Practitioner Interview: understanding the major challenges in managing government performance
From new employee engagement to technology adoption, organizations must consider a variety of factors nowadays when conducting strategic planning and implementing performance management systems. In this interview, Yousef S. Aljomah, a program manager who works for a Saudi government entity, shares his insights on how organizations can navigate uncharted territories while getting results and staying true to their core values.
Yousef has over 15 years of experience leading high-impact strategic projects and programs in the public and private sectors. His expertise has allowed him to drive projects that align with organizational goals, improve efficiency, and promote innovation. He holds an impressive 20 certifications in strategic and project management and a Master of Science in Technology Management. Let’s find out what he thinks of today’s trends and practices in performance management.
Trends
In your opinion, what are the key trends in organizational performance management in 2024?
The path of organizational performance management in 2024 is significantly shaped by integrating AI tools. This strategic direction is in harmony with both public and private organizational development, harnessing AI-driven data analytics, integrated systems, real-time feedback mechanisms, personalized development plans, facilitation of remote work, DEI analysis, process automation, outcome-based metrics, agile methodologies, and sustainability tracking. These advancements are anticipated to drive efficiency and innovation, thereby making a meaningful contribution to the global transformation of organizational development.
Which of the existing trends, topics, or aspects within performance management have lost their relevance and/or importance in your opinion?
The outdated trends in performance management include annual performance reviews, rigid hierarchical structures, one-size-fits-all training programs, traditional office-bound work models, a sole focus on output metrics, top-down feedback mechanisms, and manual process management. On the other hand, AI tools prioritize flexibility, continuous improvement, and data-driven, inclusive approaches.
What does the corporate performance management system of the future look like?
AI will usher in the forthcoming corporate performance management system, which features integrated platforms, real-time feedback, personalized development, support for remote work, DEI emphasis, automated processes, outcome-based metrics, agile methodologies, and sustainability tracking. It will prioritize flexibility, continuous improvement, and data-driven, inclusive approaches.
What will be the major challenges in managing performance in the future, and how should organizations prepare for them?
In the future, managing performance will involve dealing with significant challenges such as adapting to rapid technological changes, ensuring data privacy and security, maintaining employee engagement in remote work, addressing skill gaps, fostering DEI, and managing continuous feedback. To tackle these challenges, organizations should invest in training, robust cybersecurity measures, flexible work policies, DEI initiatives, and advanced analytics tools.
How is technology impacting the way organizations conduct strategic planning and manage performance? Any specific tools you would like to mention?
Technology is revolutionizing strategic planning and performance management by improving data analysis, real-time monitoring, and decision-making. AI and machine learning (ML) offer predictive insights, while cloud-based platforms facilitate collaboration and scalability. Notable tools include Microsoft Power BI for data visualization, OKR software such as BetterWorks for goal alignment, and AI-driven HR platforms like Workday for comprehensive performance management.
How is sustainability impacting the way organizations conduct strategic planning and manage performance? Any specific aspects you would like to mention?
Sustainability is reshaping strategic planning and performance management by integrating ESG criteria into business objectives. Organizations are setting measurable sustainability goals, such as promoting sustainable project management practices, enhancing resource efficiency, and advancing social responsibility. Specific aspects include incorporating green project management principles, efficient resource allocation, and fair labor practices, using tools like the Project Management Institute’s (PMI) Code of Ethics and Professional Conduct and ethical decision-making frameworks.
Read More: No “I” in team: the significance of multilateral coordination between government entities
Practices
What should be improved in the use of strategy and performance management tools to make an organization even more resilient to future crises?
To enhance organizational resilience, strategy and performance management tools should improve real-time data collection and analytics for faster, data-driven decision-making. Tools should support agile methodologies, integrate robust risk assessment and mitigation features, and foster cross-functional collaboration. Additionally, incorporating advanced scenario planning, employee well-being monitoring, AI, automation, and sustainability metrics will help organizations better navigate uncertainties and maintain performance during crises.
While navigating through these challenging times, what would you consider a best practice in performance management?
During challenging periods, it is advisable to incorporate real-time feedback mechanisms and continuous performance evaluations. These approaches promote agility, maintain employee alignment with evolving objectives, cultivate continuous development, and facilitate prompt adaptation to strategies. Consequently, they also strengthen resilience and sustain productivity.
How does benchmarking support the improvement of performance management and target-setting systems?
Benchmarking helps improve performance management and target-setting systems by comparing them to industry standards and best practices. It identifies performance gaps, sets realistic and competitive targets, fosters continuous improvement, and encourages the adoption of proven strategies. Ultimately, it enhances overall organizational efficiency and effectiveness.
Research
Which organizations would you recommend being observed due to their approach to managing performance and its subsequent results? Why?
In Saudi Arabia, several organizations—namely Elm, Saudi Arabian Military Industries (SAMI), and NUPCO—are Public Investment Fund (PIF) entities known for their exceptional performance management approaches. These organizations have significantly improved their service quality and customer satisfaction through digital transformation efforts and data analytics. Their emphasis on innovation and continuous improvement demonstrates best practices, resulting in enhanced operational efficiency and alignment with the objectives of Saudi Vision 2030.
Given their importance in practice, what aspects of performance management should be further explored through research?
Some key areas for further research in performance management include the impact of AI and ML on performance outcomes, the effectiveness of real-time feedback systems, strategies for enhancing employee engagement and motivation, the role of agile methodologies in performance management, and the integration of sustainability metrics. Understanding these areas is crucial to improve organizational efficiency and achieve strategic goals.
What are the key competencies of a successful business leader (C-level executive)?
The key competencies of a successful C-level executive include a strategic vision, strong decision-making and leadership skills, excellent communication, financial acumen, the ability to drive innovation, and adaptability. They also need to possess ethical judgment, resilience, customer focus, and a global perspective. These skills enable effective interaction with stakeholders, adaptation to market changes, and successful organizational leadership.
What are the key competencies of a strategy and performance manager that are necessary to succeed nowadays?
The key competencies of a successful strategy and performance manager include strong analytical skills for data-driven decision-making, excellent communication and leadership abilities, strategic thinking, and the ability to drive continuous improvement. Proficiency in performance management tools, knowledge of AI, adaptability to change, and a focus on achieving organizational goals are also essential.
What processes and tools do you look at when differentiating a successful performance management system from a superficial one?
When distinguishing between a successful performance management system and a superficial one, it is important to consider the following key processes and tools: goal-setting tools, data-driven decision-making tools, and agile practices.
Read More: Strategy and performance management in government: top tools and best practices
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Riham Mahmoud Saad is a Senior Strategy and Corporate Performance Specialist with over 15 years of experience in corporate performance management in the public sector. She holds a master’s degree in Information Systems Management from Zayed University. Moreover, she has acquired certification in KPI Professional and Practitioner and a Nanodegree in Data Analysis and Visualization from Udacity.
Khalid Alharbi boasts over 20 years of experience in partnering with business unit executives to develop strategic plans, direction, market analysis, partnership, growth guide, and operation excellency. He leads large and complex projects to achieve key business objectives and promote digital transformation. He is pursuing a career in engineering, project management, sales and strategy planning.
Rayed Alhumaid is the current Head of the Strategy & Institutional Performance Program for the Kingdom of Saudi Arabia’s Ministry of Finance. He previously participated in the drafting and planning of the digital projects portfolio for the Ministry of Higher Education.
Rashed Mohammed Al Jalajil is an executive director with more than 17 years of experience in strategy execution and performance management in both the private and public sectors in Saudi Arabia. He is a change management enthusiast who believes in developing people to lead organizational success.