Enhancing the performance of human resources in the civil service is one of the most important pillars of public sector modernization, as it focuses on the human element, which is the main engine for implementing economic, political and social reform programs and initiatives, as the absence of human resources commensurate in terms of size and competencies with the actual needs of the departments, will affect the ability of the government to assume its future responsibilities efficiently and effectively.
Moreover, successive governments have sought to improve the performance of civil servants, raise their productivity and develop their functional capabilities, as they have worked since 2007 to adopt some reform measures and modern concepts in human resources management, including human resources planning, managing the evaluation of individual performance linked to institutional performance, transitioning to competency-based management including selection and appointment, professional career paths as opportunities for horizontal promotion, career succession planning, and focusing on critical positions in selection, development and motivation...etc.
Despite the importance of the reform measures taken in this field, the reality indicates the poor impact of these initiatives on achieving results and impact at the level of performance and productivity of human resources, and the efficiency of assuming their responsibilities and providing better services to citizens. This is due to the lack of proper application and focusing on formal procedures rather than results, and the limited linking of competency targets to the needs required to implement national initiatives and priorities, in addition to resisting implementation, parliamentary interventions and pressures, and the absence of an institutional culture and a supportive work environment.