Our expert views

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 Over the past 15 years that Hydrogen has been placing lawyers into offshore jurisdictions, the market has changed significantly. Career success was often linked to working in major financial centres such as London or New York but that view has shifted.

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Access the Legal Salary Guide 2026 from Hydrogen Group, covering salary benchmarks, hiring trends and market insights across the legal sector.

 Nisrine EL MIR is a dynamic multi-lingual legal strategist with 25+ years of cross-industry expertise, who drives impactful legal and compliance leadership across the IT, air transport, telecom, and healthcare sectors.

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We're back! We're thrilled to announce the return of our interview series, Women in Law, where we shine a spotlight on the extraordinary women making waves in the legal world. Join us as we delve into their journeys, explore their challenges and triumphs and celebrate their remarkable achievements.

There’s a quiet revolution happening in the legal sector, and AI and data are powering it.

As the STEM sector continues to grow at a rapid pace, businesses are facing increasing challenges attracting and retaining top talent.

We're back! We're thrilled to announce the return of our interview series, Women in Law, where we shine a spotlight on the extraordinary women making waves in the legal world. Join us as we delve into their journeys, explore their challenges and triumphs and celebrate their remarkable achievements. Anna is a partner in the Herbert Smith Freehills LLP corporate practice in Dubai specializing in mergers & acquisitions, joint ventures and investments with particular focus on the Middle East. Anna is regularly involved in award winning and other high-profile transactions in the region that span a number of sectors. In addition to executing transactions in the energy and infrastructure sectors, Anna advises on digital infrastructure and TMT transactions. Anna studied law and obtained her master's in law from the University of Warsaw in 2005 and subsequently moved to the UK to pursue her career in law in London. She re-qualified as a solicitor in England and Wales in 2013. She spent over 13 years working for two US law firms in the City of London before moving to Dubai and joining Herbert Smith Freehills in 2018 as a senior associate. Anna was first promoted to of Counsel in 2023 and elevated to partner in May 2024. Anna is frequently commanded by her clients for her exceptionally pragmatic approach to transactions, enabling them to navigate complex legal challenges with ease. Why did you decide to pursue a career in law? I didn’t always know I wanted to be a lawyer. In fact, I considered other paths. At one point at a very young age, I even thought about joining the army – I admired the discipline and resilience it required, and honestly, some of those skills would be helpful in law, too! While I had considered pursuing an MBA immediately after completing my master's degree, I ultimately chose to move countries and requalify in the UK, believing that this path would provide me with the most meaningful opportunities to advance my career. Looking back on your career, what are some key moments that have helped or hindered you in getting to where you are? There have been many key moments, both positive and challenging, that have shaped where I am today. Early on, studying law in two different languages and legal systems and requalifying in a very competitive market in London was a significant hurdle and achievement, that taught me the value of determination, hard work and persistence. Ultimately, moving firms to prove myself further and eventually relocating to Dubai to accelerate my career were key decisions that allowed me to challenge myself in new ways and grow. On the flip side, there were times when I faced doubts about whether I belonged in certain rooms, especially being a woman in a traditionally male-dominated industry. But each obstacle has made me more determined and shaped my leadership style. Each of these steps has been part of my evolution, and over the years I have learned that resilience and adaptability are key to navigating any obstacle. My promotion to of Counsel and then Partner earlier this year were major milestones, and currently, I am the only female partner in the office, which is something I am incredibly proud of. Having said all that, I know I wouldn't have been able to achieve all this without the support of amazing colleagues and mentors along the way. Do you believe there’s a glass ceiling for women in the workplace, and has it changed? I do believe the glass ceiling still exists in many industries, including law, though progress is being made. I have experienced certain challenges in my career, but I have not faced prejudice based on my gender; I’ve always thought of myself simply as a lawyer, focusing on being the best I can be. Today, we’re seeing more women in leadership roles, and I am proud to be among them. Yet, women still encounter less visible challenges, whether in the form of bias, societal expectations, or balancing family life with a demanding career. While strides have been made, there’s more to be done. Through evolving recruitment practices, mentorship, diversity initiatives, and challenging outdated norms, we can create further change. I’m encouraged by the support women offer each other, and that keeps me hopeful that the glass ceiling will continue to crack. What do you think the legal industry can do to improve diversity & inclusion? The legal industry has made progress, but there’s still room for improvement. First and foremost, we need more than just diversity in numbers—we need inclusion at every level, where everyone’s voice is heard and valued. This can be achieved through better representation in leadership positions and by ensuring that recruitment practices are truly inclusive. Broaden recruitment criteria to include candidates with diverse life and career experiences will create a more inclusive environment and enrich teams with new perspectives. Mentorship and sponsorship programs for underrepresented groups can make a huge difference in retaining diverse talent. The industry also needs to focus on creating a supportive environment where people can bring their authentic selves to work without fear of judgment. As part of my new role, I make it a priority to champion diversity and inclusion, and I encourage others to do the same. What advice do you have for young women looking to make a career in your industry now? My advice to those starting their legal careers is that hard work is essential, but in today’s world, it’s also crucial to be resilient, proactive and open-minded. The legal world is evolving, so it’s crucial to stay alert to change and seek out opportunities, even if they’re outside your comfort zone. Your career may not be a straight line, it may have twists and turns, but each step, whether a success or a setback, adds to your growth. The most successful lawyers are often the ones who are authentic and have taken unique paths to get where they are. Success is as much about resilience and adaptability as it is about effort. Focus on building core skills and surround yourself with a network that supports and challenges you. And, most importantly, stay true to your values and who you are.

