Should UAE Companies Adopt AI Training?

Workplace Curriculum in UAE Companies: Is It Time to Implement AI-Based Training?

The educational system of the United Arab Emirates has undergone significant transformation in recent years. Schools are increasingly preparing students for future challenges with subjects related to artificial intelligence, flexible schedules, skill-based learning, and regular feedback becoming part of everyday life. This approach is increasingly aligning with the 21st-century labor market. Therefore, it is worth considering whether companies, especially those operating in the UAE, are following this example.

While students in schools follow a clear and structured learning process, workplace training is often ad hoc. The onboarding process for new hires is well-defined; however, most employees lose their "learning path" over time. This is particularly noticeable when the use of new technologies, such as artificial intelligence, becomes a requirement, but consistent corporate knowledge transfer or competency development is lacking.

The Workplace as a Classroom

In most cases, companies already resemble schools—whether they like it or not. The onboarding process essentially corresponds to the first week of teaching, mandatory compliance trainings are like general subjects, and leadership programs can be compared to advanced courses. The difference is that while the progression path in schools is clear, the learning path in workplaces often lacks a logical and consistent arc.

Artificial intelligence is no longer an abstract area relevant only to developers. Various forms of AI are integrated into daily work across numerous industries: chatbots, automated reporting, predictive analytics, and more. Therefore, every employee, regardless of their role, should possess basic knowledge on how to responsibly use AI, integrate it into daily workflows, and make better decisions using machine intelligence as a partner.

Flexible Career Planning—Learning Through Play

Based on school examples, it would be worthwhile to introduce the analogy of flexible schedules in workplaces as well. Many employees feel "stuck" in narrow roles that do not allow for the exploration of their abilities. Companies could introduce "career freedom" in the form of temporary role swaps, short-term projects, or experimental tasks. These would provide opportunities for employees to discover hidden skills before committing to a particular career path permanently.

The culture of feedback also deserves a rethink. In the corporate sector, evaluations are often annual and mainly analyze the past. In contrast, in education, feedback is an integral part of learning: it is regular, easily understandable, and promotes progress. Introducing monthly or quarterly "development points"—short, informal evaluation conversations—could help keep employees motivated, rather than just enduring until the next evaluation.

Avoiding Burnout: Integrated Learning

Learning works well when it is not an added burden. In the UAE labor market, overtime and high workload are already common, so adding training often alienates employees rather than helping them. The key lies in the training structure. Instead of three-day workshops, short, targeted, ten-minute micro-learning sessions work much better. These can be flexibly integrated into the daily workflow without requiring long absences.

Learning should energize, not drain. If a training or course clearly shows what personal benefits it offers, employees are more likely to participate and view it as valuable. In this case, learning is not another "task" on the list, but an opportunity for development.

Examples from the UAE: Structured Learning Models

Some companies have already embarked on this path. A regional logistics company, for example, introduced a tiered learning framework. The basic layer applies to all employees and includes fundamental skills such as using digital tools, communication techniques, and regulatory knowledge. Above this are elective subjects tailored to specific departments and bi-annual projects providing insight into the work of other departments.

This kind of structure provides a clear path for development while allowing space for the unfolding of individual interests and creativity. The company experienced improved retention rates, and managers reported increased employee engagement as they felt their development was consciously planned rather than left to chance.

However, learning should not be "overtime." At the company, learning time is not seen as an additional task but as part of the workday, so employees do not feel they have to bear extra burdens.

Can a General "Corporate Curriculum" Be Introduced?

While there is no universally applicable model for all companies, the direction is clear. The UAE is increasingly at the forefront in terms of technological and educational reforms. To keep up, workplaces will inevitably need to create a structure that supports lifelong learning, ethical and effective use of artificial intelligence, and long-term employee development.

A corporate curriculum would not be a rigid system, but a flexible framework offering clear goals, feedback points, and development directions—just like schools. As new forms of learning have been introduced in education, the time has also come for companies to create their internal "curriculums." This could not only enhance competitiveness but also significantly improve employee satisfaction and loyalty.

(The article source: Based on AI training systems in schools.)