Five workforce priorities shaping government transformation across the GCC

Government HR leaders across the Gulf Cooperation Council (GCC) are prioritising AI readiness, leadership development, national talent capabilities and employee-centric services as governments advance workforce transformation agendas.

These priorities were outlined by advisory board members and speakers ahead of the 14th Annual GCC GOV HR & Youth Summit and Awards in Abu Dhabi, brought together public sector HR leaders, policymakers and other stakeholders under the theme Time of Opportunities: Uncovering the New Realities of Work.

The discussions point to a broader shift in government HR, from workforce administration towards strategic transformation, with greater emphasis on institutional adaptability, accountability and the development of future-ready talent.

Here are five priorities emerging from the leaders’ perspectives.

1. Measure government performance through impact

Government organisations need to move beyond measuring activity and output towards assessing the value they create for citizens and communities, according to speakers.

His Highness Captain Shaikh Abdulaziz Sultan Al Nuaimi, Director of Excellence Awards Branch at Ajman Police, said, “Government excellence requires a shift from measuring the volume of achievements to measuring impact, added value, and the capacity for anticipation and adaptation.”

His Excellency Mohamed Al Marzooqi, Executive Director of Support Services at a UAE government entity, highlighted the need to rethink how public services operate.

“The future of government support services is not about doing the same things faster; it is about doing things differently and creating greater value for people,” he said.

For HR teams, this means aligning workforce capabilities and performance measures with institutional outcomes rather than focusing solely on operational efficiency.

2. Prepare employees and institutions for AI-driven work

The growing adoption of artificial intelligence is prompting government organisations to reconsider how work is structured, how employees are supported and how decisions are made.

Al Marzooqi said: “Our greatest challenge is not adopting AI; it is preparing our people and our institutions to work differently because of AI.”

Maitha A. Balfaqeeh, Senior Vice President of Shared Services at ADNOC Gas, said technology and AI are transforming shared services from transactional functions into more predictive and employee-centric operations.

Meanwhile, Iman Khalid Al Marzouqi, Group Chief Support Services Officer at Alpha Dhabi Holding, emphasised the importance of accountability as AI becomes more integrated into workplace decisions.

“HR leaders must help shape how AI is used, how decisions affecting people are made, and who remains accountable,” she said.

The perspectives highlight three priorities for HR leaders: building employees’ digital capabilities, redesigning processes around AI and establishing clear accountability for technology-led decisions.

3. Shift from workforce management to leadership development

Speakers also called for government HR functions to take a more strategic role in developing leaders and building institutions that can respond to multiple future scenarios.

Brigadier Rashid Nasser Rashid Abdullah, Director of the General Department of Human Resources at Dubai Police, said, “The biggest shift facing government HR leaders in the GCC today is moving from managing workforces to unlocking leaders.”

He added: “Our job is no longer to plan for one future, but to build institutions ready for many, and people who are trusted to learn, adapt, and take initiative.”

Dr. Ebrahim Al Khajeh, Human Resources Director at Abu Dhabi Customs, similarly identified the transition “from traditional HR to strategic workforce transformation” as a defining change.

This approach places greater emphasis on leadership pipelines, adaptability, continuous learning and the ability of employees to take initiative as organisational needs evolve.

4. Build national talent capabilities and create meaningful opportunities for young people

Developing local talent remains a priority as GCC governments pursue national workforce and economic transformation agendas.

Reem AlRehaili, Chief of Corporate Services at ARDARA, a Saudi Arabia-based Public Investment Fund (PIF) company, linked this ambition to the Kingdom’s Vision 2030 programme.

“Vision 2030 asks us to do more than increase the number of Saudis in the workforce, it asks us to build their capability,” she said. “The most powerful thing we can offer is not a package. It is a purpose.”

Al Khajeh said government organisations were increasingly prioritising national talent development, digital skills and leadership capabilities rather than simply filling vacancies.

Young professionals, meanwhile, should be given opportunities to contribute to institutional change, according to Al Nuaimi, who highlighted their digital skills, innovation and adaptability.

Al Marzouqi stressed the importance of recognising young employees’ strengths, assigning meaningful responsibilities and providing committed mentors.

Offering advice to young professionals, Balfaqeeh said: “Future leaders need to understand the business, not only their own function.”

AlRehaili also encouraged young women entering the workforce, saying: “The door is open. What matters now is what you do once you walk through it.”

The discussions place national talent development alongside succession planning, mentorship and cross-functional business understanding as priorities for public sector employers.

5. Make government services more human-centric

Alongside technology adoption and workforce planning, the speakers emphasised the need to ensure transformation improves the experience of employees and the people who use government services.

This requires public sector organisations to connect digital innovation with trust, resilience and a clearer understanding of employee and citizen needs.