The GCC’s Tech Talent Fix May Be In-House

While technology’s potential to boost productivity and innovation for millions is undeniable, it also exposes a pressing challenge: the growing tech talent shortage.   

In the Middle East, McKinsey estimates that the GCC region could face a shortage of up to one million digital professionals by the end of the decade. This is set against a backdrop of a global skills shortage—a Korn Ferry report projects that by 2030, around 85 million jobs could go unfilled due to the lack of skilled talent. 

Yet, there is optimism in the region. Governments in the GCC are making bold digital investments and launching national strategies to foster innovation. From artificial intelligence (AI) and blockchain to smart cities and generative AI, the region is building the infrastructure to lead in tech.  

But without the right people, this vision cannot become a reality. That’s why companies must take the lead in solving their own talent gaps by unlocking trapped value by redesigning roles and embracing new technologies. Pearson’s latest Skills Outlook report offers a timely, data-driven roadmap to do just that. 

One Day Saved Every Week 

The report focuses on five tech roles: software developers, data analysts, cybersecurity specialists, information technology (IT) support specialists, and network engineers. In the US, for example, it finds that professionals in these roles could save between 5.8 and 8.8 hours per week through technologies such as large language model (LLM) chatbots and robotic process automation (RPA). So, by 2029, those working in these roles could save around a day a week by using new technologies effectively. 

Of the 34 technologies analyzed, LLM chatbots and RPA offer the greatest potential to streamline tasks. LLMs manage complex, human-like conversations, while RPA handles repetitive, rule-based processes. For instance, computer programmers can save up to 7.7 hours per week by automating routine coding and updates, while computer network architects stand to gain 8.8 hours by automating system maintenance and backups. 

Redefining Roles 

While automation changes how tasks are performed, it doesn’t eliminate the need for human input. Collaborative activities like problem-solving, mentorship, and planning remain essential and inherently human. What does change is where time is spent. For example: 

• Programmers will spend less time writing boilerplate code and more time reviewing AI-generated code 

• Network architects may shift from network maintenance to cyber resilience planning 

• Systems analysts will move from basic support to advanced process improvement and strategic planning 

• Systems software developers will transition from system maintenance to architectural design and cross-functional collaboration. 

These changes offer the chance to boost innovation and agility while maximizing current talent. 

Increasing Capacity, Not Cutting Staff 

One of the most important insights from our report is that the goal is not to reduce headcount, but to expand the capacity and impact of existing teams. For instance, a team of 15 engineers that currently delivers 20 projects a year could potentially double its output to 40 projects by leveraging automation and restructured workflows. 

In a region where demand for digital transformation outpaces talent supply, this model is especially critical. Governments across the GCC are investing heavily in technology—US$24.7 billion by 2030—but if companies continue to rely on traditional hiring strategies, they run the risk of falling short. Upskilling and redeploying existing staff is the smarter, faster route—redesigning job roles down to the task level and then providing tailored training to upskill employees in critical areas will unlock significant amounts of trapped value within existing workforces. 

Massive Productivity Opportunity 

A report by the World Economic Forum estimates that 59 out of every 100 workers globally will need to be trained or reskilled by 2030. With external hiring becoming increasingly expensive and competitive, the business case for internal upskilling is stronger than ever. 

In the Middle East, this sentiment is shared. PwC’s Middle East Workforce Hopes and Fears survey found that 63 percent of employees expect their jobs to be impacted by AI, robotics, and automation in the next three years. People are aware of the ongoing evolution; they just need help preparing for it. 

Upskilling current employees not only fills talent gaps but also improves morale, retention, and adaptability. Moreover, it enables companies to meet ambitious digital agendas and reduce the friction of change. 

Actionable Recommendations 

To overcome tech talent shortages, companies must rethink job structures, automate repetitive tasks, and invest meaningfully in upskilling and reskilling initiatives. It’s also important to implement strategic workforce planning and foster a culture where continuous learning is a norm. By doing so, organizations can tap into their existing talent pools and develop future-ready teams without the delays and costs of external hiring. 

Since 2017, Pearson has issued over one million AI-related learning badges. For companies navigating the future of work, especially in the rapidly transforming Middle East region, this is a clear message: the solution to the tech talent shortage could already be inside your organization. The Skills Outlook report shows that with the right strategy, businesses can reimagine roles, unlock productivity, and empower teams to thrive in a tech-driven world.  

About The Author 

Oliver Latham is the Regional Sales Lead for EMEA at Pearson, the world's leading learning company.