In a world where remote work is the norm, especially within STEM industries, keeping employees engaged isn’t as simple as adding more communication tools. If you’re relying on Slack or Teams to be the sole solution to engagement, you’re missing the bigger picture. What truly drives engagement is the culture you build - a culture where employees feel valued, motivated, and genuinely connected, no matter where they're working. We’re here to show you how a strong People function, strategic use of platforms, a compelling value proposition, and effective performance measures all come together to create that culture. Let’s get into it! Building relationships Your People team is at the heart of creating an engaging culture, but this doesn’t mean just ticking boxes with routine check-ins. Instead, it’s about creating experiences that make remote workers feel like they’re part of something bigger. Learning and development: L&D programs should inspire, not just exist to fill a quota. STEM professionals thrive when they’re learning new skills and tackling challenges that stretch their abilities. By offering opportunities to upskill and engage in meaningful projects, you’re investing in their growth and showing them they’re valued. This is crucial - especially as 84% of remote workers report that remote work makes them happier - largely due to the flexibility and autonomy it offers ​. The power of flexibility: For many remote workers, having control over their work environment boosts productivity. Senior Digital Business Analyst, Adam Ash, shares, “I have my home office set up exactly how I need it for me, to be the most productive I can be. I am free from distractions. I can make lunch for me and my wife, enjoy it in the garden with our dog, and reset properly ahead of the afternoon. It also allows me to work an extra hour or two when needed, without feeling like I should be charging my clients for the time.” For professionals like Adam, flexible working arrangements not only enhance productivity but also improve work-life balance and client relationships. Human connection: Virtual coffee chats might sound a bit cliché, but when designed thoughtfully, these interactions can become moments of genuine connection. Dean Jennings, Head of Talent at Hydrogen Group, says, “There is so much online that can bring a team together – virtual team escape rooms can be really cost effective! As tech advances, it’s getting easier to have individuals working seamlessly together. I’ve even seen a few VR headsets in the workplace!” Avoiding communication overload: Relying solely on communication tools like Teams or Slack isn’t the answer to building engagement. Just because people are “always available” doesn’t mean they feel connected. In fact, 48% of remote workers have reported working longer hours, which can easily lead to burnout if not managed well. The focus should be on creating a space where people feel free to share ideas, get involved in decision-making, and know their well-being matters. Structured check-ins: Consistent, purposeful check-ins can keep remote teams aligned and motivated. Life Science Consultant, Danniella Roche , says, “We have regular catch ups over Teams to kick off the week, a mid-week ‘health check’, and a Friday ‘wrap-up’. This enables us to have more touch points with one another and ensure we’re all working towards a common goal. We also have Teams channels to share market intel, leads and wins, which enables us to collaborate.” Leveraging platforms properly Yes, digital platforms are crucial for remote work, but they need to be used with intention. Tools like Slack, Teams, or Zoom are great for facilitating communication, but they’re not a magic fix for engagement. If these tools aren’t integrated into a bigger strategy, they can end up being a source of digital fatigue rather than connection. Transparency and recognition: Project management tools like Trello or Asana can help remote workers see how their contributions tie into larger projects, giving them a sense of ownership and progress. This is particularly important when considering that only 36% of remote workers are fully engaged​, making transparency and recognition crucial for improving engagement levels. Inclusive celebrations: Dean Jennings , Head of TA at Hydrogen, suggests, “Ensuring there’s no difference in recognition wherever workers choose to work from is key. Promotions, competitions and shout outs should always be multi-channel and celebrated in the same manner. If you do have something happening in the office, make sure you can stream it and get your remote workers involved!” Learning opportunities: