THE HUMAN
ECONOMY:
A NEW HIERARCHY
OF POWER
OHOOD KHALFAN AL ROUMI
Humanity, and the global economy, were put to the ultimate test with the spread
of the COVID-19 pandemic. Over the past two years, we have lived through an
event that has challenged everything we once knew and brought about changes
we never thought would one day be the norm. Tuttavia, those changes presented
us with opportunities to rethink and unlearn how we did nearly everything—
most importantly, how we shape our ecosystems to protect humanity and how
we sustain livelihoods in the context of a crisis.
In facing the global emergency, the priority of every country was to preserve
the health and safety of its citizens. Governments put humans above all else—
including economic gains. Although this shift in priorities was basic and intui-
tive, it was also revolutionary. It did what no other social or industrial revolution
has done: it moved humans to the top of the hierarchy.
WHAT IS THE HUMAN
ECONOMY?
Now more than ever, attention must be
called to the concept of the human econ-
omy, which may well be the answer to a
world of constant disruptions. But what
does “human economy” mean? What is its
premise and what will it take to build it?
A human economy looks at economic
growth through the lens of all humanity. It
aspires to create an ecosystem in which
wealth is generated as a result of fulfilling
human needs and potential.
The human economy recognizes
human capital as the true engine of eco-
nomic growth. It also acknowledges that
investing in resilient humans has real value
for societies, as it empowers people to do
the right thing, encourages them to live a
balanced life, and creates empathetic com-
munities. The true currency in the human
economy is each human being, not each
bill or coin.
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WHY THE HUMAN
ECONOMY COULD BE THE
ANSWER TO A WORLD OF
CONSTANT DISRUPTIONS
The case for the human economy is simple:
resilient humans build resilient economies.
There is significant evidence to prove that,
when the focus is shifted to developing
human capital, economies flourish.1 I use
the term “human capital” because a
healthy human economy will depend not
only on the type of work people do or how
they do it, but also on their health, educa-
zione, and overall wellbeing. These factors
are crucial for citizens to be productive
members of society.
The value of a human economy can-
not be overstated. The COVID-19 pan-
demic not only changed how we live and
lavoro, it also made people reevaluate their
priorities. For many, work took a nosedive
on their list of priorities.
This was in part a result of a wave of
job cuts, which meant that employees who
kept working had to work harder than ever
to keep their jobs. They were also expected
to do extra work, which resulted in accel-
erated rates of fatigue and burnout. IL
line between the personal and the profes-
sional became blurred, and the proximity
between the physical, the digital, E
human spaces decreased tremendously.
This has ultimately led to what is now re-
ferred to as the Great Resignation.2
Infatti, more than 40 percent of the
global workforce considered leaving their
jobs in 2021.3 It is interesting to note that
people did not leave just for higher pay or
a new challenge but to pursue greater job
flexibility and a meaningful life outside of
the workplace. UN 2021 study indicated that
more than half the employees surveyed
would leave their jobs if they were not of-
fered flexibility in terms of where and
when they could work after the pandemic.4
How governments and private-sector
leaders react to these trends from here for-
ward will determine how we shape our fu-
ture around work, formazione scolastica, health, E
public service, which are all intercon-
nected elements in the ecosystem of a
human economy. In this ecosystem, we
must work to develop an economy around
human needs and social good.
In my capacity as Minister of State for
Government Development and the Future
and as chairwoman of the Federal Au-
thority for Government Human Resources
ABOUT THE AUTHOR
Ohood Khalfan Al Roumi is the Minister of State for Government Development and the Future
in the United Arab Emirates, a ministerial portfolio created to advance government development
and preparedness for the future. Minister Al Roumi is Chairwoman of the Federal Authority for Gov-
ernment Human Resources, the federal entity responsible for the growth and development of UAE
federal government human resources, Chairwoman of the Higher Committee for Government Digital
Transformation, and Vice Chair of World Government Summit Organization. She is also a board
member of the Federal Competitiveness and Statistics Centre, and a member of the board of trustees
of the Dubai Future Foundation.
