The global talent market is on the brink of a major transformation as artificial intelligence moves from being a support tool to becoming an active part of the workforce, according to Korn Ferry’s newly released Talent Acquisition Trends 2026 report.
The study, based on insights from more than 1,900 talent leaders and experts worldwide, including the Middle East, outlines how Human plus AI collaboration, changing skill priorities and gaps in leadership readiness are reshaping how organisations hire and manage people.
The report, published in November, shows that 52 percent of global talent leaders expect to add autonomous AI agents to teams by 2026, signalling a move towards hybrid workforces where people and algorithms collaborate on daily tasks.
Korn Ferry argues that while AI is becoming increasingly embedded in hiring and talent management systems, human judgement, empathy and adaptability will continue to define organisational success.
“AI is transforming how we attract and develop talent, but the essence of the workforce in our region remains human. Technology can accelerate our work, yet it is people, their judgment, empathy, and cultural understanding that will continue to set organisations apart,” said Jonathan Holmes, Managing Director for the Middle East, Turkey and Africa at Korn Ferry.
Korn Ferry’s research suggests the Middle East is advancing faster than many global markets. National AI strategies in the UAE and Saudi Arabia, combined with large-scale economic transformation agendas, are prompting employers to redesign job structures and integrate AI directly into workflows.
Human and AI workforce
What was once considered experimental technology is now central to business models and hiring frameworks.
“The future of AI in the workplace is not far off, it is already unfolding across the Middle East,” said Iktimal Daneshvar, Vice President and Senior Client Partner for Recruitment Process Outsourcing in the region. She added that organisations are now “laying the foundation for true collaboration between people and AI”.
Despite rapid adoption, the report shows that human skills remain the priority for employers. Critical thinking ranks as the top hiring requirement for 73 percent of talent leaders, well ahead of technical AI capabilities. This reflects a belief that the ability to interpret information and apply insight cannot be replicated by machines.
The report also warns of long-term risks to leadership development. Forty three percent of companies plan to replace some roles with AI, particularly in operations and early career positions.
Korn Ferry cautions that reducing entry level hiring could weaken leadership pipelines, especially in the Gulf’s young workforce. Only 11 percent of talent leaders say their executives are fully prepared to lead through the AI transition, underscoring 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 depend not only on how effectively organisations deploy AI, but on how well they empower people to lead it.
