shifting the Workload Under Singapore's enhanced childcare leave framework, working parents with Singapore Citizen children aged 12 and below are expected to receive more leave depending on family size. Once fully implemented, each working parent will receive eight days annually for one child, 10 days for two children and 12 days for three or more children. Further implementation details are expected in early 2027. For employers, however, the solution is not simply finding someone to cover an absent colleague. Companies can also tap workforce transformation support to cross-train employees, redesign jobs, introduce more flexible staffing arrangements and use technology to improve workforce planning and scheduling. That approach could have benefits beyond childcare leave. Cross-training can give employees opportunities to develop new capabilities, while better workforce planning can help organisations respond more effectively to different forms of absence and changing business demands. Importantly, the government has also recognised the potential impact on colleagues who do not take childcare leave. MOM and its tripartite partners are expected to provide employers with guidance on managing absences without disproportionately increasing workloads for other employees. That makes the policy relevant beyond working parents. Family-friendly benefits are most sustainable when employees taking leave feel comfortable using their entitlement, and colleagues do not feel they are continually carrying additional work as a result. Singapore's approach therefore brings two workplace priorities together: giving parents more time for their families while helping employers build teams that can accommodate that flexibility. For HR leaders, that may be the bigger takeaway. Good leave policies are not only about how many days employees receive. They are also about designing work so people can actually take them. Sources: Singapore Ministry of Manpower; Government of Singapore; Human Resources Online.

Employees across Saudi Arabia's private and non-profit sectors will receive an official holiday on September 23, 2026, as the Kingdom marks its 96th National Day. Image Courtesy: Caterer Middle East A midweek break is officially on the calendar for employees across Saudi Arabia's private and non-profit sectors. The Ministry of Human Resources and Social Development has confirmed Wednesday, September 23, 2026, as an official holiday, as the Kingdom marks its 96th National Day. For employees, the announcement means a confirmed day away from work to participate in the national celebrations. For HR teams and employers, early confirmation provides something equally useful: time to organise schedules, staffing and employee communication before the holiday arrives. Giving Workplaces Time to Plan The ministry said the holiday is being implemented in accordance with Article 24 of the Executive Regulations of the Labour Law, with employers expected to follow the applicable provisions. National Day is celebrated annually on September 23 and commemorates the unification of the Kingdom by King Abdulaziz in 1932. While confirming a public holiday may appear straightforward, advance notice plays an important role in workplace planning. Employees can organise family time, travel and celebrations without uncertainty around their schedules. Businesses that need to maintain operations during public holidays can prepare staffing arrangements earlier, while HR teams can ensure employees understand how the holiday will be managed within their organisation. Clear communication becomes particularly important for workplaces operating across different shifts, locations or customer-facing functions. It is also an opportunity for organisations to think beyond scheduling. National occasions can strengthen workplace connection, particularly in organisations where employees from different backgrounds work together. Internal celebrations and employee activities can create space for colleagues to learn more about the country in which they live and work. For managers, the priority is relatively simple: communicate arrangements early and make sure employees understand what applies to them. With September 23 now officially confirmed for the private and non-profit sectors, organisations have time to prepare; while employees can look forward to joining celebrations taking place across the Kingdom. Sources: Saudi Ministry of Human Resources and Social Development; Saudi Gazette.

ZenHR has secured $6 million in new funding to expand its HR technology platform across MENA, with AI set to play a larger role in recruitment, payroll, performance and everyday workforce processes. For HR teams, the promise of AI is becoming increasingly practical: fewer repetitive processes, faster access to workforce information and more time to focus on people. Across MENA, that shift is also creating new opportunities for home-grown HR technology platforms. ZenHR has raised $6 million in a bridge funding round led by Riyadh-based Impact46, with the investment set to support the company's expansion across Saudi Arabia and the wider MENA region. Operating across 11 markets, ZenHR provides technology covering payroll, recruitment, performance management, employee administration and compliance. Its latest investment will support further AI integration across its platform, alongside the development of its earned wage access offering, ZenEWA. Moving AI Into Everyday HR What makes the development relevant for HR professionals is where AI is beginning to sit within the employee journey. Rather than existing as a standalone workplace tool, AI is increasingly being incorporated into the systems employees and HR teams already use; from recruitment and onboarding to performance management and payroll. For HR departments managing growing or geographically dispersed workforces, automation can reduce time spent on routine administration. Done thoughtfully, that can allow people teams to spend more time on areas where human judgement remains essential, including employee development, engagement and workforce planning. Regional context matters too. Companies operating across MENA have to navigate different labour regulations, payroll requirements and employment practices. That creates demand for HR platforms designed around local workplace realities rather than simply adapting global systems to the region. ZenHR's expansion comes as organisations are increasingly considering how AI can make those processes more efficient while keeping the employee experience straightforward. The company's broader offering also includes earned wage access, which gives eligible employees greater flexibility around accessing earned income; another indication of how HR technology is expanding beyond administration into the wider employee experience. As investment in HR technology grows, the real measure of progress will not simply be how much automation is introduced. It will be whether those tools make work easier for HR teams, managers and employees. For MENA workplaces, that makes the next phase of HR technology as much about better employee experiences as it is about smarter software. Sources: ZenHR; Impact46; People Matters Global.