© 2023 Ohood Khalfan Al Roumi
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Ohood Khalfan Al Roumi
in the United Arab Emirates (UAE), IO
would like to share some insights around
the capacities needed to build a human
economy and highlight a case study from
the UAE.
CAPACITIES FOR THE
HUMAN ECONOMY
The digital age we live in will require both
current and future generations to develop
a multitude of new skills and technical ca-
pacities. Tuttavia, we cannot ignore the
fact that we also need humans who possess
strengths that are not replaceable by tech-
nology or artificial intelligence.
When we build a machine, hardware
and software go hand in hand. If we invest
more in the hardware on account of the
software, we risk a malfunction. The ma-
chine will not do what we intend it to do
and it will therefore become a liability, non
an asset.
In the human economy, the hardware
is human capital and the software is hu-
mans’ soft skills and emotional intelli-
gence. These
social
imperatives that will fuel the economic en-
gines of the future. According to a global
study, “two-thirds of all jobs by 2030 will
be soft skill-intensive occupations.”5
capacities are
Soft skills such as critical thinking,
problem-solving, creativity, empathy, resil-
ience, self-awareness, and communication
take precedence in the human economy
because they help leaders do the right
thing, as opposed to doing things right. If
we develop leaders who are empowered to
do the right thing, we will develop an
economy that is built around social good—
one that puts humans first and is more
adaptable and resilient.
FOUR STRATEGIES FOR THE
HUMAN ECONOMY
Given the number and complexity of vari-
ables at play in the human economy, it may
be challenging to fulfill human needs and
the potential for economic growth in the
digital era. Nevertheless, a collaborative
approach whereby the public and private
sectors join forces can help bring about
change.
Below are four key strategies to con-
sider.
1. Level the playing field for
human work.
The march of the robots and automation is
escalating rapidly, and with it comes a fas-
cination with their efficiency, speed, E
ability to work around the clock. This is
something humans cannot do, as they
need sleep, take sick days, make mistakes,
and move to other jobs.
While it is important to invest in dig-
ital transformation and to pursue effi-
ciency measures through technological
advancements, we also need to acknowl-
edge the value of human work. Jobs lost to
automation mean losing consumer income
that creates demand and supply. This im-
balance results in a crisis that threatens the
survival of economic systems.
The World Economic Forum estimates
Quello 12 million jobs will be added globally
by 2025 because of artificial intelligence.6
This will require us to carefully address
how we replace jobs lost to automation, In-
cluding by investing in soft-skills jobs.
2. Accept lifelong learning as the
responsibility of all.
Fifty percent of all the world’s employees
will need to be reskilled by 2050.7 While
this includes those currently in the work-
force, education for the future of work and
lifelong learning will need to be a priority
for, and the responsibility of, everyone.
From a public policy perspective, educa-
tion systems that no longer serve the future
we are working toward need an overhaul.
Developing future skills such as emotional
intelligence and soft skills should start in
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The Human Economy: A New Hierarchy of Power
the early stages of learning, be enhanced
throughout students’ learning journey, E
continue to be polished once former stu-
dents enter the workforce.
Public and private education institu-
tions play a major role in transforming
how the future generation will learn and
acquire knowledge, as well as what they
Imparare. Close partnerships between educa-
tion institutions and public- and private-
sector leaders are also needed to ensure
that education programs are shaped and
reshaped according to current and future
market needs.
Learning is a lifelong journey. It does
not end when students exit the school or
university classroom. In many ways, it be-
gins when we first get the chance to experi-
ence what we learn firsthand. The keyword
here is “experience.” That is why I believe
that embedding experiential learning in
our systems across all levels of both acade-
mia and business will be a driving force in
the future of education and work.
3. Embrace performance over
productivity.
Measuring productivity alone is a flawed
approach, because it often means that em-
ployees need to work longer to produce
more. It is part of overall performance and
does not determine success from a social
perspective. For humans to add value to
the economy, their contributions must be
measured not by productivity alone but
also by performance. Limiting measures of
human value to workforce productivity
will always result in a scale tipped in favor
of automation. In contrasto, performance
measures in the human economy, ad esempio
teamwork, creativity, problem-solving, E
leadership, differentiate employees and
help to create a competitive advantage for
businesses and organizations.