STEM employees crave opportunities to grow, so offering access to courses on platforms like Coursera, or hosting internal webinars, can make a huge difference. Chloe Lam-Moores, Manager at Hydrogen Group, says, “I believe that remote workers could perhaps benefit from further training on how to be effective when working remotely, which could be as simple as identifying all of the tools and platforms that are available to them.” Important: Even though platforms can help collaboration, don’t assume that adding more tools equals more engagement. It’s about using these platforms to create a sense of shared purpose and achievement, rather than just piling on more ‘pings’. Employer Value Proposition: A culture that goes beyond perks When it comes to remote work, your employer value proposition matters more than ever. It’s about answering the question: ‘Why would someone choose to work for your company over any other when they can work from anywhere? ’ . It’s not just about the pay cheque. Remote employees have options, and they’ll go where they feel inspired and valued. In fact, 50% of job seekers would be willing to take a pay cut for the opportunity to work remotely. Figure out what sets you apart: STEM businesses should highlight unique opportunities, like access to cutting-edge projects or a strong commitment to social responsibility. Supporting mental health, professional development, and flexibility should be core to your culture. Accommodate unique needs: Practical support, like a home office budget or adjusted work hours, can make a big difference. Workers like Patricia Washburn, a Multi-Platform Editor, exemplify that remote work can be a necessity, not just a perk: “If I cannot work from home, I cannot work.” Others, like Kevin Parkings, a Senior Java Developer, emphasise that remote work makes living in certain locations possible. Career progression: People need to see a path forward, even from a distance. Being open about growth opportunities can keep them engaged. A higher salary can only go so far; it’s the promise of being part of a culture where they can envision a future and make an impact that keeps employees around. Performance measures – trust and impact How you measure performance says a lot about your culture. If your approach to remote work is to track hours or logins, you’re missing the point. People want to be judged on the impact they have, not the time they spend online. Shifting to output-based metrics - like focusing on the quality of work and the results delivered - makes all the difference. Adopt goals and KPIs: For STEM workers solving complex problems, KPIs create a sense of purpose and alignment. It helps them see how their work ties into the broader mission and keeps them motivated. Regular feedback: Regular feedback sessions help remote workers feel recognised and track their progress. And remember, building trust is key - using monitoring software to track every keystroke doesn’t build trust - it breaks it. It sends the message that you don’t believe in your employees’ ability to manage their own work. Trust o ver surveillance : This is particularly relevant given that low employee engagement costs the global economy $8.9 trillion. Focusing on trust and impact can turn this trend around, driving a more engaged and effective remote workforce. Bringing it all together So, what’s t he bottom line? Engagement doesn’t come from more tools or stricter performance measures. It comes from a culture where people feel like they belong, are encouraged to grow, and can see how their work makes a difference. People teams, smart platforms, a strong value proposition and fair performance measures all contribute to this, but it’s the culture you create that will keep people engaged - no matter where they’re working from. In STEM industries, where innovation is everything, this kind of culture isn’t just nice to have - it’s a competitive advantage. It’s about creating a workplace where people don’t just show up but feel excited to bring their best. When your employees are truly engaged, they’re not just part of the team - they’re driving it forward. Interested in learning more about how to keep remote workers engaged? ---------------------------------------------------------- We're committed to enabling our clients and candidates to thrive in a constantly changing world. By helping businesses grow and supporting people in leading more fulfilling lives both at work and beyond, we aim to make a lasting impact. Our ultimate goal is to become the world’s most valued and trusted workforce solutions company, trusted by our people, our clients and our communities.

