The geopolitical upheaval sweeping across the Middle East in early 2026 has placed enormous pressure on organizations operating in the region, forcing human resources teams to move swiftly from crisis response to longer-term policy adaptation. A pulse survey conducted by WTW in April 2026, which drew responses from 284 organizations, reveals how companies are managing workforce disruption, recalibrating benefits and compensation, and preparing for a future that remains deeply uncertain.
A region under pressure
The survey paints a picture of a workforce under strain. Among the most acute impacts reported, increased employee safety concerns topped the list (Figure 1).
| Top three areas of impact | Employers responding “significant” or “moderate” impact |
|---|---|
| Mental wellbeing concerns among employees | 72% |
| Increased employee safety concerns | 71% |
| Travel restrictions affecting employees | 59% |
Business continuity challenges also emerged as a widespread concern, cited by 60% of organizations as having significant or moderate impact.
Other areas of disruption included difficulty attracting international talent, where 34% of organizations reported significant or moderate impact, and employee relocation or evacuation, which affected 32% of respondents at a significant or moderate level.
Swift action on policies and flexible working
HR teams have not been standing still. The most widespread response has been the adoption of remote location and flexible working arrangements, with 78% of organizations reporting that they have already taken action (Figure 2).
| HR policy or practice | Action taken | Action planned |
|---|---|---|
| Remote location/flexible working | 78% | 3% |
| Security and safety policies | 70% | 3% |
| Crisis management/emergency protocols | 68% | 13% |
| Business travel restrictions | 67% | 7% |
| Remote working infrastructure | 54% | 5% |
| Temporary housing assistance | 28% | 5% |
| Hiring freeze | 27% | 7% |
Other policy measures, though less universally adopted, signal the depth of the response. Leave policies, including emergency and humanitarian leave, have seen action from 26% of respondents, and 23% have introduced or adjusted expatriate relocation allowances.
Notably, for many of these measures, an additional layer of organizations indicated they are either planning or actively considering action, suggesting the policy response is still evolving.
Compensation: A cautious approach
When it comes to pay, the response has been considerably more measured. The vast majority of organizations have not made sweeping changes to their compensation frameworks: 84% reported neither planning nor considering postponing their salary review cycle, and the same proportion said they were not contemplating early bonus payments. Early payment of salaries — outside of normal Ramadan or Eid adjustments — had been enacted by just 15% of organizations, while hardship allowances for expatriates (7%) and local nationals (5%) remained exceptional.
This restraint likely reflects a desire to avoid reactive measures that could set unsustainable precedents, a sentiment echoed in the qualitative feedback where one respondent advised, "Do not make permanent decisions under temporary pressure." Still, compensation management was cited by 15% of organizations as one of the most urgent unresolved policy areas they need to address in the near future, indicating that pay-related decisions are being deferred rather than dismissed.
Wellbeing and communication take centerstage
If there is a defining theme of the HR response, it is the prioritization of employee wellbeing and transparent leadership communication. More than three-quarters (79%) of respondents said they’ve increased communication from leadership — the single most widely enacted wellbeing measure. Security briefings and safety guidance have been provided by 70%, and mental health and counselling services have been activated by 66%. Financial assistance, including emergency loans and employee relief funds, has been offered by 18%, with a further 16% planning or considering such support.
The qualitative responses reinforce these numbers. Organizations repeatedly emphasized the importance of "full transparency from leadership," "weekly employee wellbeing communication," and "staying connected and close to your people." Several respondents highlighted the value of Employee Assistance Programs (EAPs) and mental health webinars, while others stressed that "communicating often and listening to employees' concerns is critical."
Benefits: Incremental adjustments
On the benefits front, changes have been more incremental. Medical insurance saw the highest rate of action at 27%, followed by life insurance at 24%, and accidental death or disability coverage at 21%. Total and permanent disability coverage was adjusted by 20%, and short-term disability by 19%. Business travel insurance and international or expatriate medical plans were reviewed by 18% and 17% of organizations respectively. Crisis or evacuation insurance, perhaps surprisingly, had been addressed by only 10% of respondents, though a further 17% were planning or considering such coverage.
Looking ahead: Only 7% foresee significant overhaul
When asked about their expectations should the situation persist, 39% of organizations anticipated minor policy adjustments, while 27% remained uncertain and another 27% did not expect changes. Only 7% foresaw significant policy overhauls.
The overarching lesson emerging from the survey is one of pragmatic resilience. Organizations are leaning into flexibility, communication, and employee wellbeing while exercising caution on permanent structural changes. As one respondent put it, the goal is to "ensure business continuity while continuing to protect employees' safety — an act of continuous balance." In a region where uncertainty has become the defining condition, that balance may well prove to be the most critical HR capability of all.
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