Leaders who do choose to measure
value based on productivity should keep
one thing in mind: working longer does
not mean that employees will be more pro-
ductive. Infatti, some studies have proven
that countries with higher productivity
levels usually have shorter workweeks.8
Shorter workweeks can lead to employees’
better decision-making, enhanced clarity,
and improved overall wellbeing.
The argument for measuring perform-
ance over productivity is even more critical
on a macroeconomic and policy-making
level because it assesses the success of a
government beyond the GDP or job statis-
tic. In a human economy, governments
prioritize measures such as citizens’ phys-
ical and mental health and wellbeing, so-
E
cial
sustainability as the true markers of suc-
cess.
economic
equity,
E
4. Humanize organizations.
including
A human economy requires human organ-
izations. We need to normalize human be-
havior,
its strengths and
weaknesses, such as honesty, emozioni,
and tendency to make mistakes. Following
this approach will create a positive culture
and human connections that make em-
ployees feel they are part of something
bigger. At the heart of this culture will be a
collective movement to do social good and
fulfill human needs, and it will create loyal
employees and customers.
Another key aspect of creating human
organizations is defining organizational
purpose. Humans are in constant search of
purpose, E 70 percent of employees in-
dicate that their purpose is defined by their
work.9 This puts great responsibility on
government and private-sector leaders to
help their employees find and live their
purpose. While leaders of organizations
cannot control their employees’ individual
purposes, they can control their organiza-
tion’s purpose—why it exists and its long-
term impact. The more an organization’s
purpose is grounded in improving the
quality of life for all, the better the chances
are that employees will find purpose in the
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Ohood Khalfan Al Roumi
work they do and connect it to their pur-
pose outside of work.
As we move into a future that includes
flexible work models, there will be gaps in
personal and human connections that im-
pede our ability to foster human organiza-
tions with a high purpose and positive
culture. Even in workplaces that are not lo-
cated within four walls, an organization’s
vision, values, and behaviors will deter-
mine how it creates an inclusive and more
equitable workplace.
UAE CASE STUDY
In the UAE, our leadership and our people
believe that nothing is impossible. We have
adopted this mindset in everything we do.
Through it we have become a country of
firsts: the world’s first virtual Ministry of
Possibilities and Ministry of Artificial In-
telligence, the world’s first government ac-
celerators, the first Arab country to land on
Mars, and the list goes on.
Many of these successes were achieved
before the COVID-19 pandemic and are
now vital pillars in our ability to progress
by leaps and bounds. In 2021, despite the
global pandemic, the UAE beat inter-
national growth predictions and grew the
GDP by 3.8 per cento, the highest rate in the
region.
In 2022, the UAE took further steps to
address global challenges locally. It became
the first country in the world to introduce
a 4.5-day workweek without reducing pay
and rolled out twelve new types of work
permits and six job models.10 This was
done to strengthen the competitiveness of
the UAE labor market, offer flexibility and
ease of work, protect the rights of both
parties in the employment relationship,
and attract global talent and skills while
enhancing the overall quality of life. Tutto
such decisions are cornerstones in devel-
oping a human economy.
These changes have a myriad of impli-
cations—not only for the job market and
economic output but for society over the
long term. They will help the UAE create a
community of citizens who do not plan life
around work but the other way around, UN
community of employees who are free to
make choices and are well-balanced and
able to be rejuvenated regularly.
Infatti, the first three months of the
shorter workweek in the UAE delivered
promising results: 70 percent of employees
felt they were working more efficiently, COME
they were able to prioritize their workload
throughout the week. This included cut-
ting out the least productive activities,
managing their time better, delegating
tasks more effectively, and holding fewer,
shorter, and more focused meetings. Gov-
ernment employee absenteeism dropped
by more than 50 per cento, and the positive
impact trickled down onto social connect-
edness and family cohesion, COME 71 per cento
of employees reported spending more time
with their families.