More than 150 senior business leaders, CXOs and industry experts gathered at Taj Dubai for the second Business Frontier Leadership Conclave & Awards, featuring keynotes, panel discussions and 50+ recognitions celebrating leadership and organisational excellence. | By Editorial Desk Leadership, artificial intelligence, real estate and the future of work took centre stage on 4 September 2026 as more than 150 senior business leaders, CXOs, entrepreneurs, investors and industry experts gathered at Taj Dubai, Business Bay, for the second edition of the Business Frontier Leadership Conclave & Awards, presented by WOW Workplaces Certification. The one-day event brought together business voices from across industries and global markets for keynote sessions, moderated panel discussions and an awards ceremony recognising more than 50 individuals and organisations for achievements spanning entrepreneurship, corporate leadership, technology, operations and organisational excellence. The conclave was graced by Guests of Honour Mohamed Al Banna, Group CEO & Managing Director of LEAD Ventures; H.E. Yaqoob Al Ali, Executive Director and Private Advisor in the Office of His Highness Sheikh Juma Bin Maktoum Al Maktoum; and H.E. Dr. Oleksandr Balanutsa, Ambassador Extraordinary and Plenipotentiary of the Embassy of Ukraine to the UAE and Bahrain, who joined the gathering of leaders and felicitated honourees for their leadership, innovation and impact. The Panels That Owned the Day At the heart of the conclave were three panel discussions examining some of the most pressing questions shaping business and leadership today. The headline panel, ‘Women at the Frontier of Leadership, AI & Innovation,’ explored AI-led transformation and the growing role of women in shaping the future of business. Moderated by Sreyasi Roy, Founder, Verve Humane Capital, the discussion featured Prof. Fatima Zaman, CEO, Serenity UK Care; Misha Sharma Gambhir, Founder, Heartspire Foundation; and Dr. Prithvi Priyadarshini, Gastroenterologist & Advanced Therapeutic Endoscopist, Medcare Royal Speciality Hospital, Dubai, and TEDx Speaker. The second panel, ‘What Keeps Dubai’s Real Estate Market Attractive and What Leadership Will It Need Next?’, examined the factors sustaining Dubai’s appeal and the leadership needed for its next phase of growth. Moderated by Prof. Jeevan D’Mello, CEO, Zenesis Consulting, the discussion featured Kartik Shankar Narayan, Chief Sales Officer, Berkeley Services UAE; Dr. Majid Jack Hsiung, Founder & CEO, Source of Fate Properties; and Abhishek Jalan, CEO, Grovy Developers. The final panel, ‘The Leadership Engine: How People, Culture & Talent Drive Business Growth,’ focused on the role of people, culture and talent in driving organisational performance. Moderated by Preethy Suresh, Founder & CEO, Ignition Point Ventures, the discussion featured Dr. Soha Chahine, Managing Director, Forward Training & Consulting; Tiago Costa, Chief Executive Officer, Parisima; and Emma Jordan, Chief Executive Officer, Infinite Consulting. Alongside the panel discussions, five keynote sessions brought perspectives from leaders across HR, education, healthcare, business and workplace development. The sessions explored themes ranging from resilience and navigating disruption to education, technology, human values, workplace transformation and purpose-led leadership. Recognising Excellence Across Industries The awards ceremony recognised more than 50 individuals and organisations for leadership and organisational impact across sectors including business, technology, real estate, healthcare, education, finance, operations and workplace development. Speaking at the event, Jatin Deepchandani, Founder and Chief Executive Officer of Eventyst Global, said: “The pace of change facing businesses today requires leaders to look beyond traditional models and remain open to new ideas, technologies and ways of working. AI is accelerating that transformation, but technology alone will not define the future of business. People, purpose and the ability to adapt will remain equally important. Dubai provides an ideal environment for these conversations, bringing together diverse perspectives from across markets and industries.” Following two successful editions, the Business Frontier Leadership Conclave & Awards will continue to bring together senior business voices to examine emerging trends, exchange ideas and recognise individuals and organisations making an impact across industries.

