For employers
You have roles to fill, and the candidates reaching you do not look ready.
Many of them are. What you are looking at is a shortage of evidence, not a shortage of ability — and evidence is a solvable problem.
Who this is for
This is for you if hiring Emiratis has become a target you chase rather than a source of talent you build.
You have probably hired to meet a requirement at least once, and found the result fragile. Perhaps the role was not designed for someone at that stage. Perhaps the manager had no time. Perhaps they left within the year and nobody quite established why.
None of that means the hire was wrong. It usually means the organisation was not ready to receive them.
What you get
You see people do the work before you commit to hiring them.
Not a CV, not an interview performance, and not a shortlist assembled by someone who has never met them. Real output, produced against a brief you recognise, assessed by people who do that work.
How it works
You give us a genuine problem, and a team works on it.
We scope the brief with you, form the team, supervise the delivery and handle the quality. You watch how people think, take feedback and finish things. If someone is right for you, the hiring conversation starts from evidence rather than optimism.
Setting a brief costs nothing. Contributing a challenge through Maydan, and your practitioners’ time with it, carries no fee — and neither does an introduction to someone whose work impressed you. It is the cheapest way to find out whether any of this is for you.
What happens next
Here is what happens after you get in touch.
- We talk about the work. Not candidates yet — the roles, and what would have to be true for someone to succeed in them.
- We scope a brief. Something you actually need done, sized so a team can deliver it properly.
- You watch people work. Delivery is supervised, and you see the process, not only the result.
- You hire on evidence. If there is a fit. There is no obligation, and no fee for an introduction.
- We stay for the first months. Onboarding, manager support, and an honest read on how it is going.
- You do it again, faster. The second cohort costs you less time than the first, because the scaffolding is already there.
On compliance
We will answer your Emiratisation questions plainly, but it is not the reason to do this.
Many employers arrive because of a requirement, which is a perfectly reasonable place to start. Requirements change, so confirm your current obligations against MoHRE guidance rather than any vendor's summary, ours included.
What we would add is this: an organisation that hires to satisfy a target will be in the same position next year. One that builds capability will not.
Questions you might have
Before you get in touch
- What does it cost?
- It depends on what you ask for. Nothing is charged for an introduction, and you will have the figure in dirhams before anything begins.
- How long before I see anyone?
- That depends on the brief and the pathway. We would rather tell you a real date once we know the scope than a comfortable one now.
- Am I obliged to hire?
- No. A brief that produces good work and no hire is still a useful brief.
- We are a small company. Is this only for large employers?
- No. Smaller teams often get more from it, because one good early hire matters more.
- What kind of brief works best?
- Something real that you genuinely want solved. Invented exercises produce invented evidence.
- Who supervises the work?
- We do, alongside whoever you nominate. You are not being asked to run a training programme.
- What if the person does not work out?
- Then we would want to understand why, and so should you. Most early departures trace back to role design or manager capacity rather than the individual.
- Can we sponsor a cohort for our own needs?
- Yes. Sponsored cohorts are one of the main routes, and they let you shape the capability around your roles.
- Does this count towards our Emiratisation targets?
- A hire is a hire. But confirm the specifics against current MoHRE guidance rather than relying on us.
- What do you need from us to start?
- An honest description of the work, and someone who can spare an hour to talk about it.
Next step
Start with the work, not the candidates.
The first conversation is about what you need done, and what would have to be true for someone to succeed at it.