The latest employment figures from Oman tell us something important—if we’re willing to look beyond the surface.
At first glance, they seem reassuring. In the first half of 2025, a total of 35,807 Omanis were either employed or received training. That’s about 38% of the government’s annual target of 45,000 opportunities.
Because behind the numbers lies a deeper challenge: how fast—and how boldly—are we transforming Oman’s labour market in an era shaped by global disruption, cautious private-sector dynamics, and a new generation demanding more than just a job?
Over 12,900 Omanis were hired in the first six months of the year. That includes more than 10,600 placements in the private sector—a welcome sign given long-standing concerns about local hiring—and 2,300 jobs in government institutions. It’s also heartening that training-to-employment schemes reached over 4,200 individuals, focusing on preparing Omanis to replace expatriates and build practical skills.
Even more significant: 17,228 of these were first-time entrants to the job market. That’s 17,000 personal milestones. It’s about independence, identity, and possibility. In a region where youth unemployment remains a pressing concern, this is no small achievement.
With just 38% of the annual target reached by midyear, the pace is cause for concern. The question isn’t whether we’re doing enough. It’s whether we’re doing the right things fast enough—and in the right way.
Why hasn’t the private sector absorbed more talent? Why are training numbers lagging behind projections? Why does this effort still feel fragmented?
The root of the challenge is structural. Some private firms are still hesitant to invest in Omani talent. They worry about readiness, retention, and return. But the real issue is the gap between what companies need and what job seekers are trained for.
There’s also a mismatch in expectations—wages, workplace culture, and career paths remain points of friction. And these are not problems that the Ministry of Labour can fix alone.
The concept of “training linked to employment” is sound—train Omanis for real jobs, then place them.
But we need to ask: are we training for the jobs of 2025, or the jobs of 2015?
The global economy is evolving rapidly. Clean energy, AI, logistics, fintech, and creative industries are now front and centre. If our training programmes remain rooted in outdated models, we’re offering young people a certificate—not a future.
Training must be driven by private-sector demand, tied to actual hiring agreements, and constantly updated. Otherwise, we risk creating another cycle of disappointment.
Another focus of this year’s job strategy has been replacing expatriates with Omanis. Nearly 3,820 roles have been localised so far.
The principle is sound. Omanis should have access to meaningful work, especially where the skills already exist locally. But this must be done with care. Forced localisation, where readiness is not matched by training or support, sets everyone up to fail.
We need a sector-by-sector roadmap—identify suitable jobs for Omanisation, create dedicated training pipelines, and offer companies incentives to cooperate, not resist.
Vision 2040 demands a skilled, competitive Omani workforce that drives a diversified economy. That won’t happen through job placement alone. We need a whole-of-government strategy linking education reform, economic policy, and innovation. And it must be localised—Muscat’s needs are different from those of Dhofar or Musandam.
And beyond placements, we must ask: are people thriving in their jobs? Are they progressing? Are employers satisfied? Success should be measured by impact, not intake.
There’s still time to accelerate in the second half of 2025—but we must be bold.
•Build sector-specific alliances in clean energy, AI, logistics, and tourism—especially in governorates needing a boost.
•Let employers shape training, tie it to real job offers, and ensure outcomes are measurable.
•Support entrepreneurship as a real alternative—not everyone wants a job; some want to build their own future.
•Use data wisely—AI and labour analytics can match skills to needs in real time.
Employment isn’t a chart—it’s a human story. Every Omani hired is someone who feels seen, valued, and responsible.
Let’s treat this with the gravity it deserves. Let’s shift from counting placements to making each job meaningful.
There’s still a second half of the year to go. Let’s make it count.
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