We're back! We're thrilled to announce the return of our interview series, Women in Law, where we shine a spotlight on the extraordinary women making waves in the legal world. Join us as we delve into their journeys, explore their challenges and triumphs and celebrate their remarkable achievements.

We're back! We're thrilled to announce the return of our interview series, Women in Law, where we shine a spotlight on the extraordinary women making waves in the legal world. Join us as we delve into their journeys, explore their challenges and triumphs and celebrate their remarkable achievements.

We're back! We're thrilled to announce the return of our interview series, Women in Law, where we shine a spotlight on the extraordinary women making waves in the legal world. Join us as we delve into their journeys, explore their challenges and triumphs and celebrate their remarkable achievements.

This exclusive webinar delved into the latest findings from our comprehensive salary survey, spotlighting the dynamic legal landscape of Saudi Arabia. While our recent focus has been on the UAE, we shone a light on the diversity of opportunities emerging in Saudi demands. We explored: A comprehensive overview of the current market landscape, highlighting key trends and developments shaping the industry in the Middle East. Valuable insights into the latest salary trends prevalent in the Middle East job market for the year 2024, and how they impact professionals across various sectors. The compensation landscape within law firms and in-house legal departments in Saudi Arabia, examining salary benchmarks, factors influencing pay, and emerging trends. The nuances of compensation packages offered to Saudi nationals versus expatriates, exploring disparities, considerations, and strategies for equitable remuneration practices. The standard benefit packages being offered in the Middle East job market, including perks, allowances, and additional incentives that are becoming increasingly prevalent. You can view this webinar on-demand from your computer, tablet or mobile phone. This discussion was tailored specifically to partners and HR professionals within legal practice, as well as legal hiring managers and HR business partners for lawyers operating within the Financial Services (FS) and Industrial & Commercial (I&C) sectors in the Middle East.