While shortening the workweek at
first glance may seem counter to economic
growth, the opposite is true. Shorter work-
weeks can create more jobs and, as a result,
reduce unemployment and governments’
social costs. Shorter workweeks can also
entice people who left their jobs due to
stress to go back to work. More impor-
tantly, a shorter workweek opens the door
to people doing more with their personal
time, such as continuing their education,
traveling, and taking more time to be revi-
talized—all of which are activities that help
drive economic growth.
Tuttavia, having shorter workweeks
alone is not enough to transform lives and
create happier, healthier employees. Em-
ployers also have a responsibility to take
measures that will help employees live a
more balanced life.
The UAE has invested in several
strategic initiatives to support lifelong
apprendimento. One of these is Jahiz, an upskil-
ling initiative to ensure that future govern-
ment employees will have the required
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The Human Economy: A New Hierarchy of Power
talents. Designed in a partnership between
the UAE Government Development and
the Future Office and the Federal Au-
thority for Government Human Re-
fonti, Jahiz
is a new model for
government work that focuses on enhanc-
ing the future readiness of the UAE gov-
ernment by equipping national cadres with
the necessary skills. It embodies our lead-
ership’s ability to understand the emerging
trends that will impact the future and its
wise vision to help all government employ-
ees keep pace with the rapidly changing
world of work. Jahiz also reflects the great
value of partnerships and collaboration be-
tween the government and private-sector
companies. It was developed with 15 Guida-
ing national and international entities to
deliver 20 major future skills within one
year, through an interactive digital plat-
form. IL 20 future skills targeted by Jahiz
cover four main groups of skills: digital,
10X, data and AI, and new economy.
The government and citizens of the
UAE could not be prouder of all we have
achieved in the past 50 years, and we are
confident of our ability to continue build-
ing on that success in the next 50 years.
None of what we have achieved would
have been possible without our visionary
leaders, who believe in creating our own
future and in putting people first. This is
the secret ingredient that sets nations up
for success—prioritizing their people.
CONCLUSION
A human economy acknowledges that hu-
mans are at the core of every economic
model and, as such, should be made a pri-
ority. This does not mean, Tuttavia, Quello
the human economy is the only avenue in
any given ecosystem. The key is to find a
balance between freedom in the use of cap-
ital and the protection of social rights and
human needs.
At the end of the day, governments
should ask if they are doing enough to en-
able their people to be the best they can be
for the future they are creating, and to en-
sure that, if another crisis hits, they have
enough resilient human capital to navigate
change and protect their economy.
1 Vedere
https://www.worldbank.org/en/publication/
human-capital/brief/human-capital-
project-case-studies-
series?cid=GGH_e_hcpexternal_en_ext.
2 See https://hbr.org/2022/04/the-great-
resignation-is-a-misnomer.
3 See https://www.microsoft.com/en-
us/worklab/work-trend-index/hybrid-
lavoro.
4 Vedere
https://www.ey.com/en_ae/news/2021/05/
more-than-half-of-employees-globally-
would-quit-their-jobs-if-not-provided-
post-pandemic-flexibility-ey-survey-finds.
5 See https://www.forbes.com/sites/forbes-
humanresourcescouncil/2021/01/20/soft-
skills-are-essential-to-the-future-of-work/
?sh=676084451341.
6 Vedere
https://www.weforum.org/agenda/2020/10/
dont-fear-ai-it-will-lead-to-long-term-job-
growth/.
7 Vedere
https://www.forbes.com/sites/paulmcdonal
d/2021/06/09/as-businesses-prepare-for-
the-future-of-work-the-need-to-upskill-
and-reskill-workers-becomes-more-
essential/?sh=714b4e437a78.
8 See https://autonomy.work/wp-
content/uploads/2021/06/ICELAND_4DW.
pdf.
9 See https://www.mckinsey.com/business-
functions/people-and-organizational-
performance/our-insights/help-your-
employees-find-purpose-or-watch-them-
leave.
1 0 Vedere
https://www.wam.ae/en/details/1395303000
412; https://www.mohre.gov.ae/en/media-
centre/news/1/2/2022/the-new-labour-law-
will-come-into-force-as-of-tomorrow.aspx.
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