Flexibility
Hybrid work in the Gulf: flexibility depends on the manager, not the policy
A flexible-work policy can exist on paper while the everyday signal remains: be seen at the desk. Candidates need to test how the arrangement works inside the actual team.
Regional workers value flexibility
PwC’s 2024 survey reported that 81% of Middle East respondents valued flexibility and 81% said they worked remotely with employer approval. Because this was a regional employee survey, it should not be read as a national remote-work rate or proof that every sector is equally flexible.
Policy and permission are different
A policy explains what is allowed. Team practice determines whether using it affects access, performance ratings or promotion. The gap often appears in informal signals: who gets invited to meetings, when managers schedule decisions and whether remote days disappear during busy periods.
Ask for a recent example
General questions produce general promises. Ask how the team worked last week or during its last peak period.
- How many days did this team work away from the office last month?
- Are core hours written down?
- Can the arrangement change by manager?
- How are remote employees included in promotion and development decisions?
Review the practice, not one exception
A useful review describes the normal pattern and whether it matched recruitment. Avoid exact dates, project names or details that reveal a particular colleague’s arrangement.
Sadeq Editorial distinguishes official statistics from survey findings and interpretation. Regional figures describe broad patterns—not every country, sector or workplace.