​Our webinar 2025 and Beyond: Why Your Hiring, Learning, and Culture Need to Evolve brought together thought leaders Enrique Rubio (Hacking HR), Lisa Skinner Källström (Teamtailor), and Hydrogen Group’s Dean Jennings and Michelle Miller. The conversation explored strategies used to tackle the challenges of the future workforce, shift organisational cultures towards lasting partnerships, and ensure teams are equipped for the age of artificial intelligence. _ The Q&A box was brimming! Our webinar offered participants the chance to consult our HR experts on addressing shifts in the people and culture realm as we approach 2024 and beyond. Interesting questions were raised, and we compiled them all to seek and reached out to our experts to get some definitive answers. For a recap on the webinar, check out our blog Navigating the Future: Insights from our Webinar "2025 and Beyond"  So, here we are. Your questions - answered! - ​How can companies make people feel more secure in their jobs? Is it just a matter of increasing communication? Lisa suggested a shift towards a more sustainable approach. 'In recent years, we have seen many companies experience massive growth, and the need to get great talent onboard - hence offering extremely generous compensation packages. Unfortunately, many have now faced layoffs, and while the compensation and benefit strategies are not the sole reasons, I would like to propose a more sustainable approach for the future. [Increase benefits as the company grows, and as business results allow, we can increase pension levels or similar benefits – and discuss it internally! Open dialogue about results, investment choices, and their rationale fosters a sense of involvement among team members and signals the company's commitment to a sustainable direction.]' Dean echoed concerns about job security in today's volatile economy and advises, 'In today's uncertain economic climate, job security is a concern. However, by becoming indispensable and embracing tools like AI, individuals can enhance their value to employers, securing their positions for the future. Apart from using Chat GPT, what other tasks can be automated with AI? Lisa commented, ‘We’ve mentioned a few examples already, but I would look at all the systems your company allows you to use and question your suppliers on what features are or will be based on AI. For example, many applicant tracking systems allow the opportunity for AI to summarise CVs for an easy overview, generate interview questions and suggest more personalised replies to rejected candidates based on their CVs. Also, the opportunity for AI to transcribe an interview is an amazing tool which allows the interviewer to solely focus on listening and talking to a candidate as opposed to taking notes. As always, AI in these types of systems is not designed to make the decisions for a recruiter or business - but serve as an assistant to save time and work more efficiently.’ Dean added, ‘There are far too many to list. The AI directory https://aitoolsdirectory.com/ does a really good job of showcasing what does what and where you can find it.’ What is the impact of AI on employee engagement and how can HR teams use AI to promote engagement? Also, what precautions should professionals take when using AI? ​Dean offered his perspective by stating that ‘engagement and AI may seem contradictory, but there's a clear benefit when HR uses AI to streamline admin tasks, freeing up time for vital human interaction. Tools like Koios, for instance, offer Acoustic AI, helping HR understand team and individual personalities better, for more tailored approaches. Professionals must approach AI implementation carefully, ensuring ethical use to maintain trust and transparency in the workplace.’ How can we make sure our services stay personalised while using AI? Dean responded, ‘By leveraging AI to handle time-consuming tasks. The best thing about AI is that you get to choose what it does and what it doesn’t. If you feel strongly about human interaction to enable personalisation, you don’t have to let go of that – just embrace AI to make those interactions better. Get it to strip data in the background for you, or to type up your notes and actions as you have the conversations. The possibilities are endless, and they can be tailored to your needs.’ Within your businesses, have you experienced any resistance to the adoption of AI? How have you handled these objections? Dean responded, ‘A lot of the resistance I have seen has either been a fear of trying or a fear of being caught. There seems to be a negative connotation with AI, that if you get it to do something for you, are you cheating? The answer is a resounding no, you are working with the tools available to make yourself more productive for your organisation. Robot proof recruiter, if you haven’t read it, you should. Especially if you are a recruiter or if recruitment is part of your job role. I’ll spare you the details, but it is an amazing read that showcases the fact you can never take the people part out of recruitment - you’ll always be able to provide a better level of service than a robot (at least for now) and you need to focus on the parts of the process where human interaction is at its most vital and automate/utilise AI to get back time in your day to improve that social element of the process.’ Do you feel Employee Resource Groups will be on the rise with the future generation of workers? ​Dean replied, ‘A truly hybrid workplace cannot function effectively without the right technology in place. That doesn’t even need to be AI. For employees to feel a sense of belonging in a workplace, there should be a seamless experience that goes beyond just having teams up on 1 laptop in a room full of 30 people. Again, this will only advance with time ... my eutopia is to have my whole team (who are based in the UK + Thailand) sat around a virtual desk, on a beach with an interactive whiteboard we can utilise in real time via virtual and augmented reality. You may laugh now, but in the next couple of years, VR and AR tech will be the staple of hybrid working and teams coming together around the globe. This doesn’t take away from the in-person experience and nor do I think it should. It should be a tool that compliments real-time working solutions.’ How can we support older generation employees in the changing landscape? ​Dean offered his perspective, ‘AI is truly remarkable. It embodies the futuristic vision many of us had as children—computers and programs taking on tasks for us. For those uneasy about it, I believe it's a matter of not fully comprehending it or lacking the skills to use it effectively. AI has quietly become a part of the workplace, and many are still navigating its intricacies. The focus should be on empowering employees to leverage AI to enhance productivity and value to the organisation. Those who resist or fail to adapt won't be replaced by AI but by individuals who embrace change and view AI as a tool for greater contribution.’ How can we safeguard against the risk of AI stifling creativity in the workplace? ​Lisa said, ‘I would say the opposite, if we use AI for the more regular and routine tasks then we will have more time to use to be creative! For example, instead of spending hours on creating a presentation for an important project - let AI do this creating for you and spend the time on how you want to engage with your audience instead. Using ChatGPT to find easy tasks that I would previously have spent a lot of time on has been a big change in how I work and allows me find space in the day.’ Is there a regional divide across different parts of the world? Are Europeans more prone to appreciate safety/job security than Americans? Lisa commented, ‘My thoughts are that globally we have been through a lot in recent years, covid affected everyone regardless of location. After that, we had war in Europe for the first time in many years which had major effects on the economy, which I believe has made people appreciate job safety even more and value this in choosing their next employer. However, in some parts of Europe employees are still very protected by labour laws etc so I believe it is different from America where it is more common to have short notice period and less resistance from employers to terminate an employment.’ Expanding on the key themes discussed in our webinar, we're thrilled to introduce our Thrive Guide – a practical roadmap for building a thriving workplace. ​Within the Thrive Guide, discover actionable strategies to enhance employee engagement, foster diversity and inclusion, and implement flexible working models. Discover practical solutions to enhance workplace productivity and satisfaction. ​As our expert Dean Jennings emphasises, 'adapting to evolving workplace dynamics requires strategic initiatives.' This sentiment is echoed by other industry leaders in our webinar. In the Thrive Guide, these insights converge to offer practical solutions, providing a roadmap for organisations navigating change. ​Revolutionise your workplace. Download the Thrive Guide now!

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