Job seekers in Saudi Arabia should no longer be left waiting indefinitely after an interview, with employers required to communicate whether candidates have been accepted or rejected within 30 days. | Written by Palak Kataria Image Courtesy: Magnific Waiting to hear back after a job interview can often be one of the most uncertain parts of the hiring process. In Saudi Arabia, employers now have a clear timeframe for closing that communication loop. The Ministry of Human Resources and Social Development has clarified that employers are required to notify job applicants of their interview outcome within 30 days, whether the candidate has been accepted or rejected. Failure to provide that notification can constitute a violation of applicable employment regulations. A Clearer Recruitment Journey for Candidates For job seekers, the requirement introduces something simple but important: certainty. Instead of candidates waiting without knowing whether a recruitment process is still active, the 30-day timeframe gives them a defined period in which they should receive an answer. This can make it easier to manage other applications, interviews and career decisions. The requirement forms part of regulations governing job vacancy advertisements and interviews in Saudi Arabia's private sector. According to the ministry, these measures are intended to standardise recruitment procedures and improve the quality of services available to job seekers. The development also places candidate communication more firmly within employers' recruitment responsibilities. What HR Teams Need to Know For HR and talent acquisition teams, the requirement means candidate follow-up should be treated as a formal part of the hiring process rather than an optional final step. Recruitment systems may need to ensure that interview dates and candidate decisions are tracked closely enough for both successful and unsuccessful applicants to receive an outcome within the required period. The ministry has also indicated that breaches involving job advertisements and interviews can be formally reported. Candidates affected by non-compliance have been encouraged to notify the ministry through its official application. The wider direction is towards a more structured recruitment experience. Saudi Arabia's Ministry of Human Resources and Social Development maintains a broader regulatory framework covering employment and labour-market procedures as part of its efforts to strengthen standards across the labour market. For employers, that makes timely communication an increasingly important part of a well-managed hiring process. For candidates, the 30-day requirement brings greater clarity to a stage of the employee journey where a simple response can make a meaningful difference. Sources: Saudi Ministry of Human Resources and Social Development; Saudi Gazette; StrongYes Media.

Sharjah has approved salary increases for government employees alongside a new part-time employment programme for 1,000 senior citizens, combining financial wellbeing, flexible work and wider workforce participation. | Written by Palak Kataria Image Courtesy: Magnific What does a more inclusive workplace look like across different stages of working life? In Sharjah, a new package of employment measures is bringing together higher pay, flexible work and opportunities for senior citizens to remain professionally and socially active. H.H. Sheikh Dr Sultan bin Mohammed Al Qasimi, Supreme Council Member and Ruler of Sharjah, approved salary increases covering government employees alongside a new part-time work system designed to provide opportunities for 1,000 senior citizens across Sharjah Government departments. The measures, announced on September 7, form part of a broader effort to strengthen quality of life while expanding employment opportunities across the emirate. Higher Pay for Government Employees Under the latest decision, 3,270 Sharjah Government employees in senior grades will receive salary increases at an annual cost exceeding AED160 million. The covered grades include third, second, first, Special A and Special B. The changes also extend to employees under the general job system, including engineers, doctors, veterinarians, pharmacists and medical technicians. For each grade under this system, the net increase will reach AED3,375 after insurance deductions, effective from September. The Ruler directed that the increases extend across Sharjah Government employees in centralised and decentralised entities, including universities. The announcement follows another decision earlier in September to raise the emirate's standard of decent living to AED20,000 per month, with support covering government employees, retirees and families receiving social assistance. For employees, the measures place financial wellbeing alongside career and workplace considerations, recognising the role income security can play in overall quality of life. Flexible Work Opens Doors for Senior Citizens Alongside the salary changes, Sharjah is introducing a different approach to participation later in life. The newly approved part-time system will create opportunities for 1,000 senior citizens, with flexible arrangements designed around individual circumstances. Options can include working three days a week or for specific hours, allowing participants to contribute without returning to a conventional full-time schedule. The programme has a wider social purpose as well. Sheikh Dr Sultan explained that the initiative is intended to help older people remain engaged with their communities rather than becoming isolated at home. The framework also covers senior citizens' spouses and retirees, with working arrangements adapted according to what individuals are able to manage. This makes the programme an interesting example of flexible work being used as a tool for inclusion and wellbeing, rather than simply as an alternative working arrangement. For older workers, employment can provide more than income. It can offer routine, social connection, purpose and an opportunity to continue contributing years of accumulated knowledge and experience. More Employment Opportunities Ahead Sharjah is also expanding opportunities for citizens entering and progressing through the workforce. Between January 5 and September 3, 1,800 people were employed across Sharjah Government entities, including 996 men and 804 women. The Ruler has now directed authorities to accelerate recruitment for another 1,200 positions during the remaining months of 2026, supporting the emirate's target of 3,000 new government jobs this year. Taken together, the measures create a workforce agenda spanning several generations: new opportunities for jobseekers, stronger financial support for existing employees and flexible pathways for older people who want to remain active. For workplaces, Sharjah's approach also highlights a broader idea about employee wellbeing. Supporting people at work can involve more than one policy, it can mean considering pay, flexibility, financial security, inclusion and purpose together. Sources: Sharjah Government Media Bureau; Emirates News Agency (WAM); official website of H.H. Sheikh Dr Sultan bin Mohammed Al Qasimi; Sharjah 24.

Dubai’s 100 CHRO Summit brought senior HR and people leaders together to explore how AI, workforce transformation, data-driven decision-making and future-ready talent strategies are reshaping the role of HR. | Written by Palak Kataria Image Courtesy: Magnific What does it take to build a workforce that is ready for a rapidly changing workplace? That question took centre stage in Dubai as senior HR leaders gathered to discuss how technology, talent and people strategy are evolving together. The 3rd Annual 100 CHRO Summit & Awards UAE 2026, held on September 3 at The Ritz-Carlton, JBR in Dubai, brought together CHROs, Chief People Officers and other senior HR decision-makers for conversations around the changing future of work. Rather than treating technology as a standalone HR tool, the summit placed it within a wider conversation about how organisations can combine innovation with human-centred workforce strategies. AI Meets the People Agenda One of the central themes was the growing role of AI in HR and workforce transformation. The summit explored AI-driven talent analytics alongside data-led people decisions, organisational agility and the development of future-ready talent ecosystems. Discussions also considered how organisations can adopt technology while keeping people and workplace culture at the centre of transformation. That balance is becoming particularly relevant for HR teams. As AI takes on a larger role in recruitment, workforce analytics and decision-making, people leaders are increasingly being asked to understand not only what the technology can do, but how it can be introduced responsibly and effectively across the employee experience. Post-event reflections from participants reinforced this message, highlighting the importance of using AI and technology to empower people while retaining the human element. Data-driven HR, adaptable workforces and HR's expanding strategic influence were also among the themes participants took away from the gathering. From HR Function to Strategic Leadership Another important conversation centred on the evolving role of the CHRO. The summit positioned HR leaders increasingly as architects of organisational agility, moving beyond traditional functional responsibilities to play a greater role in business strategy, transformation and resilience. For employees, that shift can have a meaningful impact. Decisions about skills development, workplace culture, technology adoption and career pathways are increasingly connected with wider organisational strategy rather than being treated as separate HR initiatives. The UAE context added another dimension to the discussion. The summit highlighted priorities including talent attraction, Emiratisation, employee mental health and the development of workplace cultures capable of adapting to technological change. Building Skills for What Comes Next Future-ready talent was another recurring theme. As technology changes how jobs are performed, organisations are paying greater attention to workforce adaptability and the skills employees will need next. For HR leaders, this means thinking beyond filling today's vacancies and considering how existing employees can continue developing alongside new technologies. The discussions in Dubai reflected a wider evolution in the workplace: AI transformation and people development do not have to be competing priorities. The opportunity for HR is to connect them. For employees, that can translate into stronger emphasis on learning, adaptability and opportunities to develop skills relevant to an AI-enabled workplace. For employers, it means creating environments where technology strengthens human capability rather than simply adding another layer of digital tools. The 100 CHRO Summit ultimately reflected how quickly the HR agenda is expanding. Talent, culture and employee experience remain central, but they are increasingly intertwined with AI, data and organisational transformation. As those areas continue to converge, HR leaders are gaining an increasingly important role in determining not simply how organisations adopt new technology, but how their people grow alongside it. Sources: 3novex Global; 100 CHRO Summit & Awards UAE 2026; post-event